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THESE CASE STUDIES OFFER PRACTICAL EXAMPLES OF HOW TO CREATE AGE-INCLUSIVE TRAINING PROGRAMS. ON-THE-JOB TRAINING * STRUCTURE OF TRAINING: Occurs during the regular workday * COMPANY: Kuwait
National Petroleum Co. (KNPC) * INDUSTRY: Oil refining * WORKFORCE: Large (500+ employees) Kuwait National Petroleum Co. used structured on-the-job training for newly hired engineers, who
typically arrived with a general understanding of engineering theory and principles but lacked knowledge of their application to oil refining. This program differed from most types of
structured on-the-job training in that it focused on all the tasks performed in a particular position (for example, refinery engineer) rather than the general tasks performed by engineers
across the industry. With the input of subject-matter experts, a consultant and KNPC human resources, staff produced modules detailing the tasks involved in each process. Established
employees acted as mentors and monitors who trained new employees, reducing overall learning time from 53 to 36 months. JOB TRANSFERS AND ROTATIONS * STRUCTURE OF TRAINING: Employees
periodically try different roles within the company * COMPANY: Marriott International * INDUSTRY: Hospitality * WORKFORCE: Large (500+ employees) Marriott, with a rapidly aging workforce,
combined training and development opportunities, workplace flexibility, and health and wellness management for its hourly workers. Notably, the company started with cross-training sessions
to help workers develop new skills that could help them manage the physically demanding aspects of various jobs, then instituted job rotations once workers had been trained for several
positions. For example, a laundry worker (very physically demanding) might rotate into the lobby attendant position (less physically demanding) two days a week. Additionally, this allowed
greater flexibility when a worker needed time off, because more workers were able to perform the tasks. COACHING AND MENTORING * STRUCTURE OF TRAINING: Training occurs by participation in
coaching and mentoring teams * COMPANY: The Hartford * INDUSTRY: Financial services * WORKFORCE: Large (500+ employees) The Hartford brought together meaningful work and training
opportunities through its reverse-mentoring program. The younger mentors were early-career employees with technical skills, while the older mentors were leaders in the organization. The
Hartford used a variety of internal resources to spread the word about reverse mentoring, such as internal social media and other internal websites. For more information on age-inclusivity
for employers, visit aarp.org/employers.