By Dr. Gleb Tsipursky

Remote work has become a game-changer for older individuals with disabilities, offering a solution that not only improves their employment prospects but also brings substantial economic benefits, according to a new study from the Center for Retirement Research at Boston College. Before the pandemic, many older workers with disabilities faced significant barriers to remaining employed. However, the rise of telework during COVID-19 has enabled this demographic to continue working, contributing to a more inclusive labor force.

The Economic Advantages of Remote Work for Older Workers With Disabilities

The surge in remote work has had a profound impact on the employment rate of older workers with disabilities. The new study shows that employment among individuals aged 51-64 with disabilities is now higher than pre-pandemic levels. This increase can be attributed almost entirely to remote-capable jobs, which eliminate the need for commuting and provide the flexibility needed to accommodate various health conditions. For many older workers, traditional jobs are often not feasible due to physical constraints or health-related issues. Remote work, however, offers a unique solution by allowing these individuals to work from their homes, where they can manage their workspaces and schedules to suit their needs.

This new research aligns with an earlier peer-reviewed study published in 2023 in Disability Health Journal, analyzing employment trends for people with and without disabilities during and after the pandemic, which underscores the positive impact of telework on disability employment. While both groups experienced similar job losses during the COVID-19 recession in 2020, people with disabilities saw a faster recovery in subsequent years, especially in occupations conducive to remote work. Employment for people with disabilities grew rapidly from Q4 2021 through Q2 2022, outpacing their non-disabled counterparts, particularly in teleworkable and non-frontline roles.

This trend has far-reaching economic implications. Workers with disabilities who might have left the labor force or retired early are now able to stay employed longer, maintaining their income and contributing to economic productivity. This reduces the need for government support through programs such as Social Security Disability Insurance (SSDI) and decreases the economic burden on families and communities. Moreover, businesses benefit as well, as they can access a larger talent pool without the costs of physical accommodations often required in traditional office settings.

No wonder that disability advocates raise alarms about stringent RTO mandates, such as Amazon’s recent demand for full-time in-office work, which will seriously endanger employment for workers with disabilities, especially older workers. Such mandates belie the commitments of Amazon and other organizations with strict RTO mandates to inclusivity in their workforce, without any clear benefits for organizational outcomes, since even the most supposedly data-driven companies like Amazon acknowledge they lack data backing up RTO mandate decisions.

How Remote Work Removes Barriers for Older Workers With Disabilities

For older individuals with disabilities, remote work eliminates some of the most common obstacles, such as commuting and the physical demands of traditional office environments. These issues often force individuals out of the labor force or into early retirement. Remote work also allows workers to customize their home environment, reducing the need for costly workplace accommodations. This shift is beneficial for businesses as well, as it lowers the expenses associated with making in-office modifications.

Moreover, remote work has expanded the employment options available to people with disabilities by making jobs previously out of reach more accessible. For example, roles that require extensive travel or in-person interaction can now be performed from home, allowing workers with limited mobility to participate fully in professional settings. The ability to work from home has been especially critical for those managing chronic conditions, providing the flexibility to integrate medical needs into their work schedules.

Research also highlighted that older workers who had prior experience in remote work or had been employed recently were better positioned to capitalize on the expansion of telework. This is because familiarity with remote tools and workflows eased the transition, making it less challenging for them to adapt. By contrast, those with no prior telework experience or who had been out of the labor force for a long time saw little benefit. This gap suggests that additional support, such as vocational training or targeted job placement programs, is needed to help these individuals access the benefits of remote work.

Tight Labor Market Effects

The positive impact of telework for older workers with disabilities has been magnified by the tight labor market in recent years. As the economy recovered, the number of job openings quickly outpaced the number of unemployed job seekers. In such a scenario, businesses became more willing to offer flexible working conditions to attract talent, leading to more accessible opportunities for individuals with disabilities.

However, labor market tightness is not a permanent condition. If the labor market were to ease, there is a risk that these remote work opportunities could decline, reversing some of the gains made by this demographic group. Therefore, it is crucial for both employers and policymakers to recognize the value of maintaining flexible work arrangements to support the long-term employment of older workers with disabilities.

The positive trends seen during the COVID-19 economic recovery contrast sharply with previous recessions. For instance, during the Great Recession of 2007-2009, workers with disabilities faced disproportionately higher job losses and took longer to recover. The lack of flexible work options and a slower pace of job creation for marginalized groups meant that disability employment did not return to pre-recession levels, reinforcing a long-term downward trend.

