Background: Despite growing interest in sustainable employability (SE), studies on the effectiveness of interventions aimed at employees’ SE are scarce. In this review, SE is defined by four core components: health, productivity, valuable work, and long-term perspective. The aim of this review is to summarize the effectiveness of employer-initiated SE interventions and to analyze whether their content and outcome measures addressed these SE components. Methods: A systematic search was performed in six databases for the period January 1997 to June 2018. The methodological quality of each included study was assessed. A customized form was used to extract data and categorize interventions according to SE components. Results: The initial search identified 596 articles and 7 studies were included. Methodological quality ranged from moderate to weak. All interventions addressed the components ‘health’ and ‘valuable work’. Positive effects were found for ‘valuable work’ outcomes. Conclusions: The quality of evidence was moderate to weak. The ‘valuable work’ component appeared essential for the effectiveness of SE interventions. Higher-quality evaluation studies are needed, as are interventions that effectively integrate all SE core components in their content.

This review aims to outline the effectiveness of employer-initiated workplace interventions in promoting sustainable employability (SE), which means developing workers’ capabilities to foster productivity, health, and valuable work in the long term. A systematic search of the literature is performed in three databases covering the period from January 1999 to February 2022. Fourteen studies are included. Considering SE core components, all interventions cover the valuable work component in terms of content, and the majority also cover the health component. Interventions addressing at least three SE components have more positive effects on SE outcomes. More positive effects are found for valuable work outcomes. Overall, the findings highlight the importance of developing workplace interventions considering a comprehensive model of SE and promoting an organizational culture for SE. Future directions and limits are discussed.

Sustainable Employability (SE) and task performance of workers-collaborating-with-cobots is challenged. Whether SE policies can impact workers’ task performance in digitalized workplaces is still unknown. Drawing on two SE models, this study aims to ascertain whether the relationship between SE policies and task performance is mediated by health and productive capabilities, and whether this effect is moderated by the levels of User Acceptance and Use of Technology (UTAUT) predictors. 88 employees collaborating with cobots, or expected to do so in the near future, answered a cross-sectional survey. SE policies were positively related to task performance via health and productive capabilities. This indirect effect was moderated by the levels of UTAUT predictors, being significant only at low or medium levels of the moderators. SE policies contribute to employee capabilities, and in turn to workers’ task performance. Fostering health and productive capabilities is fundamental when employee levels of cobots’ acceptance are not high yet.

Background: Sustainable employability (SE) is top priority for employers. Measures based on the employee perspective of SE that would give direction to interventions to be initiated by employers currently fall short. This study aims to develop and validate an instrument that captures these issues: the MAastricht Instrument for Sustainable Employability (MAISE). Methods: MAISE items were generated from an extensive literature review and interviews with employers and employees. A questionnaire containing these items as well as proxy variables (health and vitality) and demographics was answered online by 632 employees (response rate 50.3%). Construct validity, reliability, and criterion validity were tested through Principal Component Analysis (PCA), Confirmatory Factor Analysis (CFA), Cronbach’s alpha, and correlational analyses. Results: The MAISE comprises 12 scales divided over five areas: (1) Meaning of SE; (2) Level of SE; (3) Factors affecting my SE; (4) Overall responsibility for SE; and (5) Responsibility for factors affecting my SE. Reliability, construct, and criterion validity were adequate to good. SE of the employees was relatively high, and SE was considered a shared responsibility of the employee and employer. Conclusions: This study showed the MAISE to be reliable and valid in various employee groups. More validation studies are needed. We recommend that employers use the MAISE as a needs assessment in order to develop SE interventions that will be readily accepted.

Background: Supporting and retaining older workers has become a strategic management goal for companies, considering the ageing of the workforce and the prolongation of working lives. The relationship between health and work is especially crucial for older workers with manual tasks, considering the impact of long-standing health impairments in older age. Although different studies investigated the relationship between work ability and job performance, few studies have analysed the impact of workers’ capability to balance between health and work demands, including managerial and organisational support (work-health balance). Considering health as a dynamic balance between work and health demands influenced by both individual and environmental factors, we assess the mediator role of work-health balance in the relation between work ability and job performance, both self-reported and assessed by the supervisor. Methods: The study utilises data from a case study of 156 manual workers, who were 50 years old or older and employed in a steel company in Italy. Data were collected inside the company as an organiational initiative to support age diversity. Results: The findings show that work-health balance partially mediates the relationship between work ability and self-rated job performance, while it does not mediate the relationship with job performance as rated by the supervisor. Supervisor-rated job performance is positively associated with work ability, while it decreases with the increasing perceived incompatibility between work and health. Conclusion: A perceived balance between health and work is a strategic factor in increasing manual older workers’ job performance. For older workers, not only the perceived capability to work is important but also the organisational health climate and supervisor’s support. More studies are needed to verify if managers overlook the importance of health climate and support, as strategic elements that can foster performance for older employees.

Governments and employers aim to promote sustainable employability (SE) in aging societies. In the Netherlands, an instrument for capturing the employee perspective on SE, the MAastricht Instrument for Sustainable Employability (MAISE-NL), has recently been developed. This study seeks to validate the Italian version of the MAISE (MAISE-IT). The MAISE-IT (a translated and culturally adapted version of the MAISE for the Italian population), the Work-Health Balance questionnaire and a demographic survey (age, gender, education, and occupational activity) were completed online by 455 respondents (328 public administration workers and 127 respondents recruited from social networks). Construct and criterion validity were tested by CFA; reliability, correlational analyses and subgroup differences with ANOVAs. The CFA analysis revealed that the MAISE-IT consists of 12 scales distributed in four areas: (1) Meaning of SE; (2) Level and Factors affecting SE; (3) Overall responsibility for SE; and (4) Responsibility for factors affecting SE. Construct and criterion validity and reliability were good. Italian workers reported a moderately high level of SE. They regarded employers to be somewhat more responsible for SE than employees. This study showed the validity of the MAISE-IT in the Italian context. The MAISE-IT is valuable for tapping employees’ needs in order to develop SE interventions tailored to the employee perspective.