Integrating AI into the Baby Boomer & Gen X workplace

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings As AI continues to be integrated into aspects of daily life, its addition to the workplace is inevitable. Older employees provide irreplaceable capital to firms with their long-term experience and developed skills, and as such, ensuring they are capable of optimizing this technology is essential to inclusion and the continued development of invaluable employees. In the article by Rastogi et al. (2025), the authors posit that reverse mentoring is a valuable program to ensure older employees have a positive relationship with AI integration and reap the benefits both individually and firm-wide. Research limitations/implications This article offers insights into the challenges older employees face with AI integration, and offers a solution in the form of reverse mentoring to not only connect employees to the technology, but to each other. Practical implications Firms should consider developing reverse mentoring programs for older employees to adapt to the technological changes in the workplace and create a more dynamic, adaptable digital workplace culture. Firms should encourage intergenerational collaboration further via cohesion training, shared projects, and intergenerational communication frameworks. Firms should carefully consider the impacts of integration on their older employees before integrating AI tools, to ensure the benefits outweigh the potential costs. Human resource managers should ensure they encourage reverse mentoring, ensure policies are distinct and accommodating of all generations, and ensure they do not hire based on ageism. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Publication Details

Journal
Development in Learning Organizations An International Journal
Published
2026-02-19
DOI
https://doi.org/10.1108/dlo-01-2026-0049
Primary Topic
Technology Use by Older Adults
Type
article
Field-Weighted Citation Impact
0.00
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article

Integrating AI into the Baby Boomer & Gen X workplace

Development in Learning Organizations An International Journal
Technology Use by Older Adults
article

Integrating AI into the Baby Boomer & Gen X workplace

article en

Abstract

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings As AI continues to be integrated into aspects of daily life, its addition to the workplace is inevitable. Older employees provide irreplaceable capital to firms with their long-term experience and developed skills, and as such, ensuring they are capable of optimizing this technology is essential to inclusion and the continued development of invaluable employees. In the article by Rastogi et al. (2025), the authors posit that reverse mentoring is a valuable program to ensure older employees have a positive relationship with AI integration and reap the benefits both individually and firm-wide. Research limitations/implications This article offers insights into the challenges older employees face with AI integration, and offers a solution in the form of reverse mentoring to not only connect employees to the technology, but to each other. Practical implications Firms should consider developing reverse mentoring programs for older employees to adapt to the technological changes in the workplace and create a more dynamic, adaptable digital workplace culture. Firms should encourage intergenerational collaboration further via cohesion training, shared projects, and intergenerational communication frameworks. Firms should carefully consider the impacts of integration on their older employees before integrating AI tools, to ensure the benefits outweigh the potential costs. Human resource managers should ensure they encourage reverse mentoring, ensure policies are distinct and accommodating of all generations, and ensure they do not hire based on ageism. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Development in Learning Organizations An International JournalVol. 40(2)
Reduced inequalities
Openalex Percentile: Top 59%
Technology Use by Older Adults
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