How and Why Modern Employers Should Embrace Longevity

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  • About LLEL

    Join AARP, the World Economic Forum, OECD and  50 employers in a learning collaborative to identify and share multigenerational, inclusive workforce practices.

    Trends and Opportunities
    As people live longer, healthier lives, many will want or need to work longer. Longevity thus presents an opportunity and responsibility for governments, employers, and people of all ages to reimagine what it means to earn and learn over a lifetime. This initiative seeks to engage 50 employers in a learning collaborative to identify and share multigenerational, inclusive workforce practices.


    Action to be Taken
    Although governments can and should support the development of multigenerational, inclusive workforces, employers are best positioned to lead the charge.

    Success will benefit the economy, businesses and employee growth and satisfaction. To do so, it is essential that employers:
    Ensure individuals remain employable throughout their lives with continued education and training,
    Enforce policies that prevent age discrimination, and adopt age-inclusive policies, and
    Provide opportunities for workers to remain and grow on the job.
     
    Project Objectives
    The World Economic Forum, AARP, and partner organizations agree to share existing resources and, where knowledge gaps exist, collaborate on new research to help employers build, support and sustain multigenerational workforces.

     


    Three dimensions have been identified by which to examine inclusive employment:

    Create: How do corporate culture and climate affect the quality of employment for all generations? Be it through access to meaningful work, a culture of respect, inclusion, and equity, or employment security and predictability.

    Invest: What are the standards, policies, and practices to support a well-functioning multigenerational workforce? Important areas include recruitment, assessment and retention practices, compensation and benefits, lifelong learning, health and wellness benefits, caregiving services, physicality of the workspace and options for phased retirement.

    Prosper
    :
    How can employers and employees translate a more age-friendly environment into business and personal growth? Employers who can retain market-valued intellectual capital, raise the stability and engagement of highly skilled employees and deliver products and services designed by a representative workforce stand to benefit. Employees with access to resources revitalizing skills can lead to greater personal financial security and self-fulfillment.

     

    Growing With Age Digital Learning Platform 

    This interactive, launched in December 2020, serves as a guide for employers on the policies, practices, and business cases for supporting an age-diverse workforce. 
    Visit the platform



    Growing with Age was recently selected as a Fast Company 2021 World Changing Idea 


    Past Events
    July 30, 2019 (North America – New York City)
    Regional Executive Workforce Roundtable

    September 17, 2019 (Asia – Singapore)
    Regional Executive Workforce Roundtable

    October 4, 2019 (Europe – Paris)
    Regional Executive Workforce Roundtable

    December 16, 2020 (Virtual)
    Read Insights from the three roundtables


    Partnering Organizations

    Adecco 
    Aegon, Center for Longevity and Retirement
    AIG
    Allianz
    Amgen
    Aquent
    Atos
    Aviva
    Avnet
    Bank of America
    Bank of Montreal
    Barclays
    Biogen
    BlackRock
    Burning Glass Technologies
    Clear Channel Outdoor
    Critical Mass
    Dow
    Fidelity Investments
    Forbes Media
    Fortune
    Freddie Mac
    General Mills
    Generali
    Guardian Life
    Home Instead Senior Care
    HSBC
    Infosys
    Invesco
    Investec
    Kobo
    ManpowerGroup
    Manulife
    McKinsey & Company 
    Mercer
    ModSquad
    Mongeral Aegon, Instituto de Longevidade
    National Association of Federally-Insured Credit Unions
    Natixis
    Old Mutual
    Oliver Wyman
    Pitney Bowes
    Project Management Institute
    Prudential
    PZU
    Randstad
    S&P Global
    SAP
    SmartBridge Health
    TD Ameritrade
    The Hartford
    Thomson Reuters
    Uneva Health
    UnitedHealth Group

    Knowledge Partners
    Age Equity Alliance
    Aging Studies Institute (Maxwell School of Citizenship and Public Affairs at Syracuse University)
    Canadian Association of Retired Persons (CARP)
    CanAge
    Center for the Future of Aging, Milken Institute
    Centre for Ageing Better 
    Global Financial Literacy Excellence Center (George Washington University School of Business)
    Mailman School of Public Health (Columbia University)
    MIT AgeLab
    National Academy of Social Insurance

