Is 57 too old to recruit?  Not with this headhunter!

I have been a headhunter for the last 30 years, identifying and attracting the best talent for critical roles in a diverse array of businesses, all of whom are aiming to support the delivery of a growth agenda that this country wants and needs.

Increasingly, as reported in The Times today (Half of recruiters think 57 is too old for a job) clients see age as a factor of the best candidates.

I work within the UK to support manufacturing, engineering, construction, consumer and service industries and engage with private and public companies alike. In every instance, and I mean every instance, the desire is to find an outstanding individual who will ensure the success of the organisation aligning with the company values and principles.

As I advance in years (now proudly in my 50s) I find myself ever more in the role of advisor to the organisations I support, challenging the considerations they have on what an ‘outstanding individual’ looks like. Given the roles I source are mainly at directorial/executive level, the best candidates are often in their 50s or even 60s and instinctively many clients say ‘we don’t want someone at the end of their career’ or ‘I’m not sure they will have the necessary drive/desire’.  At this point, we then talk through the reality of their concerns, given it is my aim to ensure my client is taking on the best candidate and avoids unconscious or conscious bias.

With this in mind I thought I would talk about why boards, chairs, ceos are asking headhunters to find someone ‘young’, what this means in terms of missing out on real talent – and what we need to do about this.

The Untapped Potential of the 50+ Workforce: A Call for Change

In today’s labour market, businesses face myriad challenges, from finding the right talent to adapting to rapid technological advancements. However, one issue that often goes unnoticed is the underutilisation of individuals aged 50+. A group that is growing significantly in the UK workforce. While some companies embrace diversity, the focus tends to be on gender and ethnicity, overlooking age as a key component of a diverse and inclusive workforce. Yet, the biases that surround the employment of older workers persist, often to the detriment of both the individual and the business.

Understanding the Biases

There is a mix of conscious and unconscious biases surrounding the 50+ workforce. These biases are often rooted in outdated stigmas, such as:

• Perceived higher costs.
• Assumed inflexibility or resistance to change.
• A presumed lack of technological capability.
• A cultural mismatch with newer generations.
• Concerns that older employees lack ambition.

These assumptions are not only outdated and inaccurate but can lead businesses to miss out on a highly valuable talent pool. So why should companies reconsider their approach toward older workers?

The Facts: Age is Just a Number

The UK’s working population aged 50+ has grown from 21% to 33% in the past 30 years. With the retirement age averaging 66 years, this group forms a substantial portion of the workforce. In fact, the employment rate for people aged 50 to 64 years was 71.3% in 2023, showing that a large number are both willing and capable of contributing. Furthermore, many older workers embrace flexibility, with 25% of individuals in their 50s working part-time and 66% of those 65+ continuing to work part-time.

The diversity of knowledge, experience, and insight that this group brings to the table is vast. Workers in this age bracket are often more open to change than assumed, eager to adapt to new roles, technologies, and working conditions. Many have decades of experience across different industries, making them highly adaptable to various challenges that businesses face today.

Challenging Misconceptions

It’s essential to challenge the stigmas attached to the 50+ workforce:

1. Too Expensive? While workers who are 50+ may have reached higher salary points than roles on offer, they have often also reached a point where money is not an intrinsic motivator. With motivators changing to be more around a sense of contribution and enjoyment, the 50+ community is much more flexible around remuneration than we think.
2. Inflexible? On the contrary, this community shows a clear willingness to change careers, to open themselves up to different roles, exhibiting adaptability in job functions and work arrangements. In many instances their children have left home, and they are now less pressured with the challenging balance of family verses work commitments.
3. Technologically Inferior? I would argue that most of us have been, and are still, adapting to new technologies and that the only limitation is an individuals’ desire to be retrained. In my experience I believe the 50+ community is as capable of change, if not more so, than many others given their direct experience of seeing and working through a dynamic period of technological change over the last 30 years.
4. Lack of Ambition? On the contrary, many individuals in this age group seek to continue contributing meaningfully to the workforce, motivated by personal fulfilment rather than simply climbing the corporate ladder.

Additionally, the UK’s “Fuller Working Lives” agenda emphasises the importance of extending working life to promote financial security and well-being. Encouraging people to stay in work longer isn’t just a government goal—it’s also a business imperative.

Creating a More Inclusive Workforce

It’s time for businesses to proactively consider the 50+ workforce as an integral part of their hiring strategy at all levels. Employers should shift their focus from age-based assumptions to assessing candidates on their skills, experience, and cultural fit. The diverse perspectives and deep expertise offered by this age group can enrich teams and improve decision-making, productivity, and long-term strategic outcomes.

Companies that ignore this growing workforce segment risk missing out on a crucial source of talent and insight. By fostering an environment that values experience and provides opportunities for growth at every age, businesses can create a more balanced and inclusive workforce.

Let’s Start the Conversation

The future of work is changing, and with it, our perceptions of age must evolve. Rather than viewing the 50+ community as a burden, we should see it as an asset. This is a group with vast experience, adaptability, and willingness to continue learning and growing in their careers. By integrating them more fully into the workforce, businesses stand to benefit from their skills, wisdom, and perspective.

Now is the time to challenge the status quo, create discussion, and inspire action. Are you ready to take the first step in embracing the potential of the 50+ workforce?

I have to say, I have become adept at persuading my clients to take on the best candidate, ie the ‘older ones’! And you know what, I’ve been right and the clients have been delighted. Those directors and executives have gone on to transform their businesses, deliver profit, withstand the knocks of life and prove that experience – working alongside and with younger generations – is a magical mix.