Navigating the Shift in Hiring: How Hiring Professionals in Their 50s and 60s Can Benefit Your Company

The Era of Lifetime Employment is Over: Embracing Mid-Career Hires in the Age of Extended Retirement

With the end of the era of lifetime employment and the raising of retirement ages, companies are now facing more challenging times when considering mid-career hires. While there is a desire for talented young professionals, it is no longer uncommon for these young employees to not be strongly interested in promotions. So, where should companies focus their recruitment efforts today? The answer lies in candidates in their 50s and 60s, who are approaching retirement age.

That said, there are certainly concerns and uncertainties that come with hiring these candidates. In this article, I will address these concerns and offer solutions to help those who are contemplating or struggling with mid-career recruitment.

Concern #1: Health and Physical Fitness

As individuals age, it is natural to feel concerns about health and the decline of physical stamina. As someone in charge of recruitment, it is understandable that these factors may influence hiring decisions. However, it is important to remember that business professionals in their 50s and 60s have been working while managing these concerns for many years. They are likely already taking proactive steps to maintain their health. By learning from these practices, other employees can also benefit from improved health awareness.

As for physical stamina, after many years of work experience, it is unlikely that an employee will suddenly be unable to work. Even if physical decline is noticeable, it is often compensated by creativity and by utilizing company initiatives such as remote work, allowing the individual to continue contributing effectively.

Concern #2: Flexibility of Thinking

The perception that older individuals have rigid thinking is one that may persist across generations. Differences in values and ways of thinking can create a sense of disconnect between generations. However, this does not mean that the candidates you are considering lack flexibility in their thinking.

In fact, candidates who are considering a career change are already demonstrating a willingness to step into a new environment. Embracing new challenges requires both physical and mental energy, and the fact that these candidates are willing to invest effort in adapting to a new role is a testament to their flexibility and readiness.

Moreover, when individuals reach their 50s or 60s, it is natural for them to view their next job as their final career position. As such, they are likely to actively embrace learning the company’s methods and tools, ensuring they integrate into the organization and continue to grow professionally.

Concern #3: Communication

Building on the previous point, communication challenges remain a valid concern. However, these challenges can be addressed through proactive efforts by the company.

Communication difficulties arise from differences in perspectives, such as varying roles, responsibilities, and generational values. For example, younger employees may focus on acquiring skills while earning a salary, while executives prioritize the overall profitability of the company. Middle managers must juggle the concerns of their direct reports, such as their work attitudes and personal well-being, while also managing their own responsibilities. These differing priorities often lead to communication breakdowns.

However, this challenge also presents an opportunity. By having younger employees assist the newly hired 50- or 60-year-olds in learning how to use internal tools, you create a collaborative learning environment. The young employees will reinforce their knowledge by teaching, while gaining valuable insights into work attitudes. At the same time, the older employees will learn how to use the tools while easily sharing their management insights and experiences with the younger generation.

Concern #4: Risk of Losing Employees Soon After Hiring

When hiring individuals in their 50s or 60s, there is the concern that they may leave the company soon due to their approaching retirement. This brings up the question of whether the investment in hiring these individuals is cost-effective. However, consider this approach:

While filling current vacancies with these candidates, assign them the responsibility of training successors and sharing their expertise. This will prepare the company to quickly fill future vacancies from within. This strategy not only reduces the company’s training and recruitment costs but also boosts employee morale by creating a clear path for career development and succession planning.

Best Practice

Employees in their 50s or 60s often have long and distinguished careers with foreign companies, and are typically looking to retire from the organizations they’ve dedicated many years to. If a similar foreign company, like yours, offers them a lucrative contract – for example, a one-year agreement worth around 12,000,000 JPY with the possibility of annual extensions – it can be a win-win situation.

This arrangement not only fills the role but also brings in a highly experienced individual who is already well-versed in the industry, understands the intricacies of running a business, and knows how to navigate the corporate landscape.

This is the type of value you can – and should – expect from such a hire.