    Oregon State University – Center for the Outdoor Recreation Economy
    Partners in Change
    Sau Po Centre on Ageing (The University of Hong Kong)
    Stanford Center on Longevity (Stanford University)
    Wise at Work  

  • Webinar Series

    Webinar Series: Early Lessons & Promising Workforce Practices from COVID-19

    During this webinar, Phillip Taylor, professor of management at Federation University Melbourne and an associate at Partners in Change, and Vievette Henry, global head of organizational effectiveness & inclusion at AIG, discuss the business sector’s early lessons & promising workforce practices from COVID-19..


    Webinar Series: The Benefits of an Age-Inclusive Workforce to Your Bottom Line

    Featured presenters Laura Tamblyn Watts, president and chief executive officer of CanAge, Canada’s national seniors’ advocacy organization, and Susan Johnson, chief diversity & inclusion officer at The Hartford, talk about their respective organizations’ work in building more age-inclusive systems that result in growth and economic security.


    Webinar Series: Including Age in Diversity & Inclusion Strategies

    Presenters Michael North, assistant professor of Management and Organizations at The Stern School of Business, New York University and Mike Mansfield, program director at the Aegon Center for Longevity and Retirement discuss research findings behind implementing age-inclusive workforce strategies.

    Webinar Series: Reskilling and Upskilling Workers

    Presenters Anna Dixon, chief executive at the Centre for Ageing Better, and Lara Hallett, people consultant at Investec, talk about their organizations’ approaches to supporting learning and professional development of workers

    Webinar Series: Investing in Your #1 Resource: Your Workers

    In this webinar, our featured presenters are Dr. Vivian Lou, the director of Sau Po Centre on Ageing at The University of Hong Kong and Edward Moncreiffe, who is the CEO at HSBC Life (International) Limited. They discuss how Sau Po Centre on Ageing and HSBC Life have partnered to identify a local labor force concern and generate relevant workplace accommodations that better support workers.

    Webinar Series: Building Multigenerational Teams Across the Workplace

    In this webinar, Martha Deevy, Associate Director and Senior Research Scholar from the Stanford Center on Longevity and Haig Nalbantian, Senior Partner, Workforce Sciences Institute at Mercer will share research data and discuss the importance of “Building Multigenerational Teams Across the Workplace

    Webinar Series: Creating an Age-Inclusive Workplace Culture

    In this webinar, you will hear from Future-of-Work Strategist Heather McGowan and Jisella Dolan, from Home Instead Senior Care, who are thinking deeply about the benefits of implementing an age-inclusive workplace culture

    Webinar Series: Why a Multigenerational Workforce is Becoming a Business Priority

    In the first webinar of the Living, Learning and Earning Longer Collaborative series, OECD Labor Economist Shruti Singh and Bank of America executive Aubrey Long discuss the research on changing global demographic trends and why a multigenerational workforce is good for business.

  • Newsletter

    LLEL Monthly Newsletters

    LLEL Monthly – May 2021

    https://mailchi.mp/997d83c8454c/llel-monthly-13727156?e=f88d7caf90

     

    LLEL Monthly – April 2021

    https://mailchi.mp/d2f3ff705998/llel-monthly-13394812?e=f88d7caf90

     

    LLEL Monthly - March 2021

    https://mailchi.mp/7d02c42f186e/llel-monthly-13383260?e=57c4329087

     

    December 21, 2020 - Early Lessons & Promising Workforce Practices from COVID-19

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=8875a86c27

     

    November 30, 2020 – Early Lessons & Promising Workforce Practices from COVID-19

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=ba1eab2be2

     

    October 28, 2020 – The Benefits of an Age-Inclusive Workforce to Your Bottom Line

    https://mailchi.mp/70342097fe82/living-learning-and-earning-longer-collaborative-newsletter-october-28-2020?e=f88d7caf90

     

    September 28, 2020 - The Benefits of an Age-Inclusive Workforce to Your Bottom Line

    https://mailchi.mp/eab0afec8a29/living-learning-and-earning-longer-collaborative-newsletter-september-28-2020?e=f88d7caf90

