Nichola Hay MBE, Director of Apprenticeship Strategy and Policy at BPP on providing reskilling opportunities for older workers.
Older workers often lack access to reskilling due to age-related bias. In fact, Corndel’s Workplace Training Report 2024 found that 55 percent of employees aged 55+ hadn’t had digital tools or technologies training in the last 12 months, compared to only 27 percent of 18–25-year-olds.
With a looming £27.6 billion economic loss tied to digital skills shortages, putting 380,000 roles at risk, excluding experienced staff from reskilling risks compounding an already critical skills gap – especially as, as of May 2023-May 2024, there were 9.4 million payrolled employees aged 50 and over.
Clearly, urgent action from employers, training providers and the government is needed to dismantle the structural barriers preventing older workers from accessing training. But practical solutions are already available, and these should be utilised. From introducing lifelong learning policies, to encouraging equal training through KPIs and implementing unconscious bias training, businesses can ensure that older workers remain a dynamic, innovative force in the economy.
But where to start?
Organisational changes
We often see training and upskilling initiatives offered to junior team members, with employers under the impression that this will deliver longer term return on investment. However, at BPP we are advocates for lifelong learning, which is a process of continuous acquisition of new skills, knowledge and competences that spans a lifetime.
By embedding a lifelong learning policy into the organisation, employers demonstrate a clear commitment to supporting development at every career stage. As part of this approach, learning and development teams should ensure equitable access to training budgets across age groups and integrate age considerations into tailored talent development strategies.
Some companies, such as BT in the UK, have launched continuous learning platforms that track and encourage all employees, regardless of age, to log learning hours as part of annual performance. This is positive as it positions training not as a “catch-up” for older workers but as part of a shared, continuous learning culture.
Additionally, unconscious bias often plays a role in who gets put forward for training opportunities. Managers may assume older employees are less interested in learning new skills and therefore deprioritise them. In fact, it has been found that more than one in five people (22%) view providing in-job training for workers over 50 as a waste of resources. However, it is important that companies introduce bias-awareness training for managers and HR teams, covering specific misconceptions about older workers.
Employers can also measure managers, or set KPIs on inclusivity in their team development, and include how evenly training opportunities are distributed in this measurement. Linking training participation to formal review processes makes it part of the culture rather than a “nice-to-have.” In addition, shifting towards a more skills-based organisation helps embed inclusivity across age groups. By focusing on the skills needed for roles rather than assumptions about age or career stage, employers create more transparent pathways for development. This approach ensures that training is allocated based on capability gaps and business needs, opening up opportunities for both younger and older employees, and challenging stereotypes about who is most suited to learn or progress.
Tailored training initiatives
Something that we are seeing more of across industries is reverse mentoring. Employers are pairing older workers with younger colleagues to exchange knowledge. This way, older staff have a platform to share industry expertise, while younger staff can share digital fluency and fresh perspectives on emerging technologies.
Tailoring training is crucial when supporting a multi-generational team. An example that resonates with Gen Z employees may not land in the same way with older colleagues, and vice versa. To be effective, examples and scenarios should feel relevant to people’s roles and responsibilities. Training can therefore be organised by level, department, role type, or experience, ensuring inclusivity without creating a divide between younger and older staff.
Policy changes
Ultimately, addressing unequal access to training requires systemic change. While cost can understandably be a barrier to providing formal learning for whole teams, there is a clear role for government support in easing these pressures. Introducing financial incentives making it more attractive for businesses to invest in reskilling and lifelong learning would be a good place to start.
A future solution could take inspiration from the apprenticeship levy but go further, by combining employer tax reliefs that incentivise businesses to invest in older staff with individual learning credits that give workers the power to take charge of their own development. This dual approach would balance organisational needs with personal empowerment, helping to create a genuinely inclusive lifelong learning culture.
Positively, the UK government already funds various initiatives to help people of all ages access new training and career opportunities through Apprenticeships, Skills Bootcamps and Sector-based Work Academy Programmes (SWAPs). These programmes are especially helpful for those who have taken a career break, or older people returning to the workplace. They provide targeted training to help older workers learn in-demand skills, gain qualifications and work experience, build confidence, connect with potential employers and enhance their CVs.
Final thoughts
Creating equal access to training across age groups not only helps close skills gaps but also fosters a culture of continuous learning that enhances inclusion and belonging at work. When development opportunities are relevant, flexible, and empowering, they strengthen the skills of older workers while boosting organisational resilience and long-term competitiveness.
