Across the world, the number of old adults has grown significantly over recent decades. This has raised a number of questions related to the availability of human resources in the present day. One current concern, visible in society, is related to older employees’ competence and performance. Often, older employees are perceived as less competent and perceived that they perform less well than younger employees, but this image does not meet the reality. Studies related to older employees’ performance show that certain aspects of performance are either equal to, slightly lower, or even higher than those of younger employees. Important elements that make the performance of older adults comparable with the performance of younger adults, among others, include experience, and level of past and present cognitive and physical stimulation; elements with very large interpersonal variability.
A new trend began to emerge with the improvement of living conditions and medical advancement: the trend towards longevity. This trend appeared slowly at beginning of the industrial revolution but has increased significantly in the 20th and the 21st centuries. This trend, which initially started hesitatingly in developed countries, has now extended to reach across the entire planet. Europe, as an initiator of the industrial revolution, is one of the world’s regions with the most aged population. One consequence of an aging process compounded by a drop in fertility rates is reflected in the organizational context, where potentially available employees are also much older. This has led to many changes in the proportion of employees over 60 years of age, and will require other changes in order to provide the human resource necessary for the optimal progress of professional activities.