AARP International

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 does 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 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.

     

    Timeline

    This initiative will be conducted in three phases:
    I.) Launch and Partnerships;
    II.) Study and Consensus; and
    III.) Release and Promote. In addition to conducting extensive desk research, a series of regional workshops between summer 2019 and fall 2019 will convene a diverse set of international thought leaders to engage in dialogue, share existing resources, highlight meaningful case studies, and consider business rationales and incentives for employers to support a multi-generational, inclusive workforce.

    This work will culminate in a digital learning platform, to be launched at the 2021 World Economic Forum Annual Meeting in Davos, Switzerland. This interactive will serve as a guide for employers on the policies, practices, and business cases for supporting an age-diverse workforce.


    Upcoming Events
    May 20, 2020,
    11:00 AM-12:00 PM EDT
    Webinar: Reskilling and Upskilling
    June 24, 2020,
    11:00-11:45 AM EDT
     
    Peer Learning Call for LLEL members
    July 22, 2020,
    11:00 AM-12:00 PM
    EDT
    Webinar: Including Age in D&I Strategies
    August 19, 2020, 1
    1:00-11:45 AM EDT 
    Peer Learning Call for LLEL members
    September 23, 2020,
    11:00 AM-12:00 PM EDT 
    Webinar: Benefits of an Age Inclusive Workforce to your Bottom Line
    October 21, 2020,
    11:00-11:45 AM EDT
    Peer Learning Call for LLEL members
    November 18, 2020,
    11:00 AM – 12:00 PM EST 
    Webinar: Early Lessons & Promising Workforce Practices from COVID-19
    December 9, 2020,
    11:00-11:45 AM EST
    Peer Learning Call for LLEL members
    January 20, 2021,
    11:00 AM-12:00 PM EST
    Webinar: Launch of Interactive Digital Learning Platform

    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

    Read Insights from the three roundtables


    Partnering Organizations
    Aegon
    AIG
    Allianz
    Amgen
    AmeriTrade
    Aviva
    Bank of America
    BlackRock
    Burning Glass Technologies
    Freddie Mac
    Generali
    Guardian Life
    HSBC
    Home Instead
    Invesco
    Investec
    Manulife
    Mercer

    Mongeral Aegon
    Natixis
    Old Mutual
    PZU
    Randstad
    SmartBridge Health
    Standard & Poor’s Global
    The Hartford 
    Uneva Health
    UnitedHealth



    Knowledge Partners
    Aging Studies Institute (Maxwell School of Citizenship and Public Affairs at Syracuse University)
    Canadian Association of Retired Persons (CARP)
    Center for the Future of Aging, Milken Institute
    Centre for Ageing Better (UK) 
    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
    Sau Po Centre on Ageing (The University of Hong Kong)
    Stanford Center on Longevity (Stanford University)
    Wise at Work (Hong Kong) 

  • Webinar Series

    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

    Read Today's Newsletter:
    Living, Learning, Earning Longer Collaborative Newsletter – May 19, 2020

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    Today's Newsletter
    1. Executive Update
    2. Upcoming Events
    3. Data Point of the Day
    4. AARP Insights
    5. Featured Promising Practice
    6. Multigenerational Workforce News
    7. Relevant Resources & Reports
    8. Stepping Into the Future
    9. Join Us!
    10. Demonstrate Your Commitment to Experienced Workers 
    11. Archives 
    Dear Executives,
     
    The COVID-19 pandemic has impacted the lives of nearly 2.7 billion people in the global workforce. Companies are not only responding to the current pandemic but are also reimagining the future of work, workforces, and workplaces. Businesses are developing continuity plans that respond to the unique nature of this crisis, while also creating a reentry strategy that accounts for the needs of their workers.
     
    On our recent Collaborative Peer Learning Call with over 30 leading global executives from six countries, we had an inspiring conversation about how organizations are managing the pandemic and supporting their multigenerational workforces.
     
    There were several great takeaways from the conversation, but one that I wanted to highlight was Home Instead Senior Care’s foundational six pillars as a framework for responding to the impact of COVID-19:
    1. Commit to the well-being of employees and their families.
    2. Learn new ways to work and establish your new “normal.”
    3. Do what is best for the health and safety of your employees and clients.
    4. Extend kindness and grace to yourself and others.
    5. Take care of yourself both physically and mentally.
    6. Do what matters now more than ever before.
    AARP is also working with Partners in Change, a consulting firm based in New Zealand, to create a three-part series of brief interviews that highlight actionable strategies to assist employers of all business sizes in light of COVID-19. In the first in the series, managing director Geoff Pearman shares guidelines for employers to consider when designing transition pathways to retirement.

