Age-inclusive policies for a thriving multigenerational workforce

4 min read

Top tips

Position age inclusion as a core part of organisational culture.
Actively engage older colleagues to identify their needs and priorities.
Use staff networks to drive practical change and foster community.

The challenge

At Hyde, a London and southeast based Housing Association, about one third of its 1,500 employees are aged 50 or over. When it signed the Age-friendly Employer Pledge in September 2024, it wasn’t just adding another badge to its list of achievements – it was taking a visible step towards ensuring that colleagues in their 50s, 60s, 70s and beyond feel valued, supported and able to thrive at work.

For Hyde’s Head of Organisational Development Sue Bunt, the Pledge provided a “useful focus and affirmation” – both externally and internally – that the organisation was serious about inclusion across all ages.

We’d done a lot of work supporting younger colleagues through apprenticeships and a junior board,” Sue explains, “but we realised there was a gap in how we were supporting older colleagues. Signing the Pledge gave us both the motivation and the framework to act.

A network for over-50s

Soon after signing the Pledge, Hyde created Engage, a staff network for colleagues aged 50 and over. Following a direct invitation to all employees in that age group, around 80 colleagues expressed interest, and a core group of 15-20 now attends online meetings every two months.

The first sessions were deliberately open and exploratory. “We wanted to hear what people valued, what challenges they faced and where they thought Hyde could do more,” says Sue. Through those conversations, supported by earlier focus groups, the network identified three main priorities:

Improving access to information on pensions and retirement.
Developing stronger support for colleagues who are carers.
Exploring ways to make work more flexible, especially for front-line roles.

Support for carers

Of the three focus areas, support for carers has advanced most quickly. A new Carer Passport was introduced, enabling employees to have confidential conversations with their managers about caring responsibilities and flexibility needs. The passport acts as a record and “legitimises the discussion,” Sue says.

It allows people to explain their situation without having to repeat it if their manager changes. It signals to managers too that the organisation stands behind flexibility for carers.

The organisation also decided to go beyond the government’s entitlement of five days’ unpaid carers’ leave, offering those days with full pay. This move, Sue says, “sent a really powerful message that Hyde is serious about inclusion and about supporting people through all stages of their lives.”

Progress on the other priorities is continuing. The organisation is exploring ways of introducing greater flexibility for front-line roles and developing information packs covering topics such as the state pension, Hyde’s pension scheme and mid-career financial planning.

Visibility and celebration

Going beyond policy changes, the Engage group runs “lunch and learn” sessions to challenge stereotypes and showcase the diverse experiences of older employees. “We’ve profiled colleagues who are doing amazing things in their 60s and 70s – from an ‘older dad’ with a young child to a colleague who still does incredible physical challenges,” Sue says. “These stories help people see age differently.”

Hyde’s oldest employee, an 82-year-old cleaner, embodies that message perfectly. Her role has been redesigned with flexible hours that allow her to keep doing a job she enjoys. “She’s a brilliant example of how small adjustments can make a big difference,” says Sue.

Impact

The impact is already being felt in Hyde’s culture. The organisation recently retained its Investors in People Gold status, with the assessor specifically praising its carers’ work and inclusion initiatives. Staff sentiment remains high: Hyde’s most recent survey showed 75% of colleagues feel engaged and proud to work for the organisation.

Lessons for other employers

Sue’s advice to organisations considering signing the Age-friendly Employer Pledge is clear:

Go for it – but only if you’re serious about listening to your people and making change.

She emphasises that meaningful progress doesn’t have to involve huge budgets. “It’s not about spending lots of money; it’s about giving time, energy and focus. Small steps are good steps – they build trust and can make a real difference.”

Leadership buy-in is also crucial. “Without that commitment, initiatives can fade quickly,” says Sue.

Finally, she encourages employers to celebrate early wins and measure progress through engagement. “Sometimes the benefit is simply that people feel heard, respected and valued — and that’s what keeps them committed to your organisation.”

What can I do next?

Conduct research among older employees and consider setting up staff networks to drive change.
Win buy-in from the top by showcasing potential benefits for the organisation.
Run events to challenge age stereotypes and celebrate diverse experiences.