Age and cultural diversity in the workplace: HRM strategies for retaining senior and foreign employees in Angeles City, Pampanga, Philippines

This study investigates human resource management (HRM) strategies for retaining senior and foreign employees in workplaces characterized by age and cultural diversity.  Employing a mixed-methods, predominantly qualitative design, the research draws on 10 interviews with managers, HR professionals, senior employees (aged 50+), and foreign workers, plus four focus groups with frontline staff and community stakeholders across four SMEs in Angeles City, Pampanga, Philippines. Data were analyzed via thematic analysis (Braun & Clarke, 2006) complemented by a cross-case synthesis to identify patterns across organizational contexts. Five core HRM strategies emerged as pivotal to retention: (1) inclusive leadership and psychological safety; (2) structured onboarding and language/cultural support; (3) targeted mentoring and sponsorship for seniors and foreigners; (4) flexible work arrangements and transparent career pathways; and (5) culturally competent performance management and feedback. The study also highlights enablers and barriers, including leadership commitment, resource constraints in SMEs, language diversity, and local cultural norms (e.g., respect for authority, collectivism).   Age and cultural diversity shape what retention means in Angeles City.  An aging local workforce brings deep organizational knowledge and reliability but may have different health needs and work preferences. A growing foreign presence adds global perspectives and specialized skills but introduces language and cultural integration challenges. Effectively combining these realities requires HRM that explicitly acknowledges differences, mitigates biases, and builds pathways for meaningful contributions from all groups.

These five HRM strategies are interdependent levers that, when tailored to Angeles City’s age and cultural diversity landscape, can significantly improve retention of senior and foreign employees. Inclusive leadership sets the tone; structured onboarding and language/cultural support lower entry barriers; targeted mentoring preserves knowledge and accelerates growth; flexible arrangements and clear career paths reduce frustration and disengagement; and culturally competent performance management ensures fairness and motivation. Together, they help build a resilient, high-performing, and globally capable workforce in Angeles City.

Practical implications for SME HR practitioners include low-cost interventions (buddy systems, bilingual onboarding materials, cross-cultural coaching) and scalable career-development tracks. Theoretically, findings advance inclusive leadership theory, aging workforce scholarship, and foreign integration literature by illustrating how context shapes the effectiveness of HRM practices. Limitations include regional focus and reliance on self-reported data; future research should test the proposed framework across additional regions, sectors, and with triangulated quantitative indicators (e.g., turnover by age and origin, performance outcomes).