    As I have and will continue to note, we are publishing, in both English and Spanish, information and tips daily on our website at aarp.org/coronavirus and global resources at www.aarpinternational.org/covid19. Below are additional resources you might find useful:
    • An article by AARP Executive Vice President and Chief Public Policy Officer Debra Whitman on the future of work for all generations;
    • The AARP article, “Coronavirus' Devastating Economic Impact on Workers Age 50-Plus,” which outlines the need for emergency funds, paid leave, and age-discrimination protection for the 54 million U.S. workers age 50 and older;
    • Weekly Tele-Town Halls with the nation’s top coronavirus experts hosted by AARP so you can ask questions and hear the latest on the health and lifestyle recommendations being released.
    We are all in this together. Please send your thoughts, experiences, and insights to thoughtleadership@aarp.org and we will highlight some of them in our next newsletter.

    Best,

    Jean Accius, PhD
    Senior Vice President of Global Thought Leadership
    AARP
    LinkedIn | @JeanAccius | Jean Accius’ Bio
    • May 20, 2020, at 11:00 AM (EDT): Webinar: Reskilling and Upskilling Workers. Speakers will include Anna Dixon, Chief Executive of the Centre for Ageing Better in the United Kingdom, and Lara Hallett, People Consultant at Investec in South Africa. Register here.
    • June 30, 2020, at 10:00 AM (PDT): Webinar: Future of Aging in a New World Order: Perspectives on the Longevity Economy Outlook®. Speakers include Jean Accius, Senior Vice President of Global Thought Leadership, AARP, and Paul Irving, Chairman of the Milken Institute Center for the Future of Aging. Register here.
    • July 22, 2020, at 11:00 AM (EDT): Webinar: Including Age in Diversity & Inclusion Strategies. Speakers include Mike Mansfield, Program Director, Center for Longevity and Retirement at Aegon in the Netherlands, and Michael North, Assistant Professor of Management & Organizations at the Stern School of Business at New York University. Registration coming soon.
    • September 23, 2020, at 11:00 AM (EDT): Webinar: Benefits of An Age-Inclusive Workforce to Your Bottom Line. Registration coming soon.
    Upskilling Your Workforce in the Wake of COVID-19
    By Ramsey Alwin, Director, Thought Leadership - Financial Resilience, AARP
    @ElderNomics
    The COVID-19 pandemic is accelerating trends that we were already seeing in a fast-changing workforce, including skills gaps and the adoption of digital tools. As workers and businesses attempt to keep pace during this crisis, digital learning and remote working tools have become essential. Now is the time to ask yourself: How have your organization's responses to COVID-19 encouraged investments in upskilling your employees? Are you holding on to profit, perpetuating outdated stereotypes regarding your employees’ capabilities and desires to learn new skills?
     
    Employees of all ages want to learn and grow in their careers, as today's workers are known to change – not just jobs – but careers at least once in their lifetimes. Regardless of the occupation, an employee's level of digital skills correlates with their business' competitiveness. Companies are now leveraging education and training as essential employee benefits to attract the best candidates, just as much as healthcare and retirement plans. Employers are also recognizing that it is more cost-effective to train current workers in new skills than to hire new employees as labor needs continue to change.
     
    According to AARP research, more than 8 in 10 employees ages 45 to 64 say that the opportunity to learn something new is an essential element of their ideal job. And, one lesson this pandemic experience reinforces is that the stereotype of older workers as technophobes is wrong and counterproductive. Workers across the age span have proven adept at learning new technology tools to assist in easing the transition to full-time teleworking.
     
    While the benefits are worth it, there will be obstacles in upskilling your workforce. For some workers there can be financial constraints, difficulty taking time off from work to participate in training, and limited availability outside of working hours to further their knowledge. However, there are ways to make it easier for your employees to keep up their skills as work continues to change.
     
    Industry leaders can collaborate with training providers to assess current and future demand for skills and develop a strategy to preemptively close the skills gap as occupations evolve. These reskilling and upskilling opportunities should be inclusive, making access to programs integrated with the ability to earn income and available through multiple modalities of learning. They should also be incentivized to employees at all career stages, both using and building upon transferable skills and knowledge that employees already have. Older workers who want to work beyond traditional retirement years can be incentivized to reskill and contribute in meaningful ways that benefit both the employer and the employee.
     
    In addition to traditional tuition reimbursement plans and online courses, career coaching, and mentorships, the best training models should be innovative, experiential, and integrated into the daily work life of the employee. Training models that work for today's multigenerational workforce should include expanded apprenticeships, remote externships, sabbaticals, returnships (internships that help adults who have taken time away from their careers and are interested in returning to the workforce), opportunities to engage in intergenerational Employee Resource Groups, and other contextualized work-based learning experiences.
     
