Effects of Older Workers on the Labor Market

Age 50+: A Talent Pool We Can’t Afford to Ignore In today’s talent market, we’re all chasing adaptability and results. Yet too often, we unconsciously screen out one of the most capable groups in the workforce: professionals over age 50. Here are 7 common assumptions and the truth behind each one. 1. “They’re not tech-savvy.” Many 50+ workers have adapted through every wave of workplace tech from mainframes to mobile, Lotus Notes to Slack. Pew Research shows over 70% of adults 50–64 own smartphones and use digital tools daily. Many have led digital transformations. 2. “They’re too expensive.” Experienced doesn’t have to mean expensive. Many seek purpose, flexibility, or a pivot and aren’t solely focused on pay. With thoughtful job architecture and compensation design, roles can be aligned to value and budget. A seasoned hire who ramps quickly may outperform a “cheaper” but less experienced one. 3. “They won’t stay long.” Data shows the opposite. Workers over 50 are more likely to stay in a role longer. The U.S. Bureau of Labor Statistics reports median tenure for those 55–64 is three times higher than for workers 25–34. Retention improves with age. 4. “They resist change.” Having navigated recessions, restructures, and reinventions, these employees bring resilience and calm. They often lead by example during change and can mentor others through uncertainty. 5. “They can’t keep up.” Performance is individual and not age based. Mature employees often bring deep focus, fewer distractions, and a strong work ethic. AARP research shows mixed-age teams are more productive and perform better. 6. “They’re not interested in learning.” LinkedIn Learning found 50+ workers complete courses at equal or higher rates than younger peers. They value lifelong learning and often seek it out to stay relevant and engaged. 7. “They won’t ‘fit’ the culture.” This often masks bias. Culture-fit should mean values-alignment, not age. Inclusive teams thrive on diversity of thought, background, and experience. A 55-year-old can bring just as much innovation, collaboration, and energy as someone decades younger. As HR and compensation leaders, we shape not just pay programs but perceptions. Let’s rethink how we value experience. Let’s audit for age bias, just as we do for race and gender. The 50+ candidate could be your next high performer, mentor, or culture builder. Let’s not miss out. #TalentStrategy #Compensation #WorkforceEquity #AgeInclusion #HR #Leadership #PayEquity #FairPay #WorldatWork #SHRM #AgeBias #InclusiveHiring #CompensationConsultant

Stop Underestimating The 50+ Crowd! Recently, I had a conversation with one of the smartest women I know, who was explaining to me that she'd hit a stopping point in her current position. She’s over 50, has a stellar track record, and is brimming with wisdom and leaderly qualities. Yet, she lamented, "What am I gonna do? I'm over 50. No one is gonna hire me." This hit me hard. Here’s a brilliant woman with decades of success who feels like she has nothing left to offer. Why? Because of an outdated mindset that sees age as a barrier instead of an asset. We need to be done with that way of thinking. Our 50s today are not our mothers’ 50s. We are healthier, cooler, and more engaged than ever. According to a study by AARP, nearly 50% of older workers plan to work past traditional retirement age, and many seek new career challenges. You can’t put a price tag on the wisdom, experience, and vision possessed by those over 50. These folks have weathered economic turmoil, led teams, and seen industries evolve. Their contributions are not just valuable; they are indispensable. Research suggests that older workers are highly motivated, reliable, and bring a depth of knowledge that is critical for business success. But also - are those over 50 'older workers'? Really? Some of the strongest, most competent leaders I know are well into their 50's and 60's. Ageism is real, and it’s a barrier we must collectively address and work to eliminate. Companies with generational diversity see higher performance and increased innovation. A National Bureau of Economic Research study found that mixed-age teams are more productive than homogenous teams, benefiting from a blend of experience and fresh perspectives. To leverage this wisdom, we need to foster environments that value experience, diversity of perspective, mentorship, and sponsorship. We need to be proactive in creating opportunities for seasoned professionals to share their knowledge and even learn from younger generations. Reverse mentorship is a gift for everyone involved. And these relationships aren’t just beneficial—they’re essential for future-proofing our businesses. The concept of retirement is evolving. Many people over 50 are not looking to wind down but to ramp up. They want to explore new directions or career moves, take on new challenges, and make meaningful contributions. The traditional retirement age is shifting, increasing the possibilities for late-career reinvention. If we want to benefit from this change, we have to contribute to it. We need to recognize and amplify the value of this talent pool. Let’s challenge ageist attitudes and build workplaces that are inclusive of everyone with skills and smarts to offer. Remember, your career doesn’t have an expiration date. Maybe you've only just begun! So, how will you help shift the culture to something more age-diverse?

