If you work in an American Job Center or a state workforce agency, you already see it. More of the customers walking through the door — or logging into virtual services — are 55 and older.
The U.S. Government Accountability Office’s recent report (GAO-26-107439) puts data behind what many of us experience every day: older workers now make up a meaningful share of participants across major federal workforce programs — about 22 percent.
That is not a niche group. That is a core customer base.
So what does the report actually tell us — and what should we do differently, if anything?
First, the Numbers
GAO found that older participants are somewhat less likely to be employed in the second quarter after exit compared to younger participants — roughly 60 percent versus upper-60s to low-70s for younger cohorts.
At the same time, older jobseekers use career services at about the same rate as everyone else. The difference shows up in training. They are less likely to enroll.
That gap is worth paying attention to.
It does not necessarily mean older workers do not want training. It may mean the training we offer does not always fit their reality — time horizon, financial pressure, caregiving responsibilities, or proximity to retirement.
What Older Workers Are Saying
GAO also spoke directly with older adults at job centers. Their feedback will sound familiar.
Digital systems can be intimidating — not because they cannot learn, but because online job portals, password resets, resume uploads, and virtual interviews create friction.
Many said that even basic digital refreshers helped them significantly.
They also emphasized something we sometimes overlook: work is not just about income. It is about purpose, structure, identity, and connection.
And yes, age bias — real or perceived — shapes how they approach the labor market. Some assume employers prefer younger candidates. That belief alone can change behavior.
The Part That Matters for Us
GAO noted that promising practices exist in some local areas — targeted workshops, employer outreach, tailored services — but those ideas are not consistently shared across states and regions.
Innovation is happening.
It just stays local.
The formal recommendation is that the Department of Labor improve information sharing among state and local partners.
That is important at the federal level. But at the frontline level, we do not have to wait.
What This Means for Daily Practice
Let’s make this practical.
When an older jobseeker sits down with you, small adjustments can make a difference.
Instead of focusing only on “What job are you looking for?” try asking, “What does a good next chapter of work look like for you?” Flexibility? Stability? Benefits? Part-time? Something meaningful but less physically demanding?
Older workers often have clearer priorities. The key is drawing them out early.
On digital skills, consider being proactive. Rather than waiting for frustration, normalize support. “Most applications are online now — we offer short refreshers on navigating systems and virtual interviews. Would that be helpful?” Framing matters. When digital support is presented as standard, not remedial, uptake increases.
When it comes to resumes, shift the focus from years of service to measurable outcomes. Employers respond to results and adaptability. Help participants highlight recent accomplishments, current tools, and ongoing learning. Tenure alone does not sell. Relevance does.
And on training — be explicit. How long does it take? What is the wage outcome? Is there an employer attached? Older workers often calculate time differently. Short-term, targeted credentials can be more compelling than longer academic pathways.
Employer Conversations Matter Too
Frontline staff have more influence with employers than we sometimes acknowledge.
When you talk to business customers, emphasize reliability, retention, and experience. Ask whether they are open to candidates with extensive prior experience who may not follow a linear career path.
Sometimes the barrier is not policy. It is assumption.
A Quiet Shift in Perspective
Older workers are not a special population. They are not a side program. They are an expanding share of the labor force and of our system.
The GAO report does not call for a wholesale redesign of workforce programs. It suggests that better alignment — better questions, clearer framing, smarter employer engagement, more practical training pathways — could narrow outcome gaps.
For frontline professionals, that is encouraging.
It means improvement is within reach.
Demographics are changing. The system is already serving older workers. The opportunity now is to serve them more intentionally — and to share what works so that promising practice does not stay isolated.
That is a shift we can start today.