What's Happening?
A new report from the social enterprise Age Irrelevance calls on HR professionals to spearhead the redesign of workplaces to accommodate longer, multi-stage careers. The report, titled 'Rewriting the Script
of Our Age: How HR Can Lead a Culture of Longevity and Inclusion,' highlights the need to move away from the traditional 'educate, work, retire' model, which is deemed unsustainable. It suggests embedding age inclusion in recruitment, learning, wellbeing, and leadership strategies. The report also warns of potential age bias reinforced by artificial intelligence in hiring processes, recommending annual AI bias audits. The 11-point longevity plan proposed in the report includes creating intergenerational teams, tailoring health and wellbeing support to different life stages, and introducing 'longevity listening groups' to gather employee feedback across age ranges.
Why It's Important?
The report underscores the economic benefits of increasing employment rates among older workers, suggesting that matching the employment rate of people aged 50 to 64 with that of younger workers could add over £88 billion to the UK economy. It highlights the importance of valuing experience, skills, mentoring, and leadership over age, which could lead to more inclusive and productive workplaces. The initiative aims to address age bias and promote intergenerational collaboration, midlife reskilling, and flexible later-life careers. By redesigning work systems to support longer careers, organizations can better utilize the skills and experience of older workers, potentially leading to improved business outcomes and a more diverse workforce.
What's Next?
Organizations are encouraged to implement the recommendations from the report, including conducting annual AI bias audits and creating intergenerational teams. HR professionals are advised to review and refresh policies to be age-inclusive, involving older colleagues in the process. Employers are also urged to consider cross-generational job sharing and allocate resources for returner programs, including refresher training and buddy schemes. These steps aim to integrate older workers smoothly into the workplace and leverage their experience for organizational growth.
Beyond the Headlines
The report challenges the stereotype that older workers are resistant to change, highlighting their adaptability throughout their careers. It suggests that organizations, rather than individuals, are lagging in adapting to new career models. By rethinking work and progression, companies can unlock both economic and human value, fostering a culture of longevity and inclusion.
