Offboarding Strategy in the 100-Year Life Era: What HR Can Do to Bridge the 'Health Gap' After Retirement—Reflections from a Nikkei Shimbun Article

　The possibility that 'retirement' has a positive impact on health, especially notable in women: Nikkei Business Electronic Edition I have read this.

The surprising correlation between retirement and health

　Previous studies have not reached a consistent conclusion regarding the impact of retirement on health. This is because the reverse causality of 'retiring because one's health was failing' tended to be included in the data. However, a research team led by Goryu Sato of Keio University analyzed data from approximately 110,000 people in 35 countries around the world, including Japan, to conduct a more precise verification. By using the pension eligibility age in each country as an instrumental variable to remove bias, it was revealed that retirement has the potential to have a positive impact on health overall.

Specific health improvement effects and gender differences

　As a result of the analysis, it was found that retirement is significantly associated with improvements in cognitive function, maintenance of physical independence, improvement in self-rated health, and even the resolution of lack of exercise. What is particularly noteworthy is that gender differences were observed in this trend. In the case of women, there was a strong tendency for cognitive function to improve and physical independence to increase after retirement, and the decline in smoking rates and improvement in exercise habits were also significant. On the other hand, while men showed an improvement in self-rated health, the multifaceted health improvement effects and dramatic changes in lifestyle habits seen in women were not confirmed.

Participation in social activities is the key

　Differences in how time is spent after retirement have been pointed out as the background for this gender gap. Women tend to have relatively more opportunities to participate in social activities and move their bodies after retirement. It was also suggested that liberation from work stress might be leading to a decrease in smoking rates. In contrast, men are more likely to lose their connection to society upon retirement, which may be limiting the health benefits. From this, it is considered that for maintaining health after retirement, it is important not just to quit working, but to participate in subsequent social activities and engage with the community.

Thinking from the perspective of corporate HR: Supporting senior employees' 'exit' and 'what comes after'

Re-evaluating retirement as a 'starting line for health'

　For many years, retirement in companies has tended to be viewed as an administrative milestone of 'loss of labor' or 'termination of employment.' However, as this article suggests, the fact that retirement can be an opportunity to improve an individual's health, especially cognitive function and physical independence, is a very hopeful perspective for HR.

　In the context of retirement or early retirement to date, a sense of loneliness regarding the 'end of a role' has tended to linger, but it is possible to redefine this positively as a 'transition to a healthier and more independent stage of life.' When a company sends off an employee, by including a message of 'cheers for future health promotion' in addition to 'gratitude for contributions to date,' it is thought that the quality of the retirement process (ending quality) can be enhanced. Supporting employees as they move to the next stage in a healthy state of mind and body can be said to be a part of a company's Corporate Social Responsibility (CSR).

Supporting 'a place to belong' and 'connections' for male employees

　The point in the article that I was particularly concerned about is the data that men do not receive as much benefit as women in terms of health improvement effects from retirement. Is this not a part that many corporate HR professionals can understand as a gut feeling? For male employees whose work was their entire identity during their active years and whose workplace relationships were almost all of their social relationships, 'burnout' and 'isolation' after retirement are concerns.

　There are several approaches that companies can take to address this issue. For example, reviewing the content of career training and life plan seminars for those in their 50s. In conventional seminars, there has been a tendency to place weight on the design of 'financial aspects' such as retirement money, pensions, and salaries after re-employment. However, from now on, I would like to set aside time to convey that the construction of 'social capital' is just as important, if not more so, than 'money'.

　Specifically, how to continue to engage with society as an individual who has taken off the company name tag, such as participating in outside communities, hobby circles, volunteer activities, or side jobs and pro bono activities. Encouraging such preparation while still active will be a move to increase the well-being of male employees after retirement. Encouraging them to 'have a business card other than the company's' can also be expected to broaden their horizons during their active years and promote innovation, so it can be said to be an initiative that also has benefits for the company.

Designing a 'soft landing' during the pre-retirement period

　A sudden change where retirement becomes 'zero work, zero connection to society' overnight may be high-risk, especially for men. Therefore, I would like to consider creating a mechanism for a 'soft landing' toward retirement.

　Although there are frameworks for legal retirement age and re-employment systems, in their operation, for example, one could consider introducing things like a 'three-day work week system' or 'sabbatical leave (long-term leave with free use)' where employees gradually reduce their working days from 1 to 2 years before retirement and use that free time for local activities or new learning.

　Setting aside a period to establish an identity in a world outside of work while gradually reducing the weight of work should be an effective support measure to soften the 'retirement shock' after retirement and lead to smooth health improvement effects. Also, presenting such flexible work options may give not only seniors but also young and mid-career employees a sense of security that 'this company allows one to continue working healthily for a long time,' and contribute to the improvement of engagement.

Maintaining 'loose connections' through alumni networks

Building and activating an 'alumni network' is one effective solution for preventing social isolation after retirement. Providing a space where the company maintains a loose connection with former employees, rather than cutting ties completely, helps satisfy the 'need for belonging,' especially for male retirees.

There are various ways to maintain these relationships, such as regular networking events, involving them as mentors for current employees, or requesting their services as spot consultants to bring in external expertise. This is a shift from 'retirement equals goodbye' to 'retirement equals external partner.' As a result, retirees can continue to hold social roles, which likely has a positive impact on maintaining cognitive function and mental health. Ultimately, seeing former employees healthy and vibrant also enhances the company's brand image (employer branding).

Positioning 'Retirement' as an Extension of Well-being Management

Currently, many companies are engaged in health and well-being management, but the focus is mainly limited to 'current employees.' However, if an organization truly values people, it might be beneficial to broaden that perspective from 'during employment' to life 'after retirement.'

'Because I worked at this company, I can lead a healthy and fulfilling life even after retirement.' Creating a corporate culture and support system that allows for such a statement can be a powerful differentiator in today's increasingly competitive talent market. As the article suggests, if retirement leads to improved cognitive function and the resolution of physical inactivity, companies should be able to act as catalysts to provide that 'opportunity' in a better way.

For example, providing health management advice after retirement based on the results of a health checkup taken just before leaving, or partnering with and introducing local sports clubs or culture schools, is a subtle but warm form of support. Leveraging the insight that female employees tend to become more active after retirement, it would also be stimulating to create opportunities in career seminars for female employees to invite senior retirees who serve as role models (such as those active in their local communities) to share their experiences.

Liberation from 'Roles' and the Acquisition of New 'Roles'

Finally, what we as HR want to be conscious of is the sensitivity of each employee toward their 'role.' The article touched on the aspect that liberation from work stress contributes to health. This suggests once again that excessive pressure and long working hours are health risks.

For the current generation, it is an urgent task to design work so that the burden is not concentrated on specific individuals and to ensure psychological safety. At the same time, for those approaching retirement, a stance of supporting their exploration of what kind of 'life role' they will find after laying down their 'work role' is required.

Good health after retirement also means that if the individual wishes, the possibility of returning to the labor market in some form increases. In the 100-year life era, if a society comes where people can work at 70 or 80, senior talent who have 'retired' once to refresh and regain their health can become a valuable force for society.

We in HR should not just proceed with retirement procedures in a detached manner, but rather think about the long lives and health of our employees that lie ahead, and seek out warm and strategic ways to send them off so they can step into their next stage with pride. Perhaps this will, in turn, enhance the company's reputation and create a virtuous cycle that eventually attracts excellent talent.