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Today's Newsletter
  1. Executive Update
  2. Upcoming Events
  3. Data Point of the Day
  4. AARP Insights
  5. Featured Promising Practice
  6. Multigenerational Workforce News
  7. Relevant Resources & Reports
  8. Stepping Into the Future
  9. Join Us!
  10. Demonstrate Your Commitment to Experienced Workers 
  11. Archives 
Dear Executives,
We are seeing a growing list of CEOs, private sector leaders, and philanthropic leaders stepping up and unveiling plans to address equity, given the prolonged pandemic, economic crisis, and growing racial unrest. Many of these leaders understand that by being complacent in addressing diversity, inclusion, and equity in their workforces, they are complicit in the policies and structures that have far too long limited economic opportunities for a large number of communities of color. In the aggregate, this hurts our collective economic growth. A recent study found that advancing racial equity and closing the racial equity gap within our circles, workplaces, and communities in the United States would add $8 trillion in GDP by 2050. Addressing the racial equity gap is not just a moral imperative, but also a strategy for economic growth. 
As I wrote in a recent piece on, “Maybe 2020 is the year we have all been waiting for.” We are at a turning point. We can continue to operate with a patchwork approach whereby inequities continue to fester and harm the most vulnerable among us. Or we can reimagine and rebuild our communities better to expand opportunities for all. We have the opportunity to make long-term solutions to establish equity in the workforce, and we are seeing private industry going beyond public statements and calls for action to lead by example. 
We are pleased to see business leaders across the world share this view. More than 25 executives joined our Living, Learning & Earning Longer (LLEL) peer learning call in June, with several reporting on the discussions and efforts within their organizations to create diversity, equity, and inclusion (DEI) in the workforce. During our session, we began to surface and build upon the lessons learned from the DEI movement, adding age diversity and the unique needs of a multigenerational workforce to the mix. We learned that many firms are taking steps to go digital in both their business operations and in providing professional development for workers in light of lessons from the pandemic. Organizations are also embracing multigenerational workforces while understanding that there is no “one-size-fits-all” for all employees, especially those 50 and older who are at a different stage in their lives than younger individuals. 
One initiative discussed on the webinar that I wanted to highlight is “The Great Reset,” an effort by the World Economic Forum (WEF) to reshape societal shifts on an economic, human rights, and global health level. “The Great Reset” will leverage WEF’s work with LLEL and connect governmental and business leaders at its Annual Meeting in Davos with stakeholders in 400 cities around the world for forward-oriented discussions on society’s future.
AARP is committed to being part of the solution. LLEL participated in a case study in “The New Social Contract: Age-Friendly Employers,” Aegon’s 2020 retirement readiness survey with 16,000 people across 15 countries. The case study, which is on page 32 of the survey, found that employers are best positioned to lead the charge for creating multigenerational, inclusive workforces. To do so, employers must:
  • Ensure individuals remain employable throughout their lives with continued education and training,
  • Enforce policies that prevent age discrimination and adopt age-inclusive policies, and
  • Provide opportunities for workers to remain and grow on the job.
The survey was launched during a virtual roundtable on longevity and retirement called Age-Friendly Employers Are Integral to the New Social Contract for Retirement, which included AARP's Chief Public Policy Officer, Debra Whitman, as a panelist.
On a personal note, it is with mixed emotions that I announce that Ramsey Alwin will be leaving AARP to be the CEO of the National Council on Aging effective August 31. Ramsey has served as AARP’s Director of Global Thought Leadership – Financial Resilience for the past five years. She has spent her career championing older adults and their economic security, and we look forward to working with her in this new capacity. Her last day at AARP is July 31. Please join me in congratulating Ramsey in this new and exciting role.
Finally, we continue to publish, in both English and Spanish, information and tips daily on our website at and global resources at Please continue to send your thoughts, experiences, and insights to

