Dayang Kartini Abang Ibrahim is a Senior Lecturer at the Faculty of Cognitive Sciences & Human Development at the University Malaysia Sarawak (UNIMAS). Between April and December 2026, she is a Visiting Researcher at the UNESCO Institute for Lifelong Learning (UIL) in Hamburg. She shares her insights on lifelong learning, workforce ageing, and ageing readiness, with a particular focus on how organisations can prepare individuals across their career life cycle through continuous learning, holistic development through multiple forms of literacies, and sustainable human development practices.

For decades, discussions about ageing have largely focused on retirement. The assumption has often been simple: people work, retire, and then gradually step away from contribution and productivity. Yet demographic realities are beginning to challenge this way of thinking. Across the world, societies are ageing, workforces are becoming older, and organisations are increasingly dependent on experienced employees who hold valuable knowledge, skills, and networks. Ageing education is conceptually adapted from life-course and lifelong learning perspectives (Elder, 1998; UNESCO, 2022) and refers to continuous learning that equips individuals with the knowledge and skills to understand, prepare for and adapt to ageing throughout life. In this context, one critical question often receives less attention: what happens when the workforce itself grows older?
The question is particularly relevant in my home country. Malaysia has already crossed the threshold of an ageing society, people aged 65 and above accounted for 8 percent of the population in 2025 according to the national Current Population Estimates. Nevertheless, most organizations still approach learning and development through a short-term lens. Individuals are trained to perform current tasks, meet performance targets, or adapt to immediate operational demands. Retirement preparation, if it exists at all, is often introduced only near the end of a career. This raises an important concern: are organisations preparing people only for jobs, or are they preparing them for long-term contributions across their life stages?
In Malaysia, the Employees Provident Fund (EPF), the country’s retirement savings fund, promotes long-term saving and financial planning. MYMidCareer40, an initiative under MYFutureJobs, supports jobseekers aged 40 and above through career transitions. These initiatives reflect growing awareness of the need to prepare people for longer lives and changing careers. However, they focus mainly on financial security or mid-career support. A key gap remains: a holistic approach to ageing readiness that begins when individuals first enter the workforce.
Most current workforce development approaches remain heavily centred on technical competencies, short term productivity and immediate organizational outcome. As a result, organisations may lack systematic developmental mechanisms that prepare individuals progressively for sustainable and ageing readiness across different career stages. Furthermore, individuals experience different life circumstances, responsibilities, career trajectories, health conditions, financial situations and personal aspirations throughout their lives. These differences will shape their learning needs and opportunities at the different stage of life. Organisations must move beyond a ‘one size fits all’ approach to individuals’ development. They need to encourage their workforce to develop multiple literacies, including digital, financial, health, social emotional and learning literacies to enable them maintaining the human connections, empathy and a sense of purpose. By building these literacies within a supportive learning ecosystem, organisation can help individuals remain resilient, engaged and productive throughout their working lives.
Importantly, ageing education is not only about employability or technical skills. It may also depend on broader dimensions of human development. This approach moves beyond traditional training models. Instead of isolated courses or one-time interventions, organisations may need structured readiness systems that allow employees to continuously assess, develop, and navigate their long-term growth. In many ways, the ageing education functions like a developmental compass, helping employees understand where they are, what challenges they may face, and what forms of support may be needed across different life and career transitions.
The issue is becoming increasingly important as organisations face challenges related to ageing workforces, knowledge loss, succession planning, and changing workforce expectations. Many organisations already recognise the importance of talent development, but fewer have systems designed specifically to support sustainable and meaningful longer working lives. In my view, Malaysia can begin by embedding ageing education within existing human resource development (HRD) structures rather than creating a separate system. For example, organisations could offer financial, health and digital literacy in early career; reskilling and caregiving support during mid-career; and mentoring, knowledge transfer and flexible work arrangements in later career. This would complement initiatives such as EPF and MYMidCareer40 while preparing Malaysians not only for retirement, but for longer, healthier and more meaningful working lives.
Of course, many questions remain open. Can organisations realistically integrate such a broad system into existing structures? How can learning systems balance organisational goals with individuals’ broader life needs? What role should governments, universities, and communities play alongside with the organisations? And what role might digital learning and AI take to reshape preparation for ageing in the future?
Perhaps the future challenge is no longer whether organisations can support ageing individuals, but whether organisations are prepared to guide individuals systematically towards healthier, more sustainable, and more meaningful longer working lives.








