以社區為基礎、活躍老化為目標的中高齡人力運用：日本的借鏡與啟發

Promotion of Active Aging Through the Utilization of Middle-Aged and Elderly Human Resources: Lessons from a Community-Based Model

本文旨在借鏡日本經驗，以活躍老化觀點重新檢視臺日中高齡人力運用策略，期能跳脫現行促進中高齡就業視角，擴充對中高齡人力運用的想像，並提供中高齡者從事生產性活動的多元可能性。本文首先討論在高齡浪潮的脈絡下，活躍老化及高齡友善社區觀點如何論述中高齡人力運用議題，並據以發展促進中高齡人力運用的多元思考面向；其次，本文分別呈現臺灣現行《中高齡者及高齡者就業促進法》與日本「銀髮人才中心」與「生涯現役促進地域連攜事業」規劃與執行狀況，並解析日本晚近基於「人與社區為中心」思維下發展的中高齡人力運用樞紐之功能與角色；最後，依據前述多元思考面向，本文討論臺日於現行中高齡人力運用規劃與策略之異同，以供我國於現行基礎上，強化「社區環境及樞紐」與「社會意識」兩大面向之推動參考，期能藉由擴充中高齡人力運用社區樞紐數量、拓展其角色與功能，於我國既有國家政策下，開發適才適所的多元僱用型態，並促進中高齡者活躍老化社會意識的發展。

Guided by the theory of active aging and based on an investigation of a community-based model in Japan, this paper aims to promote the utilization of middle-aged and elderly human resources. Existing policies and practices for the utilization of middle-aged and elderly human resources are largely focused on employment promotion. This paper provides innovative insights into approaches for better engaging middle-aged and elderly human resources to address the influence of population and workforce aging. First, a multidimensional model was established based on the active aging framework to promote the utilization of middle-aged and elderly human resources. Second, the approaches adopted by Japan to implement policies and strategies for middle-aged and elderly human resources that emphasize the role of community were analyzed. From the perspective of active aging, promoting continuous contributions to society, enabling self-fulfillment, and supporting intergenerational inclusion are at the core of policies implemented for middle-aged and elderly human resources. Third, a conceptual framework with the community as a hub was developed, including the needs of residents, the community, and wider society. Next, the approaches followed by Taiwan and Japan to address issues related to the utilization of middle-aged and elderly human resources were compared, using the proposed multidimensional model. Finally, the influence of Japan’s experiences on Taiwan’s strategies for the utilization of middle-aged and elderly human resources was analyzed.