     

    August 19, 2020 – Including Age in Diversity & Inclusion Strategies

    https://mailchi.mp/200525538851/living-learning-and-earning-longer-collaborative-newsletter-august-19-2020?e=f88d7caf90

     

    July 13, 2020 – Including Age in Diversity & Inclusion Strategies

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=d079a320cc

     

    June 15, 2020 – Reskilling and Upskilling Workers

    https://mailchi.mp/da97438a6753/living-learning-and-earning-longer-collaborative-newsletter-june-15-2020

     

    May 19, 2020 – Reskilling and Upskilling Workers

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=3286f702b5

     

    April 20, 2020 – Investing in Your #1 Resource: Your Workers

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=1654e4d8be

     

    March 23, 2020 – Investing in Your #1 Resource: Your Workers

    https://mailchi.mp/03d26afe4e81/living-learning-and-earning-longer-collaborative-newsletter-march-23-2020?e=f88d7caf90

     

    February 20, 2020 – Building Multigenerational Teams in the Workplace

    https://us20.campaign-archive.com/?u=75961448e5f2f2e2c7c0cdee5&id=d1101dc23e

     

    January 16, 2020 – Building Multigenerational Teams in the Workplace

    https://mailchi.mp/0d52cd5329d7/living-learning-and-earning-longer-collaborative-newsletter-january-16-2020?e=f0073289ca

     

    December 16, 2019 – Creating an Age-Inclusive Workplace Culture

    https://mailchi.mp/fc17b5087d6c/living-learning-and-earning-longer-collaborative-newsletter-december-16-2019?e=%5BUNIQID%5D

     

    November 12, 2019 – Creating an Age-Inclusive Workplace Culture

    https://mailchi.mp/4e982f0688ce/living-learning-and-earning-longer-collaborative-newsletter-november-12-2019?e=f88d7caf90

     

    October 16, 2019 – Why a Multigenerational Workforce Is Becoming a Business Priority

    https://mailchi.mp/ad75682c823f/living-learning-and-earning-longer-collaborative-newsletter-october-16-2019?e=f88d7caf90

     

    September 16, 2019 – Why a Multigenerational Workforce is Becoming a Business Priority

    https://mailchi.mp/0a2b3803c0d1/living-learning-earning-longer-collaborative-newsletter-september-16-2019?e=0ce3eb0a73

     


        

     
     
  • Research
  • Peer Learning Calls

    During the May 19, 2021 Peer Learning Call, LLEL members from Canada, Hong Kong, The Netherlands, the UK and the US share insights on workplace re-entry. 

    Meeting summary (pdf)


    During the October 21, 2020 Peer Learning Call, LLEL members share promising practices and discuss age-inclusivity.

    On June 24, LLEL Collaborative members shared insights and discussed ways they are integrating age equity in diversity and inclusion practices.

    During the April 22 Peer Learning Call, exclusively for LLEL members, participants shared what their businesses are doing to support their employees and how they’re rethinking workplace systems in light of the spread of COVID-19. 

  • Covid-19 Resources for Employers

    Issue Brief: Strategies for Assessing Employee Retention During COVID-19

    This brief offers 5 considerations business should take when thinking about staffing priorities in the midst of economic uncertainty.
    Read full Issue brief

    COVID-19 Resources for Employers: An Interview with Muriel Roake, Principal Consultant, Muriel Roake and Associates, New Zealand

    AARP's Senior Vice President for Global Thought Leadership Jean Accius speaks with Muriel Roake, Principal Consultant at Muriel Roake and Associates in New Zealand about what to consider when having supportive conversations with employees during COVID-19.

    Issue Brief: Supportive Conversations with Your Workers as the Age at Work

    This brief offers ideas to consider when having conversations with employees about transitions regarding retirement discussion, layoffs or other circumstances that may require delicate navigation.
    Read full issue brief

    Issue Brief: Supporting Workers of All Ages and Life Stages Through COVID-19 and Beyond

    This brief outlines ways to support all of your employees and uphold the pillars of safety, respect, equality, and privacy. 
    Read full issue brief

    COVID-19 Resources for Employers: An Interview with Professor Phil Taylor, Federation University Australia

    Jeff Gullo speaks with Professor Philip Taylor, Discipline Head of Management and a professor of human resource management at Federation Business School, Federation University Australia, about investing in employees during difficult times.

