Why does a retirement preparation programme matter and what should it include? A step-by-step guide for HR managers on adjustment and knowledge transfer.
A maintenance master who has worked in the same factory for almost thirty years hands in his retirement letter and has tea and says goodbye to his friends. The next morning he wakes at six, as he has for years, but has nowhere to go. On the organisation's side another problem begins: the unwritten knowledge of the machines that the master built up over the years has left with him. This picture shows the same need for both the employee and the organisation: retirement preparation. In this article, for HR managers, company owners and factory managers, I look at the psychological dimension of retirement, why organisations should play a role in this transition and how an effective preparation programme can be set up.
Why Is Retirement a Psychological Transition?
Retirement is often thought of as a purely financial matter: contribution days, pension entitlement, severance. Yet retirement is also one of life's biggest role changes. Work does not only provide a person with income; it also gives a daily routine, an identity, social relationships, a purpose and the feeling of "I'm useful".
With retirement, some of these can disappear suddenly. While some people experience this period as freedom and new beginnings, others meet emptiness, worthlessness, restlessness and a sense of loss. This difficulty, popularly called "retirement syndrome", is not an official diagnosis; but it describes a real and widespread adjustment difficulty. I covered the individual side of the subject in detail in the article on retirement syndrome.
Some factors that make adjusting to retirement easier or harder are:
- Whether retirement is voluntary or forced: A person who retires by their own decision and with planning usually adjusts more easily than one who retires unexpectedly or under pressure.
- How tied identity is to work: An identity defined as "I'm the master of this factory" can be shaken by retirement.
- Relationships and interests outside work: People with strong family ties, friends, hobbies and community involvement go through the transition more easily.
- Health and financial situation: Health problems and money worries can make the retirement period more stressful.
- Relationships with a partner and family: Retirement also changes roles at home and the time partners spend together; this new arrangement can cause tension for some couples.
Retirement in Turkey and Corporate Life Today
Retirement has become far more visible in Turkey in recent years. After the arrangement publicly known as EYT (the reform allowing people who began working before the 1999 pension-age changes to retire without an age requirement), many experienced employees retired within a short time at many workplaces. Some organisations suddenly found gaps in critical positions; as experienced master craftsmen, supervisors and specialists left, how knowledge would be passed on had not been planned beforehand.
In addition, many employees today continue to work after retirement. Retirees who start work again at the same or a different workplace because of the cost of living, an insufficient pension or a wish to keep working form a separate group for organisations. This shows that retirement is no longer a break that happens on a single day but a gradual and multi-form transition. For organisations this means dealing in different ways with people who have earned the right to retire but keep working, those who have retired and started another job, and employees a few years from retirement. Each group's expectations, worries and contribution to the organisation differ; a flexible framework is therefore more practical than a one-size-fits-all approach.
The psychological load in the general working environment also affects this transition. According to Gallup's 2026 report (2025 data), 66% of employees in Turkey say they experienced stress during a large part of the previous day, and only 8% say they are truly engaged with their work (Gallup, 2026). For an employee approaching retirement, this tiredness can turn into a feeling of "let it be over as soon as possible" and a mental withdrawal from work in the final years.
What Does Retirement Preparation Bring the Organisation?
Retirement preparation programmes are not merely a favour to the departing employee; they are also an important investment in the organisation's own future.
Transfer of knowledge and experience
Particularly in production environments, the knowledge of experienced employees who know a machine's "temperament" and can tell from its sound what a fault is caused by is often not written down. A planned preparation period creates time for this knowledge to be passed on to younger employees.
Keeping engagement in the final years
When an employee a few years from retirement feels valued by the organisation, it helps them maintain their motivation and contribution in this last period. Conversely, an employee who is pushed into the background because "they're leaving anyway" may also lose the wish to share their experience.
Organisational reputation and employee experience
How an organisation treats its retiring employees is watched closely by the employees who remain. A respectful, planned and supportive transition sends all employees the message "your efforts are valued here".
Workplace safety and continuity
The sudden departure of experienced staff in critical roles can affect both production continuity and workplace safety. A replacement taking over a role without adequate preparation can increase the risk of errors and accidents.
A good farewell gives confidence to both the one leaving and those who stay.
Older Employees under the Legislation
Article 10 of Law No. 6331 on Occupational Health and Safety requires that, when carrying out a risk assessment, the situation of groups that require special policies, such as young, older, disabled, pregnant or breastfeeding employees, is taken into account. Article 4 of the law provides that, when assigning duties, the employee's suitability for the job in terms of health and safety is considered. These provisions indicate that the physical and psychosocial needs of older employees need to be assessed separately. A retirement preparation programme is not directly a legal requirement; but it can be thought of as a natural part of a good occupational health and safety approach for older employees.
What Should a Retirement Preparation Programme Include?
An effective programme should cover not only the financial but also the psychological, social and organisational dimensions of retirement.
1. Information and planning
Access to reliable information on retirement rights, application processes, working options after retirement and financial planning reduces the anxiety created by uncertainty. This section can be run together with HR, a financial adviser or representatives of the relevant institutions.
