Why this matters: The workforce is aging

As retirement ages rise, many of us are working longer. By 2050, one in four people in developed countries will be over 65. This shift means organisations must plan now to keep employees engaged through longer careers, especially since staying motivated can be harder in later stages.

As we age, our priorities change. Older adults tend to value emotionally meaningful activities over long-term ambitions. This relates to Occupational Future Time Perspective—how much career time and opportunity someone feels they have left. When that perspective shrinks, work can feel less rewarding.

To keep work meaningful, one practical step is reducing repetitive, energy-draining tasks, freeing people up to focus on what matters. That’s where Gen-AI can help.

What the research shows

Together with Dorien Kooij, Karen Pak, and Christine Fong, our study explored how Gen-AI can help employees, especially older ones, stay motivated to continue working. We approached this from two angles:

1. By the numbers: We tested whether using Gen-AI tools help older workers feel more optimistic about their career future and stay motivated;
    
2. By the stories: We asked employees how they’re using Gen-AI, what they like (and don’t like) about it, and how it’s changed the way they approach work.

Here’s what we found:

1. By the numbers, we find that using Gen-AI to automate repetitive tasks can help older employees feel less pessimistic about their future time and career opportunities, which in turn helps reduce the decline in motivation to continue working that sometimes comes with age;
    
2. Judging by the stories, one possible explanation for using Gen-AI is that it helps conserve time and energy for more meaningful work by reducing job demands and making it easier to build certain skills.

But there are concerns, too, which surprisingly were consistent across age groups

Here’s what employees flagged as potential downsides:

• It changes the nature of our work. Tasks that were once central to someone’s role may be automated. Some tasks can now be completed more easily and quickly with Gen-AI, raising concerns about being replaced by AI.
• Over-reliance is risky. Gen-AI can lead to deskilling, especially when it comes to critical thinking abilities.
• Ethical use and data privacy are key concerns. Even deciding what to hand over to AI can be mentally exhausting.
• It can reduce human connection. If we turn to Gen-AI for every question and treat it like our only “colleague”, meaningful interactions with actual coworkers can start to decline. This is especially important in an aging workforce, where older employees often place high value on social connections and support from colleagues.

Why Companies Should Care?

Gen-AI alone isn’t the answer, but when organisations pair Gen-AI with inclusive practices and when employees are actively involved in the work redesign process, it can become a powerful tool for retaining employees in the workforce.

Here’s what companies should consider:

• Start small (short-term step): Pair older and younger colleagues in small groups to explore their different perceptions and experiences with Gen-AI. Encourage open conversation about how their needs and expectations might differ. Create a safe space to ask questions, experiment, and reflect on what makes work meaningful to them.
• Train your employees. Some might ask, “This sounds great, but how do I prompt it?”. Empower first, don’t overwhelm.
• Be inclusive. Not all employees feel equally confident using Gen-AI. While age can be one factor, it’s important to avoid assumptions and stereotypes—comfort with new tools can vary for many reasons. Make sure support is accessible and tailored to everyone’s needs.
• Balance is everything. Let AI help, but don’t let it take over what makes work meaningful. It’s about giving people better tools and keeping them feel valued, not replacing them.
• Support workplace interactions. One major concern is the potential reduction in social interactions among employees due to Gen-AI. Organisational practices that promote social connections may be more important than ever, especially since social goals become more important with age.
• Think about ethics and privacy. Make sure to address employees’ concerns on ethics and privacy.

About the author

Neris Güven is a PhD candidate researching AI and the future of work at the Amsterdam Business School, University of Amsterdam. Her research focuses on job crafting, professional identity, and aging at work in the era of AI. Reach out with comments and questions to n.guven@uva.nl.