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Why the organisations that thrive tomorrow are beginning to think differently today There are occasions when a series of seemingly unrelated events begin to reveal a much larger story. During the past month, economists have warned that age discrimination may carry a significant cost to future productivity. European analysts have highlighted the profound demographic transformation already reshaping labour markets. Governments continue to explore how longer working lives can support economic resilience, while international organisations increasingly speak with remarkable consistency about the importance of lifelong learning, workforce participation and organisational adaptability. Viewed individually, these are separate developments, viewed together, they suggest that the future of work is entering a period of fundamental change. For many organisations, the instinctive response to demographic change is to ask how they should support older workers. It is an understandable question, but perhaps no longer the most useful one. A more important question is beginning to [...]

Why international organisations are beginning to speak with one voice about the future of work There are moments when individual reports begin to form a much bigger picture. Taken in isolation, a new OECD publication, a European Commission analysis or an International Labour Organization briefing may appear to address different issues. One might focus on labour shortages, another on demographic change, another on productivity or lifelong learning. Look more closely, however, and a striking pattern begins to emerge. Across governments, international institutions, economists and labour market specialists, there is growing agreement that the future prosperity of organisations and economies will depend upon how successfully they harness the talents of increasingly multigenerational workforces. This represents an important shift in the global conversation. Only a few years ago, age inclusion was often regarded as a specialist diversity issue, discussed primarily by equality professionals or employment campaigners. Today, it is increasingly being examined [...]

What France’s rise in older-worker employment tells us about the future of work France has reached an important milestone in the changing relationship between age and employment. Figures released at the end of July showed that the employment rate among people aged 60-64 had risen to 44.4 per cent in 2025, its highest level for around 50 years. The rate increased by 2.1 percentage points in a single year and has risen substantially since the early 2000s, when employment among this age group was close to its historical low. The latest increase has been linked partly to pension reforms that are gradually raising France’s statutory retirement age from 62 to 64. At first sight, this appears to be a straightforward story about people remaining in employment for longer. The more important question, however, is what kind of employment awaits them. As governments respond to population ageing and increasing pressure on [...]

Why Europe's changing workforce should matter to every organisational leader For many years, demographic change has been described as a challenge on the horizon. Population ageing, lower birth rates and changing patterns of employment have often been presented as long-term trends that organisations would eventually need to address. The evidence emerging during July suggests that future has already arrived. New analysis from the European Commission's Joint Research Centre reinforces what economists, labour market experts and employers have increasingly recognised over recent years, that demographic transformation is no longer a distant policy discussion, it is already influencing labour markets, workforce availability and economic growth across Europe. For organisational leaders, this represents one of the most significant strategic shifts of the coming decade. More Than an Ageing Population When people hear the phrase "demographic change", many immediately think about an ageing population. While that is certainly part of the story, it is [...]

For many years, age inclusion has occupied a relatively peripheral position within diversity and inclusion discussions, but thankfully. that is beginning to change. Across research, policy discussions and workforce strategy conversations, June provided further evidence that age inclusion is increasingly being recognised as a strategic organisational issue rather than simply a diversity initiative. Several forces are driving this shift. Populations are ageing. Careers are becoming longer. Skills shortages continue to affect many sectors. Organisations face growing pressure to retain valuable experience whilst simultaneously attracting new talent. Against this backdrop, age is becoming impossible to ignore. Employers are increasingly recognising that age-diverse workforces can contribute to organisational resilience, knowledge retention, innovation and customer understanding, the conversation is therefore evolving. Instead of asking whether age matters, organisations are asking how age diversity affects workforce planning, leadership development, succession planning, talent acquisition and organisational performance. This change is significant because it moves age inclusion [...]

The Economic Case for Age Inclusion - Why the cost of overlooking experienced talent could reach far beyond the workplace For many years, discussions around age discrimination have rightly focused on fairness, equality and the experiences of individuals. Organisations have been encouraged to recognise the value of age-diverse workforces, challenge stereotypes and ensure that people are not disadvantaged because of their age. These remain important objectives, however, during July, the conversation around age inclusion took a significant step forward. New economic analysis highlighted by the World Economic Forum suggests that age discrimination could reduce productivity across OECD economies by almost US$500 billion by 2040 if employers fail to make better use of experienced workers. While the exact figure will inevitably be debated, the direction of travel is unmistakable. Age discrimination is no longer being discussed solely as a social issue; it is increasingly recognised as a significant economic risk. This represents [...]

When discussions about age diversity take place, attention often focuses on recruitment, retention and retirement, less attention is paid to care-giving. Yet care-giving may be one of the most significant age-related workforce issues facing employers today. Recent research has highlighted growing care-giving responsibilities across all generations of the workforce. However, the burden is particularly significant for many employees in mid-career, especially those balancing work alongside caring responsibilities for ageing parents, partners or other family members. As populations age, these pressures are expected to increase. Many employees now find themselves supporting both older and younger family members simultaneously, leading to the emergence of what is often described as the "sandwich generation." The implications for employers are substantial. Care-giving responsibilities can affect well-being, attendance, performance and career progression. Without appropriate workplace support, organisations risk losing experienced employees at precisely the point where their expertise is most valuable. Importantly, care-giving should not be viewed as an [...]

Few workplace developments are attracting more attention than artificial intelligence. From recruitment and talent management to learning and productivity, AI is reshaping how organisations operate. Yet as employers embrace new technologies, important questions are emerging about the relationship between AI and age inclusion. Recent research and legal commentary have highlighted concerns that AI-driven recruitment systems may unintentionally reproduce age bias. Algorithms trained on historical data can inadvertently favour particular career pathways, language patterns or employment histories that correlate with age. These concerns should not be dismissed, we see that Technology is not inherently neutral. AI systems reflect the data, assumptions and design choices upon which they are built. If organisations are serious about diversity and inclusion, age must form part of AI governance conversations. However, focusing solely on risk tells only half the story, AI may also increase the value of experience. As routine tasks become increasingly automated, human capabilities such as judgement, contextual understanding, [...]

Every organisation possesses a valuable asset that rarely appears on a balance sheet...Institutional knowledge. The expertise accumulated through years of experience, customer relationships, technical understanding, operational insight and professional judgement often sits within people rather than systems. As workforces age and labour markets tighten, protecting and transferring this knowledge is becoming an increasingly important business priority. Research published in June by Q5's Futures Taskforce highlighted knowledge transfer as one of the defining workforce challenges of the next decade. The report argues that organisations can no longer assume knowledge sharing happens naturally and should instead treat it as a strategic capability requiring deliberate investment - this finding reflects a wider workplace reality. Many organisations face a convergence of demographic pressures. Experienced employees are extending their careers whilst simultaneously approaching retirement. New employees are joining organisations with different expectations, different learning preferences and, in some cases, less opportunity for informal workplace learning. [...]