2. Psychological preparation workshops
In workshops with small groups, the following topics can be worked on:
- Expectations, hopes and worries about retirement
- The question "Who am I outside work?" and redefining identity
- Creating a daily routine and structure
- Coping with loss and change
- New balances in relationships with a partner and family
- Sources of meaning and purpose: volunteering, hobbies, learning, grandchildren, community involvement
The cognitive behavioural approach offers useful tools for noticing negative thoughts such as "I'll be useless once I retire" and developing a more balanced outlook.
3. Health and well-being
Information can be given on matters such as physical activity, sleep patterns, regular health checks and keeping up social ties. Cooperation with the workplace doctor strengthens this section.
4. Phased transition options
In organisations where it is possible, phased transition models such as part-time work, lighter duties, and consultancy or mentoring roles can be considered. These models both ease the employee's adjustment and buy time for knowledge transfer.
5. Knowledge transfer and mentoring
Valuable practices include the employee approaching retirement working alongside their successor for a set period, writing down critical processes, and formally appointing the experienced employee to a "master trainer" role. Differences in communication between generations may create difficulties in this process; the article on intergenerational conflict can give ideas here.
6. A meaningful farewell
Marking retirement with a ceremony, a thank-you or a brief tribute matters for recognising the employee's work. The organisation keeping its bond with retirees (retiree reunions, holiday visits, consulting them for their knowledge and views) also supports a sense of belonging.
Say three die-makers at a metalworking factory will retire within the next two years. The organisation pairs each master with a young technician, records the masters' knowledge in short videos and checklists, and holds a retirement transition workshop for the masters. This approach can help the masters feel valued in their final years and help the organisation keep the knowledge.
The manager's role: talking with an employee approaching retirement
Unit managers' attitude is decisive for the programme's success. Many managers hesitate to raise the subject of retirement, worried that it may hurt the employee or be seen as "we want them to go". Yet a conversation held in the right way makes the employee feel valued. Some points to watch in these conversations are:
- Begin the conversation not by asking for the retirement date but with appreciation of the employee's experience and contribution.
- When asking about retirement plans, state clearly that the right to decide belongs entirely to the employee.
- Ask the employee what kind of tasks they would like to take part in during their final years and how they would like to pass on their knowledge.
- Listen to their worries; explain the support the organisation can offer on matters such as financial uncertainty, health or the fear of being "left with nothing to do".
- Do not leave the conversation as a one-off; return to it at regular intervals.
Offering managers a short training or guide to prepare for such conversations ensures the programme is applied more consistently.
Common Mistakes in Retirement Preparation
- Leaving it to the last month: Starting preparation only a few weeks before retirement may be too late for both psychological adjustment and knowledge transfer.
- Focusing only on paperwork: Contribution days and petitions matter; but when psychological issues such as identity, routine and relationships are neglected, the transition can become harder.
- Applying pressure by hinting at retirement: Pushing an employee towards retirement with remarks like "It's time for you to rest now" leads to feelings of worthlessness and loss of trust. The decision to retire belongs to the employee.
- Pushing the experienced employee into the background: Not giving important tasks to someone approaching retirement prevents the transfer of knowledge.
- Applying the same programme to everyone: A white-collar manager and a shift-working operator may have different needs.
How to Get Started in Your Organisation
1. Needs analysis: Identify the employees who will earn the right to retire within the next five years and the critical positions they hold. Through confidential interviews or short surveys with these employees, find out their retirement plans, expectations and worries. Map which knowledge is not written down and who needs to pass it to whom.
2. Programme: Based on the results of the analysis, design a programme made up of information sessions, psychological preparation workshops, mentoring pairings and phased transition options. It is important that the programme starts a few years before retirement and is based on voluntary participation. Workshops can be run with small groups, alongside the option of individual sessions for employees who need them. You can explore training and consultancy options tailored to your organisation on the corporate services page.
3. Measurement and monitoring: Assess participants' retirement-related anxiety and readiness before and after the programme using short scales. Monitor how complete the knowledge transfer is, any disruption in critical positions and feedback from employees who have retired. This data helps improve the programme every year.
Frequently Asked Questions
When should a retirement preparation programme begin?
There is no exact time, but starting a few years before retirement allows more time for both psychological adjustment and knowledge transfer. In the final year, more intensive and practice-oriented preparation can be carried out.
Is retirement preparation necessary for small businesses too?
Yes. In small businesses, the departure of a single experienced employee can leave a much more noticeable gap than in large organisations. So even if there is no comprehensive programme, a knowledge transfer plan and an open conversation with the employee approaching retirement are an important start.
Do people who keep working after retirement have different needs?
These employees often go through the change that retirement brings and a new working arrangement at the same time. If they are working out of financial necessity, they may carry an extra burden of stress. Flexible working options, recognition of their experience and suitable job descriptions support this group's adjustment.
What can be done if a retired employee experiences emptiness and unhappiness for a long time?
Some feeling of emptiness in the first months after retirement is common and often fades with time. But if hopelessness, loss of interest, and sleep and appetite problems continue for weeks, support from a mental health specialist may be useful. When there is intense hopelessness or thoughts of self-harm, help should be sought without delay, and in an emergency 112 (emergency services) should be called.
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Eda Erkan Alapala
Klinik Psikolog. İstanbul Kent Üniversitesi Klinik Psikoloji Tezli Yüksek Lisans mezunu; bilişsel davranışçı terapi, çocuk merkezli oyun terapisi ve çocuk-ergen psikoterapisi alanlarında eğitimlerini tamamlamıştır.
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