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The workforce in the EU is ageing, and this requires investment in older workers so that the organisations in which they work remain competitive and viable. One such investment takes the form of organising and facilitating intergenerational learning: learning between and among generations that can lead to lifelong learning, innovation and organisational development. However, successfully implementing intergenerational learning is complex and depends on various factors at different levels within the organisation. This multidisciplinary literature review encompasses work from the fields of cognitive psychology, occupational health, educational science, human resource development and organisational science and results in a framework that organisations can use to understand how they can create the conditions needed to ensure that the potential of their ageing workforce is tapped effectively and efficiently. Although not a comprehensive review, this chapter serves as a basis for further empirical research and gives practitioners an insight into solving a growing problem.
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