The key difference this time around has been the accelerated adoption of remote work. This structural shift has created a more inclusive labor market, allowing people with disabilities to compete for jobs that were previously inaccessible. Telework has gone from being a niche accommodation to a mainstream employment practice, which has fundamentally altered the landscape of disability employment.

Policy Implications and the Need for Sustained Flexibility

As businesses and policymakers evaluate the future of work, it is critical to consider the role of remote work in promoting economic inclusion. The findings suggest that sustaining remote work options could have long-lasting benefits for older workers with disabilities. By continuing to offer flexible work arrangements, companies can retain experienced talent and reduce turnover costs. This approach also aligns with broader goals of diversity, equity, and inclusion by creating a more accessible workplace for everyone.

For policymakers, these trends highlight the need to promote telework as a reasonable accommodation under disability rights laws. This includes enforcing compliance with the Americans with Disabilities Act (ADA) and ensuring that workers with disabilities have access to the technology and resources needed to succeed in remote roles. Additionally, the expansion of telework-friendly jobs could serve as a key strategy for increasing labor force participation among older workers, helping to counteract the negative demographic trends associated with an aging population.

Conclusion: A Win-Win for Workers and the Economy

The shift to remote work has been a lifeline for older workers with disabilities, transforming their employment prospects and enabling them to stay active contributors to the economy. While remote work may not be a silver bullet for all workers with disabilities, it has proven to be a highly effective tool for reducing barriers and promoting economic inclusion. However, to sustain these gains, both businesses and policymakers must commit to maintaining flexible work options and supporting ongoing research to understand the long-term impact of remote work on disability employment.

Ultimately, the future of remote work holds promise for creating a more equitable and inclusive workforce, benefiting not only older workers with disabilities but also the broader economy. By embracing the lessons learned during the COVID-19 pandemic, we can ensure that remote work continues to be a viable and valuable option for all.

About the Author

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles in prominent venues such as Harvard Business Review, Fortune, and Fast Company. His expertise comes from over 20 years of consulting for Fortune 500 companies from Aflac to Xerox and over 15 years in academia as a behavioral scientist at UNC-Chapel Hill and Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

By Dr. Gleb Tsipursky 

As the senior vice president of strategy and digital initiatives at RXR, a $20 billion vertically integrated real estate investment manager, Andrew Min has a sweeping view of how the industry is evolving. From residential towers to office complexes, from industrial infrastructure to hospitality-infused living spaces, RXR touches nearly every facet of the built environment. But what sets RXR apart isn’t just the portfolio—it’s how the company is deploying generative AI to enhance its operations and, more importantly, to empower its people, as he shared in his interview with me.

Building From the Ground Up

In an industry often late to embrace digital transformation, RXR began laying its technological foundation long before generative AI captured headlines. “We embraced early on the idea that if we wanted to be systematic in our decision-making, we needed clean, purposeful data and the tools to derive insights from it,” Min explained. That clarity of intent—paired with a practical approach to identifying real problems before choosing tools—enabled RXR to avoid the “hammer looking for a nail” trap that ensnares many organizations exploring Gen AI

Instead of pursuing a vague innovation agenda, RXR built a tightly integrated data ecosystem aligned with business needs. It collected only the data necessary to solve defined use cases, then expanded from there. This disciplined approach now powers a range of AI applications that are deeply embedded into operations and culture.

Personalizing Hospitality at Scale

RXR’s use of Gen AI goes beyond automation—it’s about cultivating human connection at scale. Take their residential buildings. “Residents feel loyal when they feel known,” said Min. In practice, that means remembering birthdays, pet anniversaries, and preferences—not easy when managing hundreds of units.

To meet that challenge, RXR started by creating a lightweight CRM infused with Gen AI. The system prompts staff about meaningful dates and suggests personalized gestures. If a resident once appreciated a sugar-free gift, the tool remembers and adapts future suggestions accordingly. This isn’t about digital replacements—it’s about augmenting frontline staff with memory and context, enabling moments of real delight.

RXR’s proprietary messaging platform provides another layer of intelligence. A natural language processing engine analyzes thousands of daily resident messages, scoring sentiment and identifying recurring topics. When sentiment at a building trends negative, the AI flags issues—like parking complaints or potential water leaks—often before staff can detect them onsite. That insight enables timely interventions and transparent communication that strengthens trust.

