QUICK BRIEF
Since 1948, the number of Americans ages 65 and older has increased by 457%, exponentially more than any other age group, according to the U.S. Bureau of Labor Statistics (BLS). Workers 65 and older are now the fastest-growing segment of the U.S. workforce, making it essential for HR professionals to understand the dynamics of this growing talent pool.
OUR PERSPECTIVES
In recent decades, the U.S. civilian population has grown steadily, but the dynamics of this growth reveal a significant shift in workforce demographics. A recent data brief on the U.S. labor force from SHRM Thought Leadership shows that while younger age groups, such as those ages 16 to 24 and 25 to 54, have seen only modest population growth in the last 30 years, the 55-to-64 and 65-and-older populations have nearly doubled in size in the same time frame, with the 65-and-older population being the fastest-growing segment. The data brief noted how this surge is due to several reasons, including increased life expectancy and the Baby Boomer generation transitioning into older age, coupled with declining fertility rates that have slowed growth among younger age groups.
These trends underscore why it is increasingly necessary for employers to adapt to, source, and embrace an aging workforce. As of August 2025, an estimated 11.87 million individuals ages 65 and older were employed across a range of industries, more than double the number 30 years ago.1 As such, this report is focused on workers 65 and older to provide insights and recommendations about this increasingly vital population. Older workers commonly bring unparalleled experience, reliability, and institutional knowledge to the table, yet they often face age-related stigma and discrimination, as well as barriers to skills advancement. By adopting age-inclusive practices and leveraging the strengths of older workers, organizations can address skills gaps, enhance team performance, and build a more resilient workforce for the future.
1. Source: Calculations based on December 1994-August 2025 Current Population Survey (CPS) basic monthly extract downloaded from IPUMS CPS (http://cps.ipums.org). Data is not seasonally adjusted.
Older Adults in the Workplace
For the purposes of this research, we define older workers as individuals ages 65 and over who are currently employed either part-time or full-time for an organization or are self-employed part-time or full-time. While it’s common for adults ages 55 to 64 to be grouped with those ages 65 and over in discussions about older workers, this study distinguishes between the two age groups. In our sample of older adults, 31% of respondents are ages 55 to 64 (n = 521), and 69% are ages 65 and over (n = 1,179). Unless otherwise noted, the data presented in the following sections specifically refers to adults ages 65 and over.
In our survey of adults ages 55 and older, we intentionally did not define the term “older worker.” Interestingly, respondents’ identification with the term largely aligned with our definition when we look at this sample by those ages 55 to 64 and those ages 65 and over.
Perceptions of the Term “Older Worker”
Adults ages 55 to 64:
- Significantly more likely than those ages 65 and over to only somewhat identify with the term “older worker” (43% versus 18%).
- Significantly more likely than adults 65 and over to view it somewhat negatively or very negatively (32% versus 27%).
Adults ages 65 and over:
- Significantly more likely than adults ages 55 to 64 to strongly identify with the term (51% versus 39%).
- Significantly more likely than adults 55 to 64 to perceive the term somewhat positively or very positively (37% versus 29%).
Among adults ages 65 and over in our sample, 17% are currently employed, and 83% are not employed, reflecting a similar proportion of older adults who participate in the U.S. labor force overall. Of those who are employed, the majority (60%) have not retired and plan to continue working. What’s more, 29% of older workers have previously retired but have since re-entered the workforce, highlighting the ongoing contributions of this age group to the labor market.
Reasons to Continue Working in Older Age
For people born after 1959, the current age to receive full Social Security benefits is 67, yet many adults continue working beyond this age. When asked why, employed adults over the age of 67 highlighted these primary reasons:
- To stay mentally active and engaged (70%).
- To maintain financial stability (59%).
- To avoid boredom or lack of purpose in retirement (50%).
- To continue using their current skills and experience (42%).
These responses underscore the multifaceted motivations driving older adults to remain in the workforce beyond traditional retirement age, blending practical financial needs with a strong desire for personal fulfillment and engagement.