    While we do not have the luxury to change during a period of instability, we still have an unprecedented opportunity to upskill our workforce amid this pandemic. With the crisis accelerating the changing nature of work, there is no better time to invest in our number one resource: employees.
    Deriving Employee Engagement Value from Intergenerational Dialogue
     
    The Hartford has been consistently recognized as a top company in diversity due in large part to its enduring commitment to valuing diversity and providing an inclusive work environment.  One key pillar of the diversity and inclusion strategy at The Hartford is its vibrant and impactful Employee Resource Groups (ERGs).  Almost half of the 19,000 employees are members of at least one of nine ERGs, which include over 100 local chapters across the country. The value proposition of employee involvement in ERGs at The Hartford is evident: ERG members have higher rates of engagement, retention, promotion, and performance. 
     
    A critical segment of The Hartford’s workforce strategy is ensuring involvement and engagement for employees of all ages. To that end, it has two ERGs dedicated to generational issues. The Young Professionals Network (YoPros) provides opportunities for the next generation of professionals to advance their careers, expand their networks, and contribute to their communities. Its Mature Professionals Network (MatPros) focuses on valuing and learning from employees with many years of experience.
     
    One of the positive outgrowths of having ERGs representing age diversity is the role they play in ensuring meaningful dialogue across generations. Together, these two groups have put on events such as:
    • A Multigenerational Workplace Panel highlighting the benefits of a multigenerational workplace and the importance of appreciating and learning from everyone’s unique skills and experiences to create optimal employee experiences and drive business success.  This session was attended by approximately 600 employees and was a catalyst for robust dialogue across age groups about the similarities between generations and the importance of age inclusivity.
    • Courageous Conversation Circles, small group discussions about age assumptions in the workplace, myths about older workers, examples of disrupting aging, and approaches to enhancing cross-generational partnerships and relationships.  Approximately 150 employees participated in 14 sessions.
    For 2020, these groups are planning more ways for employees to share and to learn from one another.  Some of the initiatives will include a blog campaign, a virtual chat focused on mentorship and sponsorship, and a survey to learn more about shared interests and concerns. 
     
    One significant result of these efforts is greater employee connections on interests that cut across age groups, such as family caregiving.  For example, about a year ago, a Working Caregivers of Older Adults interest group was developed at The Hartford. This group, which currently has 350 members (and is growing!), has regular virtual “coffee chats” where employees share their challenges, experiences, and insights on caregiving, and dive into topics such as emerging technology, life insurance, and estate planning. 
     
    Unlocking the power of cross-generational work teams is key to positively shaping the culture of an organization and contributing to business results. The Hartford believes that it will be able to achieve that by engaging all employees and creating an environment that fosters meaningful connections across generations.
    The Living, Learning and Earning Longer Collaborative is working with global companies to explore the business case for age diversity and highlight promising practices from around the world. With WEF and OECD, AARP is considering the complexity of the multigenerational workforce when evaluating an organization’s recruitment and retention practices, flexible work and caregiving benefits, lifelong learning and training, and assessment procedures. 
     
    Our findings will identify standards, policies, and practices to support an age-diverse and inclusive workforce ecosystem, ensuring an activated multigenerational workforce that can deliver innovation and resilience in the face of economic and global uncertainty. At the 2021 World Economic Forum Annual Meeting in Davos, Switzerland, we will release our conclusions and recommendations in a digital learning platform.
    Join AARP, the World Economic Forum, the OECD, and other global employers in a Living, Learning and Earning Longer Collaborative to identify and share multigenerational, inclusive workforce practices. To formally join the Learning Collaborative, contact Jeffrey Gullo at AARP or Haleh Nazeri at the World Economic Forum.

    The AARP Employer Pledge Program is a nationwide group of employers that stand with AARP in affirming the value of experienced workers and are committed to developing diverse organizations.
    Employers who sign the Pledge agree that they:
    • Recognize the value of experienced workers
    • Have immediate hiring needs
    Demonstrate your organization’s commitment by signing the AARP Employer Pledge:
     
    “We believe in equal opportunity for all workers, regardless of age, and that 50+ workers should have a level playing field in their ability to compete for and obtain jobs. Recognizing the value of experienced workers, we pledge to recruit across diverse age groups and to consider all applicants on an equal basis as we hire for positions within our organization.”
    Sign the Pledge!
    We encourage you to share this newsletter widely with your colleagues and other stakeholders.
    Copyright © 2020 LLEL Project, All rights reserved.


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  • Research
  • Peer Learning Calls

    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

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

    Jeff Gullo talks 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


Contact for more information

Jeffrey Gullo, AARP

jgullo@aarp.org 

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