Marvin OnumonuMichèle Dennison, author of the U-Work Case Study and future of work strategist, discusses why flexible employment models signal a pivotal shift in rethinking work for longer working lives, and more varied multigenerational workplaces.
As the author of the ProAge U-Work case study, what drew you to tell this story? Was there a particular moment or insight that made you want to document Unilever’s approach?
I have a deep interest in demographic change and the future of work and have been collaborating with ProAge to highlight positive, innovative employer practices. We wanted to surface genuinely reimagined approaches to work – not just incremental tweaks. U-Work emerged as one of those rare, positive stories: a large, globally recognised corporate brand experimenting with a truly innovative employment model.
What really drew me in was seeing experimentation mature into something proven and scalable: five years after launch, U-Work had become a flagship flexibility programme at Unilever, balancing individual needs – flexibility, freedom, and being seen as whole people – with business needs for agility, skills, and continuity. That balance made it a story I felt was important to share more widely.
Based on your experience in workplace strategy and age inclusion, what are the most significant strategic implications of demographic change for the future of work?
Demographic change is one of the biggest social, economic, and cultural shifts we’re navigating. The traditional three-stage life model – education, a long career, then cliff-edge retirement – no longer fits. The workforce is rapidly reshaping, with people aged 50 and over becoming the largest customer and talent segment; by 2030, over half of the workforce will be over 50.
This has profound implications for workforce planning, knowledge retention, productivity, learning, health, and retirement transitions. Organisations must stop treating age as a niche HR or diversity, equality and inclusion (DEI) issue – instead, demographic change should be a central business strategy pillar, impacting everything from research and development (R&D) and product design to marketing and operations.
How are organisations adapting to longer working lives and multigenerational workforces?
Some employers, like Unilever, are taking thoughtful, proactive steps – designing for flexibility from a strategic perspective rather than seeing it as a perk, and taking a purposefully intergenerational and age inclusive approach across the various elements of the employee journey, for example, recruitment, learning and development, and team composition.
However, organisations are uneven in their response. One of the biggest hurdles to getting started is often around data: many employers don’t track age as a key metric, so they lack visibility over risks and opportunities in the people space – who joins, progresses, exits, and when. Without this data it’s hard to plan for knowledge retention, capability and workforce resilience. There’s also a widespread mindset challenge: demographic change is too often seen purely as people issue, when it should be seen as essential to business resilience and workforce competitiveness.
How does the U-Work model operate in practice, and what sets it apart from traditional flexible working, especially for older workers and those returning to work?
U-Work fundamentally changes the employment relationship. People leave their conventional full-time roles and join a U-Work pool, receiving a small monthly retainer for income security, plus pay for assignments. They remain part of the Unilever “family” and retain some core benefits but are free to choose which assignments to accept – a minimum annual commitment is required, but saying “no” doesn’t count against them.
This mature, two-way relationship is distinct from both traditional employment and gig work. For older workers or retirees, it means they can blend pension income with flexible work, extending careers without rigid structures.
For example, one participant took a six-week holiday in Australia – impossible in a standard job – then returned seamlessly. The model offers flexibility and security for individuals, while the business maintains access to experienced, committed talent.
Your case study highlights strong interest in U-Work from both older and younger employees. Why does it appeal across generations, and what does this say about shifting career expectations?
U-Work recognises that people’s lives are complex, and work is just one part. Older workers value the ability to work on their terms – some who’ve retired draw a pension while staying engaged, contributing skills, and having time for other interests. Younger workers are drawn to the flexibility for family, caring, or side projects.
For example, Claire, a marketing professional, was able to develop a children’s writing career while parenting, thanks to U-Work. This cross-generational appeal reflects the growing desire for non-linear, portfolio-style careers, where people can dial work up or down and move in and out of roles as life changes, without penalty.
How can employers foster better intergenerational collaboration and knowledge transfer, through U-Work and other initiatives?
Employers should be deliberate and purposefully intergenerational by design. This means embedding age diversity in job/team design, project structures, co-creation processes and learning and development. Examples include intergenerational mentoring and learning exchanges (with learning flowing both ways), intergenerational teams, job-sharing, and visible, valued knowledge exchange.