The workers ages 18 to 54 who said they plan to continue working past age 67 reported similar reasons for why they see themselves doing so:
- To maintain financial stability (60%).
- To stay mentally active or engaged (56%).
- To avoid boredom or lack of purpose in retirement (41%).
- To continue using their current skills and experience (41%).
Older Workers Overwhelmingly Like Their Jobs
Not only are older adults staying in the workforce longer, but they also report overwhelmingly positive job attitudes, highlighting their value as engaged and satisfied employees. The majority of older workers (91%) agree or strongly agree that they are satisfied with their jobs, and nearly as many (87%) report feeling engaged at work. Additionally, 72% of older workers say they do not feel burned out, suggesting the ability to maintain healthy work/life integration. Among those employed by organizations, 70% express deep commitment to their employer, further emphasizing the loyalty and dedication that older workers bring to the workplace. These findings demonstrate that older workers are not only extending their careers but are thriving in their roles, making them indispensable contributors to the modern workforce.
What has been the most rewarding part of your current job?
“Reporting new developments, reviewing fresh technical tools … seeing my work published and reviewed and obtaining accolades from peers and professionals alike.”
- 81-year-old worker in the information industry
“After 14 years with the same employer, I completely enjoy the freedom and flexibility of working part-time.”
- 73-year-old worker in the real estate, rental, and leasing industry
“Developing my reputation as a go-to person or knowledge expert for my assigned duties. Being referred to as ‘great to work with.’ ”
- 69-year-old worker in the education services industry
Why Hire Older Workers?
Hiring older workers is a smart business strategy. Almost all HR professionals (98%) and workers 18 to 54 (90%) surveyed work with older workers in their current organizations or have worked with them at a previous organization. Nearly three-quarters of these HR professionals (74%) and just over three-quarters of these workers ages 18 to 54 (78%) describe this experience as somewhat positive or mostly positive. When it comes to performance, 92% of HR professionals believe older workers perform as well as (53%) or better (39%) than other employees. Workers ages 18 to 54 share similar positive sentiments, with 88% saying that older workers regularly perform about the same as (40%) or better (48%) than all other employees. These findings highlight the tangible value older workers bring to the workplace, challenging outdated assumptions about age and ability.
The business case for hiring older workers becomes even more evident when considering their unique contributions. HR professionals who have previously worked with or are currently working with older workers agree or strongly agree that older workers:
- Demonstrate exceptional loyalty (83%).
- Bring specialized knowledge and skills that other age groups may lack (82%).
- Help foster age diversity within their organizations (76%).
- Have high levels of engagement (60%).
Over half of employees ages 18 to 54 also agree or strongly agree that older workers possess these strengths:
- Demonstrate exceptional loyalty (66%).
- Bring specialized knowledge and skills that other age groups may lack (68%).
- Help foster age diversity within their organizations (62%).
- Have high levels of engagement (54%).
The top three factors that motivate HR professionals to hire older workers are that older workers provide unique skills and expertise that their organization can benefit from (82%), their organization has employed older workers in the past and found them to be good employees (71%), and that maintaining a diverse workforce is part of their organizational values and corporate social responsibility strategy (57%).
Additionally, long-tenured workers are essential to maintaining the continuity and efficiency of key business operations, as they often serve as the custodians of critical institutional knowledge, and older workers often have that valuable tenure. In fact, 65% of older workers surveyed said they have been in their current job for more than 10 years. HR is doing well in some areas of documenting institutional knowledge, such as documenting company policies (83%), documenting processes and procedures (75%), and documenting organizational structure (61%), but some gaps remain. Notably, the areas where institutional knowledge isn’t being documented are ones that HR professionals say would be the most difficult to rebuild if highly tenured employees were to suddenly leave or retire.
Without proactive efforts to document and transfer this expertise, employers risk losing invaluable insight into client preferences, market trends, proprietary systems, and the very practices that have underpinned their success. By recognizing the value of older workers and prioritizing knowledge-sharing initiatives, organizations can safeguard their operations and ensure long-term stability.