♦️The Invisible Years♦️ I shared a post on aging a week ago, it has had over 125,000 impressions. A topic that obviously needed to be given a voice. I’ve heard from so many of you who shared a common struggle: finding a role when your 50+ is extremely difficult. These women and men have incredible resumes, years of leadership experience, and proven track records. And yet, they feel invisible—overlooked for roles they’re more than qualified to fill. I’ve experienced it first hand. When I was 54, I was laid off for the first time in my life. I didn’t think it would be difficult to find another role—I had the qualifications, the experience, and a strong network. But what I didn’t expect was how much my age would work against me. At one point, I removed the dates from my resume —anything that could hint at how long I’ve been in the workforce. Almost immediately, I noticed a difference. I got more callbacks, more interviews. But then, when I met people in person or on Zoom, the responses changed. I started getting ghosted or told they were “moving in another direction.” And I’m not alone. Research backs up what so many of us are experiencing. • A study by the Federal Reserve Bank of San Francisco found that older job applicants receive significantly fewer callbacks than younger ones. Older women, in particular, face even steeper challenges than older men. • The U.S. Equal Employment Opportunity Commission (EEOC) highlights this issue as well, reporting that older workers represent less than 5% of new hires at most organizations. The bias is pervasive, and it’s soul crushing for those of us who have so much left to contribute. Why is this happening? Some of it is perception. There’s a false narrative that older professionals aren’t as adaptable, innovative, or tech-savvy as younger candidates. But that couldn’t be further from the truth. We’ve adapted to more change in our careers than most younger professionals —whether it’s technological evolution, economic shifts, or cultural transformation. But the reality is stark: Experience is often viewed as a cost rather than an asset. And the result is that highly capable professionals, particularly those over 50, are sidelined in favor of younger, less experienced candidates. This isn’t just a personal frustration—it’s a systemic problem. Companies are losing out on diverse perspectives, institutional knowledge, and mentorship that experienced professionals bring to the table. If we don’t challenge this bias, we’re perpetuating a culture that devalues people at the peak of their careers. I’m calling on leaders and decision-makers to take a hard look at hiring practices. Let’s stop ghosting qualified candidates because of their age. To anyone out there feeling this struggle, you’re not alone. To those who’ve overcome it, I’d love to hear how you broke through. ⬇️ Let’s keep this conversation going—because the more we speak out, the harder we are to ignore!

#SiliconValley wants to live forever- But doesn’t want to hire anyone over 45. The irony of the longevity movement is impossible to ignore: - Gene editing to reverse aging - Biomarker tracking to optimize lifespan - Billions flowing into anti-aging and longevity startups - Promises that “50 is the new 30” But behind the scenes… Founders over 40 are called “late bloomers.” Workers over 45 are quietly edged out VC funding and recognition? Scarce. Here’s the disconnect: 🔁 We’re trying to extend life, but exclude people for having lived more of it. ⚠️ If your company’s mission is defying age, maybe stop hiring like age is a liability. The numbers say it all: - 56% of U.S. workers over 50 are pushed out before they choose to retire (ProPublica/Urban Institute) - Hiring in tech drops sharply after 40 (Visier) - Founders 50+ are 2.2x more likely to succeed than those in their 30s (MIT) Yet VCs overwhelmingly favor founders under 35 So while Silicon Valley dreams of life extension, it treats career extension like science fiction. What we need isn’t more anti-aging and longevity hype. We need a more ageless mindset that embraces long life as a positive outcome. Wisdom is a feature, not a bug. Experience is not a liability, it’s a competitive advantage. Let’s build a future that values longevity at every stage of life. 👇 If you're over 45 in tech (or any age with thoughts on this), I’d love to hear your experience. #Longevity #Ageism #WorkplaceBias #TechCulture #ProAging #FutureOfWork #Healthspan #AgelessAging #Inclusion #AgeEquity #FoundersOver50 #AgeDiversity

