Purpose: The purpose of this paper is to investigate the need for a Strategic Workforce Plan (SWP) in a public sector organization (PSO) confronting an ageing workforce situation.
Design/methodology/approach: The study is based upon an action research protocol with a view to initiating change through SWP developed in-house at a PSO that is arguably the custodian of workplace diversity.
Findings: The findings reveal a general consensus on the ageing workforce challenges at the PSO requiring the need to revisit the status quo on the recruitment and retention strategies as well as succession planning and talent management practices within the organization.
Research limitations/implications: The study highlights the case of a PSO that has set about addressing the workplace demographic challenge by involving employees to become more reflexive in their engagement within the organization, which serves the dual purpose of “custodian” and “role model” for the country.
Originality/value: The challenge of an ageing workforce is not common occurrence in developing countries such as Kenya. However the manifestations of this unusual occurrence, and attempts to “nip things in the bud”, using an internally generated SWP with a view to changing the status quo is a demonstration of organizational learning and employee buy-in.
- Talent management
- Public sector organizations
- Sub-Saharan Africa
- Strategic workforce planning
- Ageing workforce
- Kenyan National Bureau of Statistics