    COVID-19 Resources for Employers: An Interview with Geoff Pearman, Partners in Change

    Ramsey Alwin hosts a conversation about supporting employees during transitions with Geoff Pearman, managing director at Partners in Change, a consultancy firm based in Dunedin, New Zealand

  • Additional Resources

    LLEL Relevant Resources and Reports

     

    AARP Resources


    Ageism and Age Discrimination

     

     

    • The Economic Impact of Age Discrimination Report, In 2018, American industries forfeited a boost of over 4% to GDP because of age discrimination in the workforce. This AARP study, conducted in partnership with the Economist Intelligence Unit, explores the economic growth that could be generated if employers address age discrimination through better hiring practices and workplace retention initiatives.

     


    Business Case for Multigenerational Workforces

    • An AARP-sponsored Washington Post Live Event: Diversity in the Workplace: The New Multigenerational Workforce: Fran Katsoudas, EVP and chief people, policy and purpose officer of Cisco, and Lindsey Pollak, career expert and author, explored the benefits of a workforce that spans across generations as well as the innovations that are helping organizations retain and train valuable employees as we move further into the digital age. Jo Ann Jenkins and journalist Chika Oduah also engaged in a preliminary discussion on what will be needed to raise further awareness in helping employers build, support, and sustain multigenerational workforces. 

     

     

    • OECD Report Executive Summary and Action Plan. Our new Growing with Age platform also includes a shortened summary that includes the Executive Summary, Foreword, and “Action Plan: Reaping the benefits of the multigenerational workforce” from the recently released 2020 report from OECD, Promoting an Age-Inclusive Workforce: Living, Learning and Earning Longer.

     

    • Employer Resources. AARP Work and Jobs team has a collection of useful articles and resources.

     

     

    • The Business Case for Older Workers, The Journal. Mitsubishi Heavy Industries’ retired workers want to share their experience with the next generation of employees. Mitsubishi Heavy Industries, Ltd. President and CEO Shunichi Miyanaga shares how retired employees can put their skills to good use.

    Caregivers and Family Leave

     

     

     

     

    • AARP Family Caregiving: ERG Toolkit: AARP worked with the Elevate Team to develop a toolkit you can use in leveraging your Employee Resource Groups (i.e., affinity groups, or ERGs) to help employees who also shoulder caregiving responsibilities to continue building their careers.

     

     

    • AARP/JUST Capital Corporate Guides. JUST Capital and AARP developed three briefs for companies that feature promising practices for paid sick leave, work from home, and dependent care policies to improve employee retention and productivity.

     

    • Supporting Working Caregivers: Case Studies of Promising Practices, In 2012, ReACT and the National Alliance for Caregiving published “Best Practices in Workplace Eldercare,” which summarized trends and innovations in policies and practices to support employees with caregiving responsibilities for older adults and profiled 18 organizations that were considered among the leaders in this regard. This new report examines what’s changed over the past five years and describes what “promising practices” look like today — based on in-depth interviews with 14 organizations, including six of the 18 participants profiled in the 2012 report.

    COVID-19 Response


    Economic Opportunity

    • The Longevity Economy® Outlook. Report exploring how people age 50 and older are fueling economic growth, stimulating jobs, and creating opportunities for all.

    The Future of Work

    • What's the Future of Work?, Take on Today PodcastPeople are living and working longer than ever. Listen to this episode to find out why multigenerational workforces work so well.

    Managing Multigenerational Workplaces / Intergenerational Teams

     

    • 10 Principles for Managing Mixed-Age Teams. Managing multigenerational teams is not drastically different from managing any team. AARP identifies 10 principles for managing your workforce to leverage the strength of each generation.

     

     

    • Creating Quality Jobs: A Framework for the Multigenerational Workforce, Attracting and retaining the right mix of people, equipped with the right skills, high levels of productivity, and emotional IQ, can sometimes feel like a Herculean task. Though some might argue that organizational theory has been slow to arrive at this realization, companies are increasingly aware that people are the most important resource they have.