Please tell us more about your experience working with older workers.
“It is part of the culture. There is much to learn from older workers for everyone. Also, the population of our customers is constantly getting older. There is no ‘older person’ stigma. ‘Older’ is worn as a badge of honor!”
- HR professional in the health care industry
“I have had the opportunity to work closely with older workers in several roles. I’ve found that they bring a wealth of experience, knowledge, and practical problem-solving skills that are invaluable to the team. I make a conscious effort to listen actively and learn from their insights while also collaborating on projects.”
- Manager or supervisor in the durable goods manufacturing industry
“They are more knowledgeable and can pass along key ideas or concepts that [promote] learning and excellence.”
- Individual contributor in the finance and insurance industry
Dispelling Misconceptions About Older Workers
A disconnect between how older workers view their own capabilities and how HR professionals and workers of younger age groups perceive them underscores the need for greater recognition of age-diverse talent.
Are there any other skills, knowledge areas, or unique qualities you believe you have that were not listed previously?
“Mainly, I think that I have good judgment, especially in dealing with sensitive and time-sensitive issues and multitasking.”
- 72-year-old worker in the professional, scientific, and technical services industry
“I am highly motivated to learn new skills and better ways of doing things.”
- 71-year-old worker in the educational services industry
“Highly organized, empathetic, able to communicate to [a] variety of audiences.”
- 69-year-old worker in the public administration industry
There are other common misconceptions that older workers themselves challenge.
These differing perspectives between older workers, HR professionals, and younger workers underscore the importance of addressing assumptions and fostering meaningful dialogue, as perceptions are not always rooted in objective facts. For example, while workers of any age may view certain training methods as effective, the question remains as to whether these methods are truly impactful or simply perceived as such. By encouraging open communication and prioritizing efforts to bridge these communication gaps, employers can move beyond assumptions and build a shared understanding of the value that older workers bring, ultimately creating a more inclusive workplace.
Recruitment and Hiring Practices to Support Older Workers’ Success
Despite the growing presence and value of older workers in the labor force, only 7% of HR professionals report that their organizations have any formal or informal recruitment programs specifically targeting this demographic — and 93% have no such programs at all. Although formal or informal programs specifically aimed at recruiting older workers are uncommon, many HR professionals say their organizations are open to implementing inclusive recruitment strategies to attract this demographic.
To foster a more inclusive recruitment process for older workers, HR professionals are open to implementing targeted methods that address potential biases and barriers. At the top of the list is training for managers to help them more effectively evaluate older worker candidates. This approach equips hiring managers with the necessary tools and understanding to recognize the unique skills and experiences that older candidates bring to the table, while mitigating age-related biases. Modifying job postings to be more inclusive of older workers ensures that age-neutral language and emphasis of skills within the job description appeal to a broad audience. Another strategy is developing talent pipelines for older workers, which could involve partnerships with advocacy groups or community organizations to connect with experienced professionals seeking opportunities. These inclusive recruitment strategies are echoed by HR professionals who have hired older workers at their organizations (i.e., 93% of HR professionals surveyed).
These HR professionals highlight certain resources that have been particularly helpful in supporting their efforts to hire older workers. For instance, tools that make a clear business case for the return on investment from hiring older workers (59%) could include case studies or calculators that quantify the value that hiring older workers brings, such as reduced turnover, improved mentorship programs, and increased industry knowledge. Similarly, searchable and organized online resources such as toolkits, how-to guides, and policy templates (58%) might provide examples of how language in job descriptions might convey age bias, or offer step-by-step instructions for creating flexible work arrangements tailored to older workers. Finally, partnerships with advocacy or community-based organizations focused on older worker initiatives (54%) could involve collaborating with groups such as AARP or local workforce development agencies to tap into their networks, access training programs and resources, or co-host events such as job fairs and workshops aimed at older workers. These findings highlight which external resources and support systems are most helpful to HR professionals in recruiting older talent, suggesting areas where organizations can allocate time or budget to reduce time-to-fill and stay competitive in attracting top talent.
