Employee turnover is 4% lower at a firm that has a 10% higher share of older workers than the average firm (Promoting an Age-Inclusive Workforce, OECD, 2020).
|Membership Updates

Please join us in welcoming the newest members of the Living, Learning and Earning Longer Collaborative, The New York Times, Morgan Stanley, Indeed, and Peloton! We are thrilled to grow our network of employers to a total of 66 companies, and we’d love your help in getting us to 100 by the end of this year! Please email Jeff Gullo ( with the name and contact information of anyone in your networks that would like to learn more about LLEL.

| AARP Insights & Resources
  • Why Older Workers Should Be Part of Your Company's DEI Strategy. NationSwell, April 2022. As employers of all sectors scramble to fill job openings, one key solution is hiding in plain sight: older workers. Even though older workers often outperform their younger counterparts, AARP found that the vast majority have seen or directly experienced age discrimination in the workplace. According to Lisa Marsh Ryerson, president of AARP Foundation, companies that want to make age a dimension of their DEI strategy can do so by offering returnships, partnering with organizations that help recruit talent across all ages, providing incentives to increase worker retention, and removing age limits on apprenticeship programs.
  • The Gig Economy is Creating New Opportunities for Older Americans. 2021. The gig economy is often cast in a negative light. Critics point out the uncertainty of hours and earnings and a lack of access to traditional employer benefits. However, despite the potential drawbacks of independent contractor arrangements, many workers near or past retirement do not need or want steady, full-time work. In fact, older workers often view gig work as an opportunity to stay active and connected with their communities. AARP shares the perspective of Katharine Abraham, professor at the University of Maryland, who argues we should not be blind to the drawbacks of gig work, though we should recognize the clear benefits it can provide, such as community engagement and supplemental income.

| Other Multigenerational Workforce News and Resources
  • McKinsey Launches the McKinsey Health Institute. McKinsey & Company, April 2022. Inspired by the rapid, global response to the COVID-19 pandemic and the potential to respond similarly to combat other health problems, McKinsey launched the McKinsey Health Institute (MHI). MHI is a non-profit-generating entity within McKinsey whose mission is to catalyze the actions needed across continents, sectors, and communities to realize possible gains in life expectancy and quality of life. MHI is launching with seven initial focus areas critical to the benefit of society, with a near-term priority of brain health. Other focus areas include healthy living, infectious diseases, equity and health, healthcare worker capacity, aging, and sustainability and health. 

  • WorkMonitor 2022. Randstad, March 2022. Randstad welcomes readers to a new era of self-determination based on survey findings about employees’ attitudes towards and perceptions of the workplace after two years of the pandemic. Respondents across all age groups are now prioritizing their personal life over their work life. In the workplace, many want a fulfilling experience, and they want their employer’s actions to align with their personal values. There is also high demand for learning and development opportunities from employers, greater flexibility in work arrangements, as well as the reconsideration of employee value propositions. 

  • Companies Renew Efforts to Retain, Hire Older Workers. SHRM, March 2022. In November 2021, 3.6 million more Americans left the labor force and said they didn't want a job than did so in November 2019. Those ages 55 and older accounted for a whopping 90 percent of that increase. For companies looking to retain their current workforce, workers today – whether 55 and older or mid- or early-career – generally are looking for the same benefits in their jobs: flexibility in scheduling, meaningful work, and purposeful projects.

  • Who will I be when I retire? The Role of Organizational Commitment, Group Memberships and Retirement Transition Framing on Older Worker's Anticipated Identity Change in Retirement. Current Psychology, February 2022. Daniel Jolles, Age Equity Alliance researcher, recently collaborated on a research project investigating the relationship between organizational commitment and anticipated identity changes in retirement. While retirement is eagerly anticipated by many workers, for some it can represent a threat to a consistent, positive identity. Research findings suggest that the changes older workers anticipate in retirement, and the plans and decisions they make based on this anticipation, are likely shaped by how they feel about themselves, their organization and their social identities outside of work. Rather than a hard exit from the workforce, retirement transitions can now include periods of part-time work with new or former employers, and self-employment.

  • Stepping Up for Equity: How Employers Can Close the Career, Health, and Wealth Gaps Faced by Black American Workers. Mercer, 2022. By compiling workforce data and survey responses from 52 companies across the U.S. – representing more than half a million employees – Mercer demonstrates that racial disparities in the workplace affect more than unemployment rates and representation in higher-level positions. Mercer outlines 8 key findings and related recommendations for employers looking to make meaningful and sustainable progress on racial equity. Future actions for these companies could include focusing on the retention of Black employees, developing a stronger internal talent pipeline for Black employees, and increasing transparency for data about historically sensitive and legally protected issues.

| LLEL Employer Spotlight: APCO Worldwide 

This month, we are proud to highlight the work of LLEL Collaborative Member APCO Worldwide. 

The COVID-19 pandemic reaffirmed the stark reality that women are disproportionately and negatively impacted by major disruptions. The pandemic led to more job losses among women than men, with the International Monetary Fund describing the COVID-19 “she-cession” as “the employment penalty of taking care of young children.” In most cases, additional caregiving responsibilities for older family members also fall onto the shoulders of women. 

To help women caregivers re-enter the workforce on a flexible basis, APCO launched a new pilot program—APCO Encore. This program enables APCO to address the importance of giving women a way to rejoin the workforce and advance meaningful careers while tapping into the talent and expertise of diverse candidates. It also enables APCO to incorporate valuable life experience into the company’s workforce. This program builds on a successful partnership with the Marshall Plan for Moms and aligns squarely with APCO values, which is especially important as a majority women-owned business.

 Encore employees have access to all learning and development opportunities that other APCO employees receive, and they are given high-touch guidance and mentorship to ensure their transition back to the workplace is successful. APCO aims to find new ways to help Encore employees learn how to tackle common challenges like time management. In regular check-ins, cohorts provide valuable feedback about what information and learning resources would be most helpful to them as they move through the program. APCO Encore ensures that participants can enjoy a flexible schedule that meets their current personal needs and offers training, mentorship, learning and development courses and re-skilling opportunities as appropriate. For more information, visit

Moving forward, LLEL members are invited to share their recent work with to contribute to our upcoming newsletters.
| About the Living, Learning and Earning Longer (LLEL) Collaborative

The Living, Learning and Earning Longer Collaborative (LLEL) works with global companies to refine the business case for age diversity and highlight promising practices from around the world. With the World Economic Forum (WEF) and Organisation for Economic Co-operation and Development (OECD), AARP is considering the complexities of the multigenerational workforce in the context of an organization’s recruitment and retention practices, flexible work and caregiving benefits, lifelong learning, and training and assessment procedures. To learn more, visit Growing with Age: Unlocking the Power of the Multigenerational Workforce, LLEL's digital learning platform which offers tools—including the latest research that makes the business case for age diversity—to help employers build, support and sustain multigenerational workforces.

If your organization has not done so already, we highly encourage joining the AARP Employer Pledge Program. This program connects a nationwide group of employers that stand with AARP in affirming the value of experienced workers and is committed to developing diverse organizations. Learn more about signing the pledge.

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