     

    • Mentorship and the Value of a Multigenerational Workforce, Overall, workers value the unique perspectives that a multigenerational workforce brings to their jobs, according to an AARP survey on multigenerational work and mentorship. Seven in ten workers say they like working with generations other than their own, and the majority agree that both younger and older workers bring a set of positive benefits that enhance the workplace environment. In particular, workers value the give-and-take aspect in a multigenerational work environment.

     

    • Disrupting Aging in the Workplace: Profiles in Intergenerational Diversity Leadership, America’s workforce is aging. People are living longer and many will need or want to work beyond what was once considered the typical retirement age. AARP believes that the time has come to disrupt aging—that is, to move beyond outdated and limiting beliefs about aging and change the conversation about what it means to age in America. A major opportunity awaits employers and employees alike to begin a conversation about how to do that.

    Recruitment and Retention

     


    Reskilling and Upskilling / Lifelong Learning

    • Older Workers Are Willing and Eager to Learn New Skills: This factsheet highlights that despite negative stereotypes that suggest otherwise, older workers are eager to learn new skills. Black/African American and Hispanic/Latino older workers lead the way in willingness and interest concerning learning new skills.

    • More Companies Offering Internships for Adults. Article on how returnships (internships that help adults who have taken time away from their careers and are interested in returning to the workforce) help them get back in the game. 

     

    Other Resources


    Ageism and Age Discrimination

    • Enabling Age at Work - How Ageism and Ableism Overlap in the Workplace: International Longevity Centre, UK. This report summarizes research from a recent project conducted by the VU Amsterdam and the University of Kent and funded by the Economic and Social Research Council on perceptions of ageism and ableism among older workers and the impact on such individuals' future plans for work.

     

    • Age Discrimination Alive and Well in Irish Workplaces: Irish Times. Not much has changed in Irish workplaces when it comes to the prevalence of age discrimination. Despite it being illegal under the Employment Equality Acts (1998-2015), those working in the area say little has changed regarding workplace age discrimination in Ireland in the past 20 years. In fact, almost 90% of workers over the age of 55 believe age is an issue when seeking employment

     

    • World Health Organization Global Report on AgeismThe United NationsThe Global Report on Ageism outlines a framework for action to reduce ageism including specific recommendations for different actors (e.g., government, United Nations agencies, civil society organizations, the private sector). It brings together the best available evidence on the nature and magnitude of ageism, its determinants, and its impact. The report outlines what strategies work to prevent and counter ageism, identifies gaps, and proposes future lines of research to improve our understanding of ageism. View the recording of the launch.

     

     

    • Age Discrimination and Hiring of Older Workers. Federal Reserve Bank of San Francisco. Evidence from a field experiment indicates that age discrimination makes it harder for older individuals, especially women, to get hired into new jobs.

     

     

    • Hiring in the Age of Ageism. Society for Human Resource Management. Article on how age discrimination could cost companies strong candidates and diverse teams.

     

    • Age Discrimination and Hiring of Older Workers, Federal Reserve Bank of San Francisco. As the population ages, older workers will stay in the workforce longer. Hiring discrimination against older workers is a persistent issue that needs serious attention. Learn from evidence from a field experiment designed to test for hiring discrimination.

     

    • Council Recommendation on Aging and Employment, OECD. In December 2015, the OECD Council adopted a recommendation that calls for governments to give people better choices and incentives to continue working at an older age in response to the challenges of rapid population aging.

    Business Case for Older Workers

    • Stanford Center on Longevity's 2020 Century Summit. Stanford Center on Longevity. Session on how forward-looking business managers and entrepreneurs should consider 50-plus employees in their strategies, in product and service design, in managing their workforce, and even in their own careers. View the entire Summit.

     

     

     

     

    • The World Economy on a TightropeOECD. Take a look at the Organisation for Economic Co-operation and Development's (OECD) economic outlook for June 2020 to gain a better understanding of the future of the global economy. This webinar outlines all the major points of the report. 