Based on your experience working with older workers, what is a piece of advice you would give to other organizations considering hiring from this talent pool?
“Many people are not ready [for retirement] (financially, physically, mentally, or otherwise) at 60-65 like they once were. Be open to thinking about what the candidate could bring during their time at the organization, rather than focus on things like they won’t be here long, this is a stop on their way to retirement, etc.”
- HR professional in the finance, banking, or insurance industry
“Older workers are a great asset to any organization. They are very experienced and knowledgeable. It’s very easy to get them up and running in a job.”
- HR professional in the transportation and warehousing industry
Solutions for Developing, Engaging, and Retaining Older Workers
Learning and Development
For older workers, certain training methods stand out as particularly effective for developing their work skills, emphasizing the importance of practical, hands-on, and accessible learning approaches. Training methods such as on-the-job training or apprenticeships are the most frequently cited as effective (49%) by older workers, followed by video-based tutorials (39%) and visual and/or written job aids (35%).
Similarly, adults 65 and over who are currently unemployed and not seeking work reflect on similar methods as being effective during their careers, with 61% highlighting on-the-job training or apprenticeships, 44% citing visual and/or written job aids, and 33% valuing mentorship or coaching.
To better understand the specific technology-related training and support needs of older workers who are employed at organizations, we asked what types of organizational resources would benefit them the most.
All workers, not just older workers, benefit from enhanced training and support resources. These insights emphasize the value of clear, hands-on training and accessible support systems in helping workers navigate and thrive in a technology-driven workplace. Employers have a significant opportunity to empower their workforce by offering these supports, ensuring all workers can confidently adapt to new technologies and continue contributing their expertise in a rapidly evolving workplace.
Engagement Strategies
There is a clear gap between what organizations are offering and what older workers say is effective at engaging them in the workplace. Only 35% of older workers report that their organization has implemented appreciation and recognition initiatives for employee contributions. Even fewer say their organization offers mentorship or buddy programs designed for employees to learn from (25%) or share knowledge with (24%) others. Specific employee resource groups (ERGs) for age groups or career stages are even rarer, with only 7% of older workers saying their organization has implemented them.
However, when these engagement strategies are in place, older workers at organizations overwhelmingly find them effective. Among older workers whose organizations offer these initiatives, 76% say mentorship or buddy programs designed for employees to learn from others are very effective or extremely effective at engaging them. Similarly, mentorship programs designed for employees to share knowledge are rated as very effective or extremely effective by 62% of older workers. Finally, 73% find recognition and appreciation initiatives highly effective. These findings highlight how engaging these strategies can be when implemented thoughtfully.
Older Workers Want These Types of Tech Training and Support
0%
Step-by-step guidance for using new tools and platforms.
0%
Ongoing technical support (e.g., access to a technology help desk).
0%
Workshops on emerging workplace technologies.
Retention Strategies
There is another sizable gap between the retention strategies HR professionals implement for older workers and what older workers themselves say would encourage them to stay at their organizations. Only 32% of HR professionals offer flexible scheduling or remote work options for older workers, and just 21% provide support for those who are caregivers for aging parents, spouses, or grandchildren. Similarly, only 21% of organizations actively challenge age stereotypes to foster an inclusive workplace culture, and even fewer offer health and wellness programs catered to the needs of older workers (16%) or upskilling and reskilling opportunities designed specifically for this demographic (12%).
This disconnect is striking, as older workers overwhelmingly identify these strategies as highly effective in encouraging them to stay with their organization.
These findings underscore the need for organizations to align their retention efforts with the priorities of older workers, as the most effective strategies are rarely implemented.
Reverse Mentoring
Roughly 3 in 4 older workers at organizations (76%) report that mentorship or buddy programs designed to learn from others are very effective or extremely effective in engaging them. To capitalize on this, organizations can implement intentional initiatives such as reverse mentoring programs. Reverse mentoring flips the traditional mentoring model by positioning younger workers as mentors and older workers as mentees.