Driving Performance Through Data

Beyond resident experience, RXR uses predictive algorithms to boost financial performance. A key metric? Renewal rates. “Renewals are a proxy for satisfaction,” Min said. One analysis found that residents who used certain amenities—like a hidden “speakeasy” event space—were exponentially more likely to renew. Others showed only modest correlation.

These insights now inform capital expenditure decisions and resident programming. At a downtown Brooklyn property, where fitness enthusiasts abound, RXR doubled down on wellness-focused events rather than spending blindly on one-size-fits-all upgrades. “It’s not about spending more,” said Min. “It’s about spending smarter.”

Gen AI also helps maintain tenant satisfaction even when service delays occur. For example, if a work order remains open for too long, the system prompts staff to proactively message the resident, explaining the delay and reaffirming attention to their issue. It’s not just about closing tickets—it’s about preserving trust.

Empowering Staff, Not Replacing Them

Min is quick to stress that RXR’s goal is not automation for its own sake. “We’ve never believed that the primary purpose of AI is to replace jobs,” he said. “We believe it frees our people to do what they do best—make thoughtful decisions and build relationships.”

To that end, RXR has invested in AI-powered training tools that simulate live instruction. These avatar-led modules are interactive and engaging, leading to higher staff retention of material and greater satisfaction. Even visual materials for internal and external use are now enhanced using generative image and video tools.

In a more technical domain, RXR built an in-house Gen AI tool to streamline investor due diligence. It searches and reasons through past questionnaire responses, recommends answers, and cites sources—turning hours or days of manual work into minutes of informed review.

Measuring What Matters

For all the excitement around AI, RXR remains grounded in results. Every initiative begins with a business problem and ends with a measurable outcome. In evaluating Gen AI success, the company considers final KPIs like renewals, intermediate metrics such as sentiment scores, and, importantly, on-the-ground staff feedback.

“Our property teams are extraordinarily good at predicting whether a resident will renew,” Min noted. Their intuition, validated through data, adds a human dimension to performance evaluation. Surveys and qualitative feedback further shape the iteration process. This approach ensures that AI is not abstract—it’s a tool to improve lived experiences for both clients and employees.

A Culture of Confidence and Collaboration

Unlike organizations where AI adoption stirs anxiety, RXR’s long-standing digital focus has bred confidence. “Because our teams have already seen how technology makes their jobs better—not redundant—they’re far more willing to engage,” Min explained. The company’s development approach helps too. Rather than pushing top-down solutions, Min’s team embeds with operational teams to co-develop tools that solve specific problems. The result is a shared sense of ownership and enthusiasm.

The growing use of Gen AI in daily life also helps normalize its role at work. As Min put it, “Just like people came to expect mobile features in real estate after using them to shop and travel, they now come to expect intelligent tools that assist them at work.”

As RXR accelerates its AI adoption, it remains equally focused on governance. A company-wide technology committee, chaired by the firm’s Vice Chairman and Chief Legal Officer, ensures alignment across departments. A dedicated AI subcommittee vets use cases, with rigorous cybersecurity and compliance protocols in place. “It’s not just a policy on paper,” Min said. “It’s embedded in how we operate.”

Looking Ahead: The Age of the Empowered Employee

Where does RXR go from here? Min sees two major trends on the horizon. First, cross-departmental AI tools that can ask better questions—shifting from analysis to proactive inquiry. Second, the rise of “citizen developers” enabled by low-code and no-code platforms. “We’re excited to empower our people to solve their own problems,” he said. Domain-specific needs will still require his team’s expertise, but general-purpose tools will broaden access and accelerate innovation.

As AI continues to evolve, RXR’s approach offers a compelling model—not just for real estate, but for any industry navigating the balance between technology and human touch. By anchoring every AI initiative in purpose, participation, and performance, RXR is not chasing trends. It’s building a future where people, empowered by intelligent systems, deliver exceptional experiences—again and again.

About the Author

Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles in prominent venues such as Harvard Business Review, Fortune, and Fast Company. His expertise comes from over 20 years of consulting for Fortune 500 companies from Aflac to Xerox and over 15 years in academia as a behavioral scientist at UNC-Chapel Hill and Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.