     

    • The Aging Workforce: Leveraging the Talents of Mature Employees, SHRM Foundation. For the next 15 to 25 years, in most industrialized countries the large baby boomer generation will be reaching the traditional retirement age and leaving the workforce. To respond to this exodus of talent, organizations must recognize the value of mature workers and develop strategies to retain and engage them. This is the 20th report in the SHRM Foundation’s Effective Practice Guidelines series. Created in 2004 for busy HR professionals, the series integrates research findings with expert opinions on how to conduct effective HR practice.

     

    • We’ll Live to 100 – How Can We Afford It?, World Economic Forum. This report was produced as part of the Forum’s Retirement Investment Systems Reform project that brought together pension experts to assess opportunities for reforms that can be adopted to improve the likelihood of our retirement systems adequately and sustainably supporting future generations.

     

    • Working Better With Age, OECD. "People today are living longer than ever before, but what is a boon for individuals can be challenging for societies." Read this recent report from OECD that identifies policy recommendations and best practices to foster employability, labor demand, and incentives to work at an older age.

     


    Caregiving and Family Leave

    • As Singapore Ages, Single Women Pay the Price of Caring for Elderly Parents: Washington Post. April 2021. Today, the burden and even financial cost of caring for the substantially aging Singaporean population is falling disproportionately on women, many of whom are unmarried and many of whom have sacrificed careers and retirement savings to care for their elders yet have no children to do the same for them. Women make up at least 60% of Singapore’s unpaid caregiving workforce, according to a 2012 survey

     

    • Something's Gotta GiveAARP and S&P GlobalAARP and S&P Global conducted research that showed COVID-19 has put parental and family leave policies in the spotlight, and in many ways has accelerated the shift toward companies adopting more flexible caregiver leave and workplace policies across the U.S. private sector. 

     

    • Small Business Caregiving Guide. AARP and Public Private Strategies. Website providing practical guidance for small businesses on creating supportive workplaces for employees who are also caregivers so all can thrive.

     

     

    • Strategies to Support Working Caregivers, Bank of America. As population aging transforms American society and the workforce, caregiving has emerged as one of the central, if least well understood or addressed, issues facing employers. Due to dramatic increases in life expectancy and declines in the birth rate, older Americans make up a larger share of the population than ever before—and this trend is accelerating. As a result, the need for eldercare is reaching unprecedented levels, leading to rapid growth in the number of employees who also provide care.

    COVID-19 Response

     

    • Return to a new normal. Mercer. A breakdown of nine ways businesses can successfully prepare for a comeback from the COVID-19 pandemic.

     

    • Reimagining the postpandemic workforce. McKinsey & Company. Exploration of how to combine the lessons learned from working during COVID-19 with best practices prior for a postpandemic world.

     

     

     

     

     

    • The Society for Human Resource Management has developed a resource guide for employers managing the COVID-19 pandemic.  

     


    Economic Opportunity

     


     

    ESG


    Flexible Working

    • The Business Case for Remote WorkGlobal Workplace Analytics. A whitepaper sharing hard data on the benefits of remote work for employers, employees, and the environment.

    Future of Work

     

    • Workforce for tomorrow: Innovating for an ageing workforce. International Longevity Centre UK. Consultation paper highlights challenges to overcome with the help of innovations to adapt workplaces for an aging workforce and sets the context for the launch of a global innovations competition in early 2021.

     

     

     

    • The Twin Trends of Aging and Automation, Marsh and McLennan Advantage. Proposing a new perspective, this report suggests solutions to the dilemma companies are facing concerning an aging workforce and automation. The report applies a corporate lens to the intersection of the two trends, arguing that companies must seek to integrate the experienced workforce into their broader strategy to reach greater success.

     


    Managing Multigenerational Workplaces / Intergenerational Teams

    • Designing Benefits for a Multigenerational Workforce: Benefits Pro. March 2021. Benefits Pro highlights the importance of employers needing to offer dynamic benefits packages to best meet the needs of employees. The author cites a report by MetLife which found that over half of Gen Z and Millennial workers said that work-life balance has improved since the pandemic. 