Nearly one-third of workers ages 18 to 54 (30%) have participated in a reverse mentoring program where they were a mentor to an older worker. Among those that have, the top motivations were:
- Opportunity to learn from the older worker’s experience while mentoring them (57%).
- Desire to build stronger relationships with older colleagues (49%).
- Desire to contribute to a more inclusive and age-diverse workplace (48%).
- Desire to support an older worker’s professional development (47%).
What Does the Next Generation of Older Workers Want?
We asked workers ages 18 to 54 what changes they would like to see in their organization’s benefits offerings to better support older workers, and over half (55%) said they would like to see more flexible working hours. Other changes they would like to see are wellness programs that address age-related health needs (44%), opportunities for phased retirement (e.g., gradual transition) out of the workforce (44%), and more part-time scheduling options (41%) to better support older workers.
Besides benefits offerings, workers ages 18 to 54 also highlighted areas they would like to see changed in organizational culture to better support older workers. Some of the top answers are:
- Recognition of long-term contributions and institutional knowledge (43%).
- Greater respect and inclusion of older workers in decision-making (42%).
- Mentorship opportunities that value the experience of older workers (41%).
- Support for transition to new roles that better match evolving capabilities or interests (41%).
Recommendations and Resources
Older adults are the fastest-growing segment of the U.S. population, and many older workers report being driven by a desire to remain mentally active, engaged, and purposeful, alongside financial stability, as reasons to remain in the workforce. HR professionals can build a strong business case for their leaders to recruit older workers by presenting data-driven insights, such as retention rates and performance metrics, that highlight the value these workers bring to the workplace.
SHRM Data Brief: Labor Force Snapshot: Older People in the U.S. Labor Force
Website: Older Workers | U.S. Office of Disability Employment Policy
Older workers are valued by HR professionals for their strong performance, loyalty, and unique skills. With often longer tenures in the workforce, these workers hold critical historical and industry knowledge. One quick way employers can take action is by hosting regular knowledge-sharing sessions. These informal workshops provide space for employees to share key insights, lessons learned, and strategies that have driven the organization’s success with one another.
Podcast: Future-Proof Your Workforce: Retirement, Knowledge Transfer & Leadership Continuity
Toolkit: Engaging in Succession Planning
Learning new technologies can feel daunting to anyone, but using universal design principles in training programs benefits all workers. Ensuring that internal upskilling initiatives are audio/visual accessible and providing step-by-step instructions in plain language are easy starts. HR professionals can offer these across multiple formats (in-person workshops, recorded sessions, written guides, etc.) to allow workers to choose what works best for them.
Podcast: How Ageism Impacts Everyone at Work (And What to Do About It)
Resource: SHRM Foundation and AARP Foundation’s Age-Inclusive Talent Management Strategies
Employers can develop a talent pipeline by reaching out to local advocacy groups, community organizations, or workforce development programs that support older workers. Many of these organizations offer free or low-cost resources, such as candidate referrals or job boards, making it easy to connect with talent.
Website: SHRM Foundation Widening Pathways to Work Older Workers Initiative
Workforces thrive with learning opportunities, recognition, and flexible work arrangements. Workers of all ages highlight the effectiveness of on-the-job training and job aids to develop their work skills, and they also value mentorship opportunities to learn and share. Rather than developing or purchasing new training materials, HR professionals can support workforce development by pairing up existing workers to learn from each other.
How-To Guide: How to Build a Successful Mentorship Program
Seminar: Workforce Planning: The Future of Work
CONCLUSION
To fully harness the potential of older workers, employers must challenge outdated assumptions and take intentional steps to engage this valuable population. By implementing targeted recruitment efforts, offering tailored upskilling opportunities, and fostering inclusive workplace cultures, organizations can unlock the unique skills, loyalty, and perspectives that older workers bring. Employers who prioritize age-inclusive practices will not only strengthen the engagement and retention of their existing workforces but also position their organizations as a top place to work amid the increasingly aging U.S. population.
By addressing these gaps, employers can empower all workers to thrive at work while building a strong positive reputation that sets their organizations apart in attracting and retaining top talent.