“Planning on retiring at 65? Most Americans retire far earlier — and not by choice.” That was the headline on CBS Moneywatch’s recent coverage of a disappointing trend. It’s disappointing in several ways: 👉Many older Americans want to work into their late 60s, 70s, or beyond because it provides a sense of connection and purpose. 👉Other Americans simply *need* to work past 65 for financial reasons. 👉Employers in nearly every industry need more, not fewer, workers.  If we were able to satisfy all three of those groups, it would be a win-win-win. So how do we get there? I advocate a two-pronged approach. 1) Employers in white-collar industries and other professions where it’s feasible to work into your 70s and beyond need to adjust their policies and overcome ageist assumptions. Many of these employers fail to account for their older workers who also serve as caregivers, for instance. This is especially true for women in their 50s and 60s who often are forced to step back or out of a job in order to care for an aging parent or spouse. Others aren’t willing to train older workers to help them keep up with younger colleagues’ skills — while retaining the experience, loyalty and other valuable traits older workers tend to possess. And still other employers won’t change their leave policies to accommodate older employees. Many want to stay on, but with a bit more time off as they age, perhaps for a long-anticipated trip. They fear they’ll lose their job even if they take unpaid leave to travel. The bottom line: Many employers don’t realize how older workers’ needs change, nor do they value the significant benefits they bring to the job. That’s ageism. 2) For workers in jobs that are difficult to perform after age 60, we need to create pathways to new careers. I’m talking about older adults who have worked physically taxing jobs for most of their lives. Or those in risk-laden roles like police, fire and the military. Often, these older workers are on the lower side of the income scale. They need to retire, but they can’t afford to. These workers’ plights remind me of a senior living community employer who told me about hiring a former truck driver. The ex-driver moved from a lonely, draining job to one that allowed him to be involved in people’s lives every day. The residents knew him and counted on him, and he felt he made a difference simply by showing up with a smile and a desire to engage. That’s the kind of example we need to follow: Helping older adults move from physically, emotionally and mentally demanding jobs into new lines of work. When employers do that — and when they adjust policies in white-collar industries — they  can offer older adults the chance to work as long as they want or need. And they’ll reap the benefits of a more experienced, loyal and productive workforce, too. (Article: https://lnkd.in/etAvzz2k) cc Paul Irving, Andrew J Scott, Jeanette Leardi

The New Pope is 69. In Corporate America, That Would Be a Problem. Jennifer Wong Building & fixing l Leading operations, strategy, & innovation | Impact driver | Consultant I was talking to a reporter when we learned that Pope Leo XIV had been named. We remarked about the media coverage of his “young age” of 69. Which is true, the last two pontiffs – Pope Francis and Pope Benedict – were 76 and 78, respectively. Nearly all of the last ten popes have been in their sixties or seventies. The position requires experience, depth, and wisdom, all traits you develop over time. We permit leaders like the pope and the president to be older for this very reason – we want them to have expertise that they call on in their role as a representative for millions of people. But socially, we do not share this sentiment in our workplace. Sometimes far from it. Whether it’s a Fortune 500 company, a start-up, or a non-profit, the same 69-year-old would be asked when he’s planning to retire. Why don’t we share this reverence for experience regarding our colleagues, hiring candidates, or employees? It presents a cultural double standard: we admire longevity in prestigious positions of power, but demonize it in our everyday lives. It’s not uncommon in offices across the country to witness or experience older adults’ input receiving less respect. Research bears this out: an AARP survey finds that 78% of people aged 40-65 have either seen or personally experienced age bias at work, and 38% of hiring managers admit they review resumes with age in mind. Culturally, we tend to value youth and innovation over wisdom and experience. As a result, older adults feel overlooked, isolated, and in the worst cases forced out of an office because of their age. This comes at a time when we are seeing a major demographic shift on the horizon. Right now, one-third of the U.S. workforce is over 50, and in five years, one in four workers will be 55 or older. Americans over the age of 65 aren’t slowing down, either. They’re spending more, working longer, and contributing to what economists call the “silver economy” – accounting for 22% of all consumer spending last year – yet we’re actively designing and upholding our systems to exclude them. The implications of this hurt us all. Ageism robs businesses of mentorship, loyalty, and problem-solving power as age-diverse firms report lower turnover and higher productivity. And ageism weakens companies in a tight labor market, where experience should be a competitive edge, not a disqualifier. Research consistently finds that intergenerational teams are more innovative, productive, and foster organizational resilience. Each generation brings different traits and skills that are mutually beneficial and allow teams to address especially complex problems with greater efficiency. https://lnkd.in/eagmTudK

