Demographics You Can’t Ignore
In the past two decades, the number of U.S. workers over 50 has grown by 47%, while those under 50 increased by just 3%.
Workers over 50 now constitute a third of the U.S. labor force, yet hiring, training and retention strategies often focus on younger workers.1 HR leaders navigating labor shortages face a critical decision: adopt age-inclusive talent management strategies to harness this growing talent pool — or risk falling behind competitors who do.
Despite the significant value older workers bring, persistent myths prevent many organizations from fully tapping into their potential. These key insights break down the myths and reveal the facts about older workers.
MYTH
Productivity declines with age.
REALITY
Older workers match — or exceed — the productivity levels of younger workers because of their experience, commitment to quality, and strong work ethic.
Facts:
- A 2021 review of 74 research studies on productivity in the workplace found no difference in productivity between older and younger workers.2
- A 2022 report by the Center for Retirement Research at Boston College highlighted that older workers’ experience and attention to detail often lead to higher-quality work.3
- AARP’s “Value of Experience” study revealed that older workers are more likely to stay with an employer longer, reducing turnover-related costs such as recruitment, onboarding and training new workers.4
- The U.S. Bureau of Labor Statistics reported in 2020 that workers 55 and over had lower absenteeism rates than younger workers.5
MYTH
Older workers lack the skills or willingness to work with AI.
REALITY
Older workers are actively using and adapting to new technologies, including AI. Their strengths in critical thinking and problem-solving make them well equipped for AI-driven tasks.
Facts:
- The World Economic Forum identifies critical thinking and problem-solving as top skills needed for working with AI — areas where experienced workers excel.6
- Microsoft’s 2024 Work Trend Index found 73% of boomers are already integrating AI into daily work, matching younger generations.7
MYTH
Older workers retire before employers can recoup training costs.
REALITY
Older workers are committed to continuous learning. Skills evolve quickly, and as people stay in the workforce longer, employers see a strong return on training investments.
Facts:
- According to a 2021 survey by the Transamerica Center for Retirement Studies, 49% of workers plan to work past age 65, and 13% expect to continue working as long as possible.8
- Retention rates are higher for older workers. According to the U.S. Bureau of Labor Statistics, as of January 2024, the median tenure for workers age 55 to 64 was 9.6 years, compared to 2.7 years for those aged 25 to 34.9
- The estimated half-life of a skill — the amount of time before half of the knowledge in a particular area becomes obsolete — has fallen dramatically in recent years, reaching just 2.5 years for technical skills.10 An employer is just as or more likely to get a return on their training investment in an older worker.
MYTH
Older workers are resistant to change and reluctant to learn new skills.
REALITY
Older workers are eager to learn new skills but have less access to employer-sponsored training.
Facts:
- Two-thirds of older workers in a national survey said they are interested in additional skills training. That number increased to 94% if the training was requested by a current or potential employer.11
- According to the 2024 Workplace Training Report, over 50% of older workers received no technology training from their employer in the past year, compared to 27% of younger workers.12
Employer Call to Action
1 Embrace a multigenerational workforce.
Older workers bring experience and stability to your organization, with lower turnover and less absenteeism.
2 Maximize your talent ROI.
Tap into the benefits of workforce longevity by investing in employees of all ages.
3 Leverage experience and adaptability.
Older workers can help your organization harness AI’s potential by interpreting data, enhancing insights, and driving innovation.
4 Invest in training for older workers.
New skills strengthen the workforce and maximize untapped talent.
[1] AARPF calculations based on U.S. Bureau of Labor Statistics. (2023). “Labor Force Statistics from the Current Population Survey,” 2023.
[2] Viviani, C. A., Bravo, G., Lavallière, M., Arezes, P. M., Martínez, M., Dianat, I., Bragança, S., & Castellucci, H. I. (2021). Productivity in older versus younger workers: A systematic literature review. Work (Reading, Mass.), 68(3), 577–618. https://www.nber.org/sites/default/files/2020-05/dNB18-06%20Maestas,%20Mullen,%20Rennane.pdf
[3] Quinby, L. D., Wettstein, G., & Giles, J. (2023). Are older workers good for business? Center for Retirement Research at Boston College. (Working Paper No. 2023-19). Boston College. https://crr.bc.edu/wp-content/uploads/2023/11/wp_2023-19.pdf
[4] Perron, R., & AARP Research. (2023). The value of experience: AARP’s multicultural work and jobs study (pp. 22–24). Washington, DC: AARP. The Value of Experience Study: AARP’s Multicultural Work and Jobs Study
[5] Maestas, N., Mullen, K. J., & Rennane, S. (2018). Absenteeism and presenteeism among American workers (pp. 15). National Bureau of Economic Research. https://doi.org/10.3386/w26633
[6] World Economic Forum. (2020). The future of jobs report 2020. The Future of Jobs Report 2020
[7] Microsoft Corporation & LinkedIn Corporation. (2024). AI at work is here. Now comes the hard part: 2024 Work Trend Index Annual Report. AI at Work Is Here. Now Comes the Hard Part
[8] Collinson, C., Rowey, P., & Cho, H. (2021). A compendium of findings about the retirement outlook of U.S. workers: 21st annual retirement survey (pp. 16–18). Transamerica Institute. https://www.transamericainstitute.org/docs/library/research/2021-retirement-outlook-compendium-report.pdf
[9] U.S. Bureau of Labor Statistics. (2024). Employee tenure summary (Table 1). Retrieved March 14, 2025, fromTable 1. Median years of tenure with current employer for employed wage and salary workers by age and sex, selected years, 2014-2024 - 2023 A01 Results
[10] Sonia Malik, “Skills Transformation for the 2021 Workplace,” IBM Learning Blog, December 7, 2020, accessed October 23, 2024, Skills Transformation For The 2021 Workplace - IBM Learning Blog .
[11] Perron, Rebecca. Understanding Older Workers during the Coronavirus Pandemic. Washington, DC: AARP Research, May 2021. Older Workers Are Willing and Eager to Learn New Skills
[12] Corndel. (2024). Workplace training report 2024: Addressing skills for the future. Workplace Training Report 2024 (gated) - Corndel