AARP is strategically implementing artificial intelligence tools across its organization while championing the adaptability of older workers in an increasingly tech-driven economy. Marjorie Powell, AARP’s Chief Human Resources Officer, is leading the nonprofit’s AI integration efforts with a focus on ensuring employees of all ages are prepared for technological transformation in the workplace.
AARP’s AI implementation strategy began with Microsoft Copilot, leveraging their existing Microsoft infrastructure. The organization established a working group of key personnel to serve as “super users” who could experiment with AI tools and evaluate their fit within existing workflows. This cautious, deliberate approach allowed AARP to assess both the costs and comfort levels of employees before a full-scale rollout.
The pilot program yielded concrete results that shaped AARP’s broader AI strategy. The organization developed a comprehensive generative AI policy, including a use case approval process and mandatory training for all staff members. The training emphasized critical distinctions between internal and external AI use, appropriate information sharing, and the differences between public and private data. AARP encouraged employees to experiment with the technology, subsequently surveying them about practical applications, productivity enhancements, and mission-aligned use cases.
One of the most practical HR applications has been an AI-powered chatbot designed to handle routine employee inquiries. The chatbot, currently in pilot phase with 300-400 preloaded FAQs, addresses common questions about benefits, policies, FMLA procedures, W2 forms, and fitness credits. This automation frees HR team members from repetitive queries while providing employees with immediate access to information.
However, AARP draws a firm line on AI use in hiring processes. While the organization employs AI for candidate sourcing and has certified recruiters in Boolean search techniques, it deliberately avoids using AI for screening and interviewing. Powell cites persistent age bias in AI hiring tools as a critical concern, emphasizing that the technology hasn’t matured enough to eliminate discriminatory patterns.
Powell challenges common misconceptions about older workers and technology, noting that baby boomers were pioneers of the technological revolution. She points out that the 50-plus demographic represents significant consumers of technology products, with many possessing decades of experience adapting to technological change—from Commodore 64s and floppy disks to modern digital streaming platforms.
Key Quotes
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
Marjorie Powell, AARP’s Chief Human Resources Officer, challenges common misconceptions about older workers’ technological capabilities, emphasizing that baby boomers were pioneers in the tech revolution and remain highly adaptable to new technologies like AI.
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 judgement
Powell explains AARP’s decision to avoid using AI for candidate screening and interviewing, citing persistent age bias in AI hiring tools as a critical concern that requires human oversight to prevent discriminatory outcomes.
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. We take the same approach with AI
Powell outlines AARP’s philosophy for AI integration, emphasizing employee empowerment and support rather than top-down mandates, reflecting the organization’s commitment to inclusive technological adoption.
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
Powell uses her personal experience to illustrate the technological fluency of older workers, demonstrating that the 50-plus demographic has continuously adapted to technological change throughout their careers and remains eager to learn new tools like AI.
Our Take
AARP’s AI strategy represents a mature, ethically-grounded approach that balances innovation with inclusion—a model that’s increasingly rare in today’s rush to adopt AI. The organization’s willingness to acknowledge AI’s limitations, particularly regarding age bias in hiring, demonstrates leadership that prioritizes fairness over efficiency gains. This is especially significant given that age discrimination remains one of the least addressed forms of workplace bias, despite being widespread.
The emphasis on Communities of Practice for AI learning is particularly innovative, leveraging existing social learning structures rather than imposing formal training programs. This approach recognizes that effective AI adoption requires cultural change, not just technical skills. As AI continues reshaping work, AARP’s experience suggests that organizations must simultaneously invest in technology and challenge assumptions about who can effectively use it. The irony that AI tools designed to improve hiring may actually perpetuate age discrimination underscores the urgent need for more diverse perspectives in AI development.
Why This Matters
This story highlights the critical intersection of AI adoption and age diversity in the workplace, addressing two of the most significant workforce trends of our era. AARP’s measured approach to AI implementation offers a blueprint for organizations navigating technological transformation while maintaining inclusive practices across generational lines.
The organization’s decision to avoid AI in hiring due to age bias concerns underscores a growing recognition of algorithmic discrimination, particularly affecting older workers. As companies increasingly rely on AI for talent acquisition, AARP’s stance raises important questions about the maturity and fairness of these technologies. This positions age bias as a frontier issue in AI ethics, alongside more widely discussed concerns about racial and gender bias.
The emphasis on older workers’ technological adaptability challenges persistent stereotypes that could exclude valuable talent from the workforce. With people over 50 re-entering the job market in significant numbers due to economic pressures and rising healthcare costs, companies that embrace this demographic gain access to experienced professionals often willing to serve in mentorship and supportive roles. AARP’s experience demonstrates that successful AI integration requires both technological investment and human-centered policies that account for diverse workforce needs.
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