Building an Age-Friendly Workplace: A Guide for Irish Employers

With 67.7% of Irish workers aged 55-64 still in employment—and this figure projected to rise to nearly 75%—creating an age-friendly workplace isn’t just good practice. It’s essential for business success.

Yet many Irish employers still haven’t adapted their workplace practices to support a multi-generational workforce. According to research from DCU, flexible employment terms are critical for retaining employees as they age—but too many organisations continue to operate as if the traditional career trajectory (join young, retire at 65) still applies.

It doesn’t. The future of work in Ireland is longer, more flexible, and more diverse in age than ever before. Here’s how to prepare your organisation.

Why Age-Friendly Workplaces Matter

The Business Case

Let’s start with the numbers:

• 68% of Irish workers expect to retire between ages 60 and 69
• 1 in 12 (8%) have no intention of ever fully retiring
• Irish men have increased their average retirement age by almost two years compared to the EU average
• The employment rate for 55-64 year olds has seen the sharpest increase of any age group in recent years

This isn’t just about demographics—it’s about value. Experienced workers bring institutional knowledge, client relationships, problem-solving skills, mentorship capabilities, and stability and reliability in an era of high turnover.

The Legal Context

While Ireland has no mandatory retirement age, many employment contracts still specify retirement at 65 (or allow early retirement from 55-60). The Workplace Relations Commission has published guidance on best practice for longer working lives, emphasising the importance of meaningful engagement between employers and employees approaching retirement.

The key message? Retirement should be a conversation, not an ultimatum.

The Five Pillars of an Age-Friendly Workplace

1. Flexible Working Arrangements

Flexibility is consistently cited as the most important factor in retaining older workers. This includes:

Remote and Hybrid Working – Reduces commuting burden, allows better management of health conditions, and supports caring responsibilities.

Compressed Hours – Working full-time hours over fewer days appeals to workers seeking better work-life balance.

Part-Time Options – Gradual reduction in hours approaching retirement allows continued contribution whilst creating space for personal pursuits.

Phased Retirement – Structured reduction in responsibilities over months or years allows comprehensive handover and succession planning.

2. Health and Wellbeing Support

Older workers are generally healthier than stereotypes suggest, but targeted wellbeing support shows you value employees at every stage:

• Ergonomic assessments for all workers
• Appropriate lighting and acoustics
• Health screenings and check-ups
• Mental health support (retirement anxiety is real)
• Flexible policies for managing chronic conditions

3. Learning and Development

One of the most damaging ageist assumptions is that older workers can’t or won’t learn new skills. The evidence says otherwise—but organisations must create the right conditions:

• Ongoing training opportunities regardless of age
• Reverse mentoring – younger workers share digital skills, older workers share organisational wisdom
• Career development at every stage – lateral moves, project leadership, specialist roles

4. Recruitment and Retention Practices

Age-Neutral Recruitment

• Review job descriptions for age-coded language (“dynamic”, “digital native”)
• Focus on skills and competencies, not years of experience
• Ensure interview panels are age-diverse

Retention Strategies

• Regular stay interviews (not just exit interviews)
• Understand what motivates workers at different life stages
• Address ageism in workplace culture

5. Culture and Communication

• Combat ageism – age is often the forgotten diversity characteristic
• Include age in diversity and inclusion initiatives
• Ensure older workers are represented in company communications
• Normalise discussions about career stages and retirement planning

Getting Started: A 90-Day Plan

Days 1-30: Assess

1. Audit your workforce demographics
2. Review existing policies for age-friendliness
3. Survey employees on flexible working needs
4. Identify critical knowledge holders approaching retirement

Days 31-60: Plan

1. Develop or update flexible working policy
2. Create phased retirement framework
3. Identify training needs across age groups
4. Plan knowledge transfer initiatives

Days 61-90: Launch

1. Communicate new policies and opportunities
2. Train managers on age-friendly practices
3. Pilot mentorship or knowledge transfer programmes
4. Set up measurement framework

Conclusion

Creating an age-friendly workplace isn’t about special treatment for older workers. It’s about building an organisation that values contributions at every career stage, recognises that one size doesn’t fit all, and prepares for the reality of Ireland’s demographic future.

The employers who get this right will attract the best talent of all ages, retain institutional knowledge, and build workplaces where everyone can thrive.