How AARP is Navigating AI to Empower a Multigenerational Workforce
As the chief human resources officer at AARP, Marjorie Powell is on a mission to ensure that the nonprofit’s workforce is ready to embrace the technological changes reshaping the modern workplace. With a focus on the needs of a multigenerational workforce, Powell is leading efforts to integrate artificial intelligence (AI) into AARP’s operations while addressing the unique challenges and opportunities it presents.
“Our goal in everything we do for our employees is to provide the resources, support, and capabilities they need to make good decisions within the company’s guidelines,” Powell explained. “We take the same approach with AI.”
But Powell’s work doesn’t stop with AARP’s internal operations. As an advocate for the 50-and-over demographic, she is also challenging stereotypes about older workers in a tech-driven economy. “There’s an assumption that people over a certain age are not comfortable with technology, but what’s overlooked is that many older people—particularly those at the end of the baby boomer generation—were at the forefront of this technological revolution,” she said.
Introducing AI at AARP: A Thoughtful Approach
When AARP decided to explore AI, the organization opted to use Microsoft’s Copilot, a decision influenced by its existing relationship with Microsoft. Powell and her team secured enough licenses to create a working group of “super users” tasked with experimenting with the technology and determining how it could fit into AARP’s workflows.
“We wanted to learn and figure out what works and what doesn’t,” Powell said. “Then, we could make a decision about how we were going to roll it out to the company, since one, it’s costly; and two, we wanted people to feel comfortable with it.”
The working group’s findings were instrumental in shaping AARP’s approach to AI. The organization developed a generative AI use case approval process, issued a policy, and implemented mandatory training for all staff. The training covered both internal and external uses of AI, emphasizing the importance of understanding what types of information could be shared publicly versus privately.
Encouraging Exploration and Collaboration
To foster a culture of learning, AARP encouraged employees to experiment with AI tools. Staff members were surveyed about their experiences, including how they were using AI, the use cases they had developed, and how the technology was enhancing their productivity. This feedback helped AARP identify best practices and areas for improvement.
Additionally, AARP leveraged its existing “Communities of Practice” model to create an AI-focused group. These communities function like employee resource groups but are centered on learning and development within specific industries. The AI Community of Practice became a space for employees to share insights, learn from one another, and explore the potential of AI together.
AI in HR: Streamlining Processes with Chatbots
One of the most promising applications of AI at AARP has been in the human resources department. Powell’s team receives numerous inquiries from employees about benefits, policies, and procedures. Questions range from “How do I sign up for FMLA?” to “Is my Peloton eligible for the fitness credit?”
To address these repetitive queries, AARP developed an HR chatbot capable of answering frequently asked questions. The chatbot, which is currently in a pilot phase, has been preloaded with 300-400 questions and answers. It directs employees to the right information quickly and efficiently, reducing the burden on HR staff and improving the employee experience.
AI in Hiring: Proceeding with Caution
While many companies are using AI tools in hiring, Powell is cautious about its application in this area, particularly when it comes to screening and interviewing candidates. “We use AI for sourcing candidates,” she said, noting that AARP recruiters are trained in Boolean searches to identify talent with specific skill sets. However, the organization avoids using AI for screening and interviewing due to concerns about bias.
“The technology is still very biased, specifically when it comes to age,” Powell explained. “Until the technology matures enough to minimize bias, I don’t believe it’s a good idea to use it without that human component of judgment.”
Challenging Ageism in the Workplace
Powell is also addressing the broader issue of ageism in the workplace. She believes that companies should strive to be inclusive of talent across all age groups, particularly as more people over 50 are re-entering the workforce due to economic pressures and rising healthcare costs.
“Many in that age group have valuable skills and experience and are eager to return,” Powell said. “They often say, ‘I don’t need to be in a leadership role. Been there, done that. I just want to help and be of use.’ They also naturally take on mentorship roles, as people seek their guidance. By embracing this segment of the workforce, companies can gain huge value.”
Debunking Myths About Older Workers and Technology
One of the most persistent misconceptions about older workers is that they struggle with technology. Powell is quick to dispel this myth, pointing out that baby boomers were pioneers in the tech era. “In fact, they are among the largest consumers of technology products. Tech companies really need to pay attention to this demographic,” she said.
Reflecting on her own experiences, Powell shared, “I’m about to turn 60, and I was selling Commodore 64s when I was in high school. I’ve seen everything from floppy disks to CDs, to cassette tapes, to 8-tracks, to digital streaming and everything else. I’ve experienced all versions of technology, and I’ve adapted. I’m still willing to adapt, and I’m still learning.”
Key Takeaways from AARP’s AI Journey
AARP’s approach to integrating AI into its operations offers valuable lessons for other organizations navigating similar challenges. Here are some key takeaways:
- Start Small: Begin with a pilot program or working group to test AI tools and identify best practices before rolling them out company-wide.
- Provide Training: Ensure employees understand how to use AI responsibly and effectively through mandatory training programs.
- Encourage Exploration: Create opportunities for employees to experiment with AI and share their insights through collaborative groups like Communities of Practice.
- Address Bias: Be cautious about using AI in areas like hiring where bias could have significant consequences.
- Embrace Diversity: Recognize the value that older workers bring to the table, particularly in a tech-driven economy.
By taking a thoughtful and inclusive approach, AARP is not only preparing its workforce for the future but also setting an example for other organizations to follow.
Originally Written by: Rebecca Knight