Jean Accius, PhD
Senior Vice President of Global Thought Leadership
LinkedIn | @JeanAccius | Jean Accius’ Bio
  • July 22, 2020, at 11:00 AM (EDT): Webinar: Including Age in Diversity & Inclusion Strategies. Speakers include Mike Mansfield, Program Director, Center for Longevity and Retirement at Aegon in the Netherlands, and Michael North, Assistant Professor of Management & Organizations at the Stern School of Business at New York University. Register here.
  • September 23, 2020, at 11:00 AM (EDT): Webinar: The Benefits of An Age-Inclusive Workforce to Your Bottom Line. Speakers include Susan Johnson, Chief Diversity and Inclusion Officer at The Hartford and Laura Tamblyn Watts, President & CEO at CanAge. Registration coming soon.
  • November 18, 2020, at 11:00 AM (EST): Webinar: Lessons from COVID-19. Registration coming soon.
Policies and Practices to Ensure Multigenerational Equity in Your Workforce
By Ramsey Alwin, Director, Thought Leadership - Financial Resilience, AARP
The COVID-19 pandemic has impacted the financial well-being of workers of all ages around the world as businesses struggle to stay afloat. The silver lining is that business owners and leaders now have an opportunity to emerge from this crisis with their organizations better prepared for the next crisis and with more age-inclusive and multigenerational workforces. Of course, developing a vision and carrying it out are two different things. Businesses will need to establish policies and practices to address age inclusivity and ensure multigenerational equity throughout the workforce.
One policy change will not create this type of environment. Businesses will need to reconsider a number of their policies, including hiring, training, retirement, organizational development, and management. While progress has been made in these areas, recent studies show that businesses as a whole still have more work to do in fully transforming their workforces.
Next month, AARP will release its latest Global Employer Survey, which examines the steps employers are taking to create age-inclusive workforces for all workers regardless of age or life stage. The report findings show that an increasing number of organizations have a diversity and inclusion strategy that includes age. However, many have policies that do not reflect this strategy in a number of policy areas.  
  • Retirement: The impact of age being included in diversity and inclusion strategies is weakened by the fact that 38% of companies have a mandatory retirement age and 68% of the countries in which these businesses operate have mandatory retirement ages;
  • Management: Over three-quarters (78%) of businesses say they currently have a multigenerational workforce, but 58% do not provide their managers with training in how to manage a multigenerational workforce; 
  • Training: A majority of managers in these companies are unprepared to avoid age discrimination, as 61% do not provide training in how to avoid age discrimination in hiring and 62% do not provide training in how to avoid discrimination in access to training opportunities. 
Fortunately, businesses do not have to update their policies on their own. AARP, with our partners at the Center on Aging and Work at Boston College, offer a benchmarking tool for organizations to review and balance their policies. To access this tool, go to:
We have an opportunity to look to the future in creating multigenerational workforces, but as we look forward, we must also look inward.
Mosaic Versus Melting Pot: Reassessing the Relationship Between Diversity and Corporate Culture
Diversity in the workplace and corporate culture are two issues that have become higher priorities in business agendas in recent decades. Unfortunately, the links between these key dynamics are frequently misunderstood and even ignored in businesses, as is the related role of globalization.
Invesco believes that correcting these misperceptions comes through appreciating the distinction between a mosaic and a melting pot. A mosaic takes individual characteristics and pieces them together to produce a whole that is genuinely greater than the sum of its parts. A melting pot ultimately reduces everything placed within it, sacrificing individual characteristics in the pursuit of total assimilation. Although the latter has long been in contention with diversity, Invesco’s approach is that the former better serves a forward-thinking organization in a world that, while globalized, remains blessed with multiplicity and variety.

This philosophy was bolstered by a recent white paper where Invesco analyzed diversity, corporate culture, and globalization in companies across the world. This research was undertaken because heterogeneity – even in the face of unparalleled interconnectedness and the so-called “death of distance” – still abounds. Invesco then investigated whether companies responded to this situation by seeking to erode heterogeneity or striving to embrace it, along with the motivation behind their choices.
So, what did Invesco find?
The most forward-thinking organizations are now recognizing that diversity, corporate culture, and globalization should feed into one shared goal: inclusion. Furthermore, the so-called “melting pot” model does not lend itself to this approach, as it sacrifices individual characteristics in the pursuit of assimilation. A “mosaic” approach is better suited to ensuring genuine inclusion because it pieces together individual characteristics to produce a whole.
Invesco implements the mosaic approach with two programs. The first is its Reverse Mentoring Program, where senior leaders commit to a one-year reciprocal mentoring relationship. During this year, they will be “mentored” by a junior, diverse firm member who is outside of their direct reporting line. Hearing each other’s experiences allows both the junior and senior employees to bridge the intergenerational and diversity gap, stay abreast on current trends, share perspectives across the organization, provide direct exposure to the individual’s workplace experience and preferences, and create a sounding board for ideas.
The second is Invesco’s Unconscious Bias Training Program, which creates an understanding of the importance of diversity and inclusion and the reality of unconscious bias. This three-hour interactive session puts diverse employees of all ages together to help identify biases that they may unintentionally be demonstrating and ways to mitigate their impact.
To learn more about Invesco’s diversity and inclusion efforts, go to:
The Living, Learning & Earning Longer Collaborative is working with global companies to refine the business case for age diversity and highlight promising practices from around the world. With WEF and OECD, AARP is considering the complexity of the multigenerational workforce when evaluating an organization’s recruitment and retention practices, flexible work and caregiving benefits, lifelong learning and training, and assessment procedures. 
Our findings will identify standards, policies, and practices to support an age-diverse and inclusive workforce ecosystem, ensuring an activated multigenerational workforce that can deliver innovation and resilience in the face of economic and global uncertainty. At the 2021 World Economic Forum Annual Meeting in Davos, Switzerland, we will release our conclusions and recommendations in a digital learning platform.
Join AARP, the World Economic Forum, the OECD, and at least 50 employers in a Living, Learning & Earning Longer Collaborative to identify and share multigenerational, inclusive workforce practices. To formally join the Learning Collaborative, contact Jeffrey Gullo at AARP or Haleh Nazeri at the World Economic Forum.

The AARP Employer Pledge Program is a nationwide group of employers that stand with AARP in affirming the value of experienced workers and are committed to developing diverse organizations.
Employers who sign the Pledge agree that they:
  • Recognize the value of experienced workers
  • Have immediate hiring needs
Demonstrate your organization’s commitment by signing the AARP Employer Pledge:
“We believe in equal opportunity for all workers, regardless of age, and that 50+ workers should have a level playing field in their ability to compete for and obtain jobs. Recognizing the value of experienced workers, we pledge to recruit across diverse age groups and to consider all applicants on an equal basis as we hire for positions within our organization.”
Sign the Pledge!
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