Purpose: This study explores how HR professionals perceive older employees' intentions to continue working beyond the official retirement age and what strategies organizations would apply concerning their older employees. This study uses the theoretical lens of Atchley's (1989) continuity theory, a social gerontology theory that holds that aging people maintain existing internal and external continuity working structures. Methodology: A qualitative study was adopted. 17 HR professionals were interviewed through a semi-structured in-depth interview guide within the 12 public universities in Sweden (anonymous). Empirical data were thematically analyzed through the theoretical lens of continuity within internal and external continuity strategies. Findings: This study argues for some internal and external continuity strategies that help older employees be active longer than normal aging. These are a) mentoring and knowledge sharing program (internal continuity), b) a competence and experiences appreciation program (internal continuity), c) providing sufficient facilities for flexible working and work satisfaction (external continuity), and d) establishing provision for part-time employment after retirement (external continuity). Practical Implications: This study can contribute to previous studies by bringing the higher education institutions (HEI) sector into the organization studies. Originality/Value: This original study contributes to social sustainability through empirical and theoretical evidence to support and develop the older community of society. Limitations: This study needs to include more variations of interview data. It would be interesting for future researchers to study what age management strategies support older employees in improving their skills and what this study needs to focus on.
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