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Company leaders debate regularly about the importance of the age factor in measuring the capabilities of their staff. They focus their analysis generally on the balance between the different age groups of employees. At the human resources management level, age seems the corner stone of restructuring policies and an important criterium to lead decision processes. How does one explain this increasing interest in the age pyramid in companies? How does it influence human resource management strategy? Do demographic conditions to organizational change exist? This paper studies how human resources mangers import, reinterpret and use population pyramids, originally designed by and for demographers and statisticians.