U-Work supports this by keeping experienced people connected to the organisation – even after “retirement” – so they can be involved in projects, mentoring, or knowledge transfer as needed. The broader principle is to treat intergenerational practice as a design question, not an optional extra.
What are the main challenges and opportunities in promoting age inclusion, both in workplaces and in community/creative initiatives like The Life Style Project CIC, a community art based intergenerational project?
The biggest challenge is the persistence of outdated narratives and negative attitudes about age and ageing, which create silos and stifle potential and connection. These narratives limit social intergenerational mixing and undervalue contributions based on age.
The opportunity is to design for age inclusion, supporting longer, more varied, and healthier working lives, and fostering contribution and connection beyond formal work. Initiatives that unite different ages around shared interests can break down stereotypes and reframe ageing as a time of growth and engagement rather than of decline, and build relationships across age groups in a range of settings – unlocking both human potential, social cohesion, and tackling social isolation.
In your work with ProAge.org and other networks, what misconceptions or barriers do organisations face when advancing age inclusion and redesigning work for longer careers?
A major barrier is treating age inclusion at work as peripheral or a “nice to have” HR or diversity concern – rather than as central to business resilience and innovation. There are persistent ageist myths, such as older workers being less adaptable, especially with technology or artifcial intelligence (AI), which evidence does not support, particularly if the right support is given.
Structural barriers include workforce systems designed around the outdated three-stage life model, making it hard to accommodate phased retirement, career breaks, or re-entry after “retirement.” Overcoming these barriers demands a strategic reframing of longevity, better data, and more flexible career structures.
Can you share examples of how creative collaboration and cross-generational partnerships have sparked innovation or meaningful change in your projects?
In the U-Work case study, older workers who’d “retired” were able to return on flexible terms, blending continuity with freedom to pursue other priorities. They spoke positively about feeling seen and respected. Younger participants, meanwhile, could combine caring, side projects, or creative work with ongoing careers.
This shows how cross-generational use of U-Work can reset expectations and foster innovation, loyalty, and ongoing access to skills – reinventing the relationship between people and organisations.
What trends or innovations most excite you for the future of work and intergenerational practice?
I’m excited by the intersection of AI and digital technology with longer working lives and intergenerational practice. AI-enabled workplaces can augment human work if implemented inclusively, ensuring people of all ages are involved and supported.
However, the crystalised human intelligence, critical thinking and judgement gained from years of experience is something that AI can’t provide.
The concept of an “intergenerational productivity dividend” is also compelling and there’s a growing body of evidence that organisations benefit when they intentionally leverage multigenerational teams. Experimentation with employment models, like U-Work, and a focus on continuous learning and flexible transitions, aligns well with longer, varied life courses.
What advice would you give HR leaders and business strategists wanting to build resilient, age-inclusive, multigenerational teams?
Begin with the data: track age demographics across the employee lifecycle to highlight risks and opportunities, such as knowledge loss or underrepresentation. Build a longevity strategy covering workforce design, health and wellbeing, learning, flexibility, and retirement/re-entry pathways.
Design flexibility to meet real-life needs at different stages and accept that one size won’t fit all. Make lifelong learning and knowledge transfer core capabilities, and be purposeful about intergenerational exchange in mentoring, team design, and project work.
Looking to the future, how do you see the role of responsible HR management evolving in light of demographic change, longer careers, and shifting employee expectations?
Responsible HR will be judged by how well it helps organisations navigate longevity and longer, more varied working lives. Rather than focusing solely on compliance or discrete initiatives. HR professionals will need to integrate age and demographic realities into core business transformation – designing flexible job and career structures, supporting health and wellbeing, and facilitating phased transitions. HR will also need to ensure that all employees, regardless of age, can develop new skills, especially with AI’s rise, making HR a steward of intergenerational balance and resilience.
I hope my work helps reframe demographic change as an opportunity, not just a challenge. Through case studies like U-Work, I want to show that models can be built where individual flexibility and business agility reinforce each other. I’d like individuals to see longer lives as offering more choice – to reshape work around various life phases, combine paid work with caring, travel, or creative pursuits, without losing meaningful contribution.
For organisations, I hope the message is that treating people as whole humans and giving real flexibility brings back commitment, loyalty, and advocacy. Ultimately, I’d like longevity and intergenerational thinking to become a central part of the future of work conversation.
