As AI reshapes the workplace, a persistent misconception continues to influence workforce strategies: that older employees are reluctant to adopt new technologies. For HR leaders, this assumption can quietly shape training investments, development opportunities, and even workforce planning decisions. But the data tells a different story.
According to SHRM research, 18% of HR professionals say they do not believe it is worthwhile to upskill older workers. Yet this perception stands in stark contrast to employee sentiment: 74% of older workers report they are eager to learn AI tools, and 81% say they are confident in their ability to learn new technology.
At a time when those ages 65 and older are among the fastest growing segments of the U.S. workforce, the disconnect is more than a perception problem — it is a business risk. Organizations that underinvest in this segment may inadvertently sideline a growing and capable portion of their talent base.
Reframing AI
One of the most effective ways to close this gap is by reframing how AI adoption is presented internally. Too often, AI training is positioned as a technical leap rather than an evolution of existing skills. Inclusive approaches instead emphasize continuity — connecting new tools to familiar experiences.
“Some companies have incorporated success stories that feature older workers,” said Samantha Stelman, associate director at Berkeley Research Group in Salt Lake City. “For instance, a training module might highlight an older worker who played a pivotal role in integrating an AI solution into the organization’s existing data infrastructure.”
This kind of storytelling helps dismantle the notion that AI fluency is tied to age. Instead, it reinforces that many of the underlying competencies — implementation, critical thinking, and systems knowledge — are already strengths for experienced employees.
However, training strategies alone will not overcome deeply embedded perceptions. Organizational culture plays a defining role in whether older workers feel encouraged, or discouraged, from engaging with AI.
“Organizational culture serves as a lens through which employees view their workplace and can have a significant impact during periods of rapid change,” Stelman noted. “If older workers have consistently seen their expertise respected and contributions valued, they’re more likely to feel valued during periods of change.”
In other words, employees are more likely to embrace new tools when they believe their existing contributions are recognized. When that foundation is absent, even well-designed AI initiatives can be met with hesitation — not because of the technology itself, but because of broader concerns about value and security.
“Additionally, it’s important to acknowledge that the introduction of AI tools can understandably spark uncertainty amongst employees, regardless of age, raising concerns about job security and the evolving nature of individual roles,” Stelman added. “When employees believe that senior leaders act with honesty and transparency, they’re more likely to trust reassurances about how AI will be leveraged — and less likely to view it as a threat.”
For HR leaders, this underscores the importance of transparent communication — not just about the capabilities of AI, but about its intended role in augmenting, rather than replacing, employees.
Culture of Inclusion
Elizabeth Arnold, director at Berkeley Research Group in San Francisco, emphasized that visible inclusion and recognition are also critical. “When organizations celebrate achievements of employees of all ages, older workers feel that their contributions are valued. Additionally, welcoming new employees from a range of backgrounds encourages a culture that embraces different perspectives, ultimately benefiting the entire organization.”
Recognition can be a powerful counterweight to bias. When experienced employees are positioned as contributors to AI initiatives — not passive recipients of change — it reinforces a culture of shared ownership.
Building Trust
At the same time, uncertainty remains one of the most significant barriers to adoption across all age groups.
“All organizational change can be challenging for employees, regardless of age,” Arnold said. “Often, the greatest anxiety arises from uncertainty. Employees will want to know how possible changes may impact their daily work.”
Providing clear, practical information about how AI will affect day-to-day responsibilities can help shift the conversation from fear to functionality.
Arnold highlighted the importance of communication style. “The information shared should address immediate concerns and offer assurances regarding the company’s efforts to minimize job losses and significant changes,” she said. “Ideally, company leadership will be transparent about the goals of the new technology. It can also be helpful to communicate through multiple channels. While some employees value written updates, others may appreciate the opportunity to listen and interact with someone knowledgeable in person.”
The Value of Experience
Finally, HR leaders should actively challenge the idea that AI diminishes the need for experience. In reality, many AI systems depend on it. The technology isn’t perfect, and seasoned professionals are equipped to recognize potential blind spots.
“In our experience, many AI solutions still require some level of human oversight,” Stelman explained. “This human oversight is most effective when guided by individuals who possess deep institutional knowledge, making it an ideal opportunity to engage older workers.”
For HR, the challenge is not convincing older workers to embrace AI — it is ensuring organizations do not underestimate their willingness and ability to do so. By correcting misconceptions, investing in inclusive training, and reinforcing a culture of respect and transparency, employers can unlock the full potential of a workforce that is both experienced and ready to adapt.
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