By Jill Miller, CIPD Policy Adviser, Diversity and Inclusion

We know people are living longer but new research published by Imperial College London and the World Health Organisation (WHO) predicts the extent of the change by 2030. For me their forward-looking data on the lifespans of people across 35 industrialised nations attenuates the importance of action on combatting age bias in the workplace.

The figures for life expectancy at birth in 2030 compared with in 2010 further emphasise the extent of demographic change that we’re likely to be facing as a nation in just 13 years’ time. In the UK, the average life expectancy for men in 2010 was 78.3 years and for women it was 82.32 years. In 2030, these figures are predicted to rise to 82.47 and 85.25 years respectively. And in South Korea, projected life expectancy at birth for women in 2030 has crossed the 90-year mark.

A summary of the research by the BBC shows the countries where people are expected to live the longest. After South Korea, women’s life expectancy at birth in 2030 is predicted to be highest in France, Japan, Spain, Switzerland and then Australia. For men, the highest predicted life expectancies at birth in 2030 are in South Korea, Australia, Switzerland, Canada, the Netherlands and New Zealand.

The societal and economic impacts of living longer are substantial and in the UK we’ve already seen a significant increase in the employment rate of older workers in recent years, whether that’s to top up their income, for cognitive stimulation or for social interaction. Research by the CIPD and ILC-UK found that in 1992, a fifth people in employment were over 50. That figure had risen to a quarter by 2015. We know people are working longer, but what we need to be focusing on is how to create more fulfilling working lives, not just longer ones.

The UK government has already implemented significant reforms to support older workers’ participation in the labour market, with the abolition of the DRA back in 2011 and the phased increases in the state pension age. Most recently, at the beginning of this month, Andy Briggs, Business Champion for older workers, called for a million more people aged 50-69 to be a part of the UK workforce by 2022.

Although there are clear benefits to individuals, the business, the economy, and wider society through developing an age inclusive workplace, the target is ambitious and requires a significant step change in attitudes to older workers. Action is also more time-crucial in some sectors than others. For example, the CIPD/ILC-UK research suggests education, health and social work, public admin and defence are more reliant than other sectors on older workers, but are struggling to retain them. However, savvy employers are already embracing the under-tapped talent pool of people working longer than previous generations, putting them on the front foot. Of course, it's not just diversity we need to focus on, but also making our workplaces inclusive where everyone, regardless of identity and background, feels able to perform to their full potential.

So how should employers create a more age-inclusive workplace?
A recent CIPD policy briefing considers some of the key ways that employers and policy-makers can make longer working lives more fulfilling ones, and there are two overarching ways people management practice needs to change.

Firstly, flexibility is key to the retention and engagement of older workers, with an increasing number of people providing informal care to relatives and dependents. People are working longer for many different reasons and, although employers cannot be expected to have separate policies in place to cater for all of these, a flexible approach to work will help most people to balance their individual expectations and demands in and out of work.

Secondly, ensuring learning and training are offered to employees according to their need and potential, not their age is important to ensure everyone is developing the skills needed to make a meaningful contribution at work and so skills don’t become obsolete. Development opportunities have tended to be afforded to younger employees, but the danger of limiting development and career conversations to under 50s is that people with 10 to 20 years left in the workplace may become disengaged and not reach their full potential. Fundamentally, this is about providing equal opportunities and operating on the principles of transparency and fairness.

Developing a truly age-inclusive workplace is not an easy task, but changing workforce demographics and economic aspirations make it imperative. Older workers typically bring with them a wealth of knowledge, experience and historical understanding of the organisation, and it’s the trailblazers for diversity and opportunity that will set themselves apart. Between 50 and 65 many people are at the top of their game – the challenge is how to engage, motivate and retain them.