     

    • The One Value That Unites Generational Differences in the WorkplaceBizLibraryThis resource by Biz Library offers guidance for supporting the multigenerational workforce. Read through this resource to learn more about generational diversity issues and inaccurate stereotypes on age, as well as the needs of the multigenerational workforce and tips for how to manage multiple generations at work.

     

     

     

     

    • The postgenerational workforce: From millennials to perennialsDeloitte. This article looks beyond generations to segment the workforce according to individual behaviors, values, and attitudes. This approach can help organizations to meet workers’ needs and expectations in ways that are more meaningful to them and more beneficial to the enterprise.

     

     

    • How Diverse Leadership Teams Boost Innovation, Boston Consulting Group. A recent BCG study suggests that increasing the diversity of leadership teams leads to more and better innovation and improved financial performance. In both developing and developed economies, companies with above-average diversity on their leadership teams report a greater payoff from innovation and higher margins.

     

     

     

    • Becoming An Age-Friendly Employer: Evidence ReportCentre for Ageing Better. This study was commissioned by the Centre for Ageing Better as one of a range of projects designed to promote fulfilling work in later life. The report is intended to complement the Centre for Ageing Better’s work with employers, and partnership with Business in the Community’s Age at Work Campaign, to support employers to take action to make a positive difference to their older employees.

     

    • The Six Signature Traits of Inclusive Leadership, Deloitte. What will it take to be a great leader in the future? This report from Deloitte explores how four global megatrends are reshaping the environment and influencing business priorities. The report is intended to help leaders think about how traditional notions of leadership must change in accordance with this changing context and lays out six signature traits for future leaders.

     

    Office Space Design


    Recruitment and Retention

     

    • What Jobs Do Employers Want Older Workers to Do? Center for Retirement Research at Boston College. Analysis of the kinds of jobs that regularly appear on RetirementJobs.com, a national job board focused on positions for people over the age of 50.

     


    Reskilling and Upskilling / Lifelong Learning

     

     

    • Training and upskilling older workers is crucial in the recovery: Working Nation. In this episode of Work in Progress, Ramsey Alwin, president and CEO of the National Council on Aging, and Ramona Schindelheim, editor in chief for Working Nation, discuss how to make sure older workers aren’t left behind in the post-pandemic economic recovery.

     

    • After COVID: Lifelong Learning and Workforce DevelopmentThe Longevity Project. In collaboration with the Stanford Center on Longevity, The Longevity Project gathered congressional leaders and national experts to discuss opportunities with regard to the new Congress to advance learning across the course of life and how the federal government can advance workforce development goals coming out of the pandemic.

     

     

     

     

     

     

     

     

     


    Retirement

    • Be SMART: A Knowledge Transformation Tool to Improve Financial Literacy: Sau Po Centre on Ageing, The University of Hong Kong. Be SMART (Beyond Self/Money/Age/Retirement/Today) is an interactive learning tool for financial education and knowledge enhancement. It can help users navigate the complex choice landscape by addressing common misconceptions. 

    • Slipping between the cracks? Retirement income prospects for Generation XInternational Longevity Centre UK (ILCUK). A report on the so-called “sandwich generation” in the UK that joined the workforce too late to benefit from salary pension schemes, but too early to benefit from auto-enrolment into a workplace pension. The ILCUK teamed up with Phoenix Group to make recommendations to help Generation Xers retire in the next 10-27 years.

     

     

    • The unique retirement challenges of workers in physically demanding jobs, Aegon Retirement Readiness Survey 2018. Countries around the world are grappling with how to maintain sustainable retirement systems that enable people to retire and age with dignity. The goal of this report is to raise awareness of the retirement-related risks faced by physical workers and recommend actionable insights for individuals, employers, and policymakers on how to mitigate these risks.

     

    • The New Social Contract: Empowering individuals in a transitioning world, AEGON. “The New Social Contract: Empowering individuals in a transitioning world” is based on the eighth annual Aegon Retirement Readiness survey of 14,400 workers and 1,600 retired people across 15 countries spanning Europe, the Americas, Asia, and Australia. It builds on last year's “The New Social Contract: A blueprint for retirement in the 21st century,” which calls for the modernization of existing retirement systems.

     

     


Contact for more information

Jeffrey Gullo, AARP

jgullo@aarp.org 

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