America’s Experienced Workforce: Are Employers Ready, Willing, and Able?

The American workforce is undergoing an unprecedented transformation. The workforce actually is getting smaller as declining birth rates have reduced the number of younger people available for employment; at the same time, the workforce is getting older. Reaching age 62 or 65 no longer stands as a definitive departure time to leave the workforce for...

Abstract At a time when the U.S. is more age diverse than ever before, Americans are extending their careers for financial stability, social connection, and purpose. This article provides a brief background on the history of aging and work, from the late 1800s to present, illustrating the influence that public and organizational policies, as well as...

Abstract Despite persistently low unemployment rates, older workers continue to face widespread age discrimination in hiring, promotion, and workplace culture. This article examines the paradox of sustained employment alongside entrenched bias, drawing on recent research to explore how labor participation, remote work, and generative AI are reshaping...

Abstract After recognizing the changing age composition of their labor force, some employers have set out to learn about different management strategies that can be adopted in response to the challenges and opportunities of this unprecedented workforce transformation. Based on our work with more than 200 employers, we present a taxonomy of policies and...

Abstract As Americans live longer, healthier lives, aging policy is at a crossroads. Multisector Plans on Aging (MPAs) have begun transforming how states address caregiving, health, and housing, but they largely overlook a critical component of well-being: work. Integrating the age 50+ workforce into these plans remains an important policy gap and an...

Abstract Although legal protections against age discrimination in employment have existed since the 1960s, age bias remains prevalent today in workplaces across America. In 2026, we are experiencing a profound change in the nature of work, driven by shifts in labor force demographics and the rise of advanced technologies. This article explores how age...

Abstract With age comes experience. This article focuses on two types of experience that older workers embody, general and firm-specific. General experience accumulates through time in the workforce across all employers while firm-specific experience accumulates through time spent with the current employer. If employers could know the value of each type to...

Abstract A powerful megatrend is quietly reshaping the future of work: the age-friendly imperative. The U.S. workforce is growing older, which has major implications for employers and for the business practices and benefit offerings needed to attract and retain employees. Employers can also tap into the power of the multigenerational workforce—including...

Abstract As public-sector employers face the realities of an aging workforce, Pitkin County government in Aspen, Colorado, chose to respond by listening first. Through employee focus groups and survey data, the county identified a growing need for flexible retirement pathways, benefit continuity, and emotional support during career transitions. In...

Abstract Since 2022, Land O’Lakes has run a Reverse Mentorship Program in which newer employees take on the mentor role, while more experienced team members become the mentees. This gives early-career employees a chance to lead and grow their networks, while seasoned employees get to keep learning and gain fresh perspectives. Key Words Reverse mentorship,...

Abstract Older adults are the fastest‑growing segment of the U.S. workforce, bringing experience, stability, and mentorship at a time of persistent labor shortages. This article argues that employers must move beyond traditional retention strategies toward purpose‑driven, age‑friendly workplaces that support connection, flexibility, and caregiver needs....

Abstract As the workforce ages and talent shortages persist, organizations face a misalignment between available talent and hiring strategies. This article reframes longer life expectancy as a strategic advantage, positioning experienced workers as an underleveraged driver of performance, stability, and growth. Using SHRM data, it challenges assumptions,...

Abstract Demographic change, technological transformation, and longer life expectancy are reshaping who works, for how long, and the skills required to remain economically engaged. Yet many of the institutions responsible for workforce development continue to operate according to assumptions formed decades ago. Key Words Aging workforce, experienced...

Abstract As artificial intelligence becomes embedded in workplace tools, concerns persist that older workers may be left behind. Drawing on survey data from workers age 50 and older, employer surveys, and LinkedIn skills and learning data, this article examines how older workers are experiencing, using, and preparing for AI. The findings suggest that low...

Abstract This article argues that strengthening America’s workforce requires greater investment in older adults, many of whom face interrupted careers, financial insecurity, caregiving responsibilities, and age discrimination despite their experience and desire to remain employed. Drawing on examples from the National Council on Aging’s workforce...