Workers over 55 make up more than 20% of today’s global workforce. By 2031, 150 million MORE people over 55 will be working. But only 4% of global companies have #multigenerational workforce programs that integrate older workers.  Kudos to the #Bain report, “Better with Age: The Rising Importance of Older Workers,” for calling out this gap. The report’s authors don’t mince words, noting that “Too few firms recognize the changing needs and priorities of older workers or invest in integrating older workers into their talent system.”  They urge executives to face up to the demographic and social realities of the 21st century; longevity trends in tandem with longer work lives, coupled with lower birthrates have already shifted the global workforce younger to older workers in the Group of Seven countries. These trends mean that investing in older workers is a business imperative to maintain future growth and productivity.   Better With Age recommends three steps for companies that commit to supporting and empowering their older workers as a growing component of a #multigenerationalworkforce: • Reflect an understanding of what motivates older workers in retention and recruitment policies • Commit to including older workers in reskilling programs for future capability needs • Recognize and respect the strengths of older workers and allow them to do what they do best Refreshingly, the Bain report also discusses the challenges involved in changing organizational culture and integrating the contributions of older workers in ways that reflect their motivations at work and the realities of life after 55.   What will it take to convince the majority of global organizations that are NOT currently investing in programs to integrate older workers? One data point that might penetrate if we repeat it often enough: that additional 150 million people over 55 who will be working by 2031 is just 10 million fewer workers than the TOTAL US workforce today. Companies that don’t invest in the expanding pool of talent and productivity represented by workers over 55 may be out of business sooner than they expect. With thanks to the authors of Better with Age, #JamesRoot #AndrewSchwedel #MikeHaslett and #NicoleBitler And to Mike Mansfield Tim Driver Janine Vanderburg Lucy Standing CPsychol, AFBPS, CPBP, MSc, BSc Ingun Bol 🌍 Doug Dickson Lawrence Kosick Dr. Joe Coughlin Danielle Duplin and so many others who advocate for  #activeaging and #agefriendlyempoyers

Some say older workers can’t keep up with technology. We forget who invented the internet. Too many companies are overlooking experienced talent in favor of younger, tech-native candidates. Let’s be honest, just because someone’s been in the workforce longer doesn’t mean they can’t learn #AI or adapt to new tools. In fact, the entire tech boom was created and built by Boomers. We’re talking about the same generation that went from landlines to smartphones… → Slide rules to spreadsheets… → And yes, paper resumes to #ATS. What they might need is a little training or a different learning curve. Not a one-way ticket to early retirement. 👇 Here’s why age shouldn’t be a barrier to tech adoption: ✅ 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀𝗻’𝘁 𝗮𝗴𝗲-𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 Plenty of older workers have already adapted, because they’ve been doing it their whole lives. ✅ 𝗔𝗜 𝗰𝗮𝗻 𝗯𝗲 𝘁𝗮𝘂𝗴𝗵𝘁 And in many cases, older employees bring the patience and discipline to actually learn it right. ✅ 𝗪𝗶𝘀𝗱𝗼𝗺 + 𝗧𝗲𝗰𝗵 = 𝗣𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝗰𝗼𝗺𝗯𝗼 Younger employees may move faster, but experience brings insight, context, and people savvy that tech alone can’t teach. Companies that blend generations on their teams are better off for it. → The knowledge exchange... Incredible. → The collaboration... Next-level. → The results... Stronger all around. Let’s not pretend that only digital natives belong in the future of work. Instead of screening people out because they didn’t grow up on TikTok… Let’s start training and including people who want to keep growing. Because one thing about experienced employees is they know how to evolve. Is your company unintentionally filtering out amazing talent just because of age? Drop your thoughts below. ♻️ I appreciate 𝘦𝘷𝘦𝘳𝘺 repost. 𝗪𝗮𝗻𝘁 𝗺𝗼𝗿𝗲 𝗛𝗥 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀? Visit my profile and join my newsletter for weekly tips to elevate your career! Stephanie Adams, SPHR #Adamshr #Hrprofessionals #Genz #boomers   #HR #hrcommunity #ageism   #theinsider Adams HR Consulting

What if we examined the impact of workplace ageism from a different angle? Instead of focusing on the impact on individuals, the author of this article in Business Insider talks about the hugely negative impact on the U.S. economy. Check this out: There are 85 million jobs and only 65 million people under the age of 60 who can apply. Unless employers actively recruit older workers, they can’t fill the jobs that drive the economy. There are millions of 60-plus workers trying to find an employer that values a multigenerational workforce that includes older workers. At the same time, there are employers desperate to find skilled, committed, workers. So why the disconnect? Ageism, ageism, ageism. In this wonderfully insightful piece, Annie Logue points out that Americans increasingly face a “Retirement Catch-22.” “They can't retire when they want to because they don't have enough money saved up,” she writes. “But they can't continue working, either, because companies don't want them.” Logue cites a study conducted by Patrick Button, an economics professor at Tulane University. Button’s team sent out 40,000 resumes representing people of different age groups and found a significant drop-off in responses to those over 65, with women seeing a drop-off after age 50. Similarly, a survey conducted this year by Resume Builder found that more than one-third of hiring managers had concerns about hiring people over 60. AARP research shows that 64% of workers 50-plus believe they face age discrimination in the workplace. At the same time, we found that 77% of all workers say they value older colleagues for the skills they bring to the job. For people nearing retirement age, it’s a lot of mixed messages. No one wants to live in a world where retirement is financially impossible. So, it’s essential that we change the mindset around the value and longevity of workers so there are jobs for them. Their wages drive the U.S. economy and makes them less dependent. There are three losers in the world of workplace ageism – the employers, the workers and the U.S. economy.