Age diversity includes a number of facts and key reflections relating to the importance of older workers. Multiple issues are also outlined within the context of research on ageing and the importance of policy debates and strategies for ageing, with a focus on age stereotypes and biases, diversity management, and the role of HRM. Lower birth rates, lower death rates and longer life expectancy have combined to increase the average age of the population, leading to the ageing effect, which is worldwide.

The ageing effect on the workforce has been compounded by the longer amount of time younger age groups spend in education (school and university) before joining the workforce and the ageing baby boomers. These factors have combined to increase the workforce’s median age.

The rate of growth in the world population is slowing, with fertility rates declining and life expectancy increasing. The rate of growth is currently at its slowest pace since the 1950s. As a result, the percentage of older people (over 65 years) will increase and the percentage of younger people will decrease. For the first time in history, in 2018 the number of people over 65 outnumbered those under five years of age. This has the potential to have implications for workforce sustainability.

The demand for workers will increase, as the retiring working population will not be replaced. The result will be a significant skills shortage if not managed effectively from a national policy level, and at an organizational level. The issues of ageing are well recognized at national levels, with active policies and strategies being adopted to address the issues, with a specific focus on healthy ageing and maintaining productive workforces.

The increase in labor force participation of older employees presents a significant economic rationale associated with a decrease of fiscal pressure associated with social welfare. Active immigration strategies can help to alleviate the labor skill shortages driven by the ageing workforce.

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