Objective: This article aims to bring together a series of case studies and evidence for examining the full diversity agenda, including age and the steps employers can take to make their business more age ready. Methodology: The study combines a consulting and meta-analysis methodology. Typical biases and current practices are unpicked to distinguish fact fiction. Results: This research offers a framework for becoming a successful age-ready employer, older workers are valued, treated fairly, are engaged and productive. Varying results are expected, depending on geography. Developed countries with labour force pressures through shrinking birth rates are likely to be the earliest adopters. Limitations: Further work is underway to solidify these results in many more organizations globally, and this will take time. In subsequent research, quantitative methodologies should be applied to evaluate the impact of the experience. Practical implications: This essay helps understanding the value of experienced workers in our society, making it easier now than ever to understand why and how to become an age-ready — not to mention a productive and an efficient — employer.

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Demographic evidence suggests that by 2050, almost one quarter of the world’s population will be over the age of 60. Many of these people over 60 will still be at work to finance their longer lifetimes. We examine how living longer is likely to influence people’s decisions to work for longer; how the nature of changes to work itself will influence future work, workers, and the workplace; how employers can benefit from retaining older workers; and ultimately, what employers can do to achieve a competitive advantage from the changing demographics.