Advisor I Mentor

Sparring partner

Piotr

Kania

During recent training sessions for managers that I had the pleasure of leading, I kept hearing similar statements repeated by participants. I’m convinced you’re familiar with them too — they come up regularly in conference rooms, team meetings, and casual chats by the coffee machine:

 

“It’s a disaster trying to find people to work.”“No one wants to stay longer than a year.”“All demands, expectations, and zero loyalty.”“You can’t get through to Gen Z.”“So what if they’re tech-savvy, when they show zero engagement.”

 

This isn’t just complaining. It’s real frustration that many leaders are facing today. The fatigue from constant turnover. The burnout from non-stop recruiting. The lack of people who stick around, take responsibility, and genuinely want to co-create a team.

At the same time, I see many companies — maybe yours as well — focusing almost exclusively on younger employees. Because of technology, because of AI, because of that “new energy.” Sure, younger generations bring value, but on their own, they’re unlikely to solve all the challenges teams and organizations are facing.

 

Meanwhile, right next to you — often already in your company — are people who could be the foundation of the stability, quality, and engagement that are so sorely missing today.

 

Often already in your company, you have people who could be the very pillars of the stability, quality, and commitment your team needs.

 

So why not look where the real value is?

 

During the conversations I mentioned with managers, I often ask directly: “What about the more experienced employees, the 50+ group?”

And then — a long silence. Followed by the usual responses:“You know, they’re getting up there in years…”“I’m not sure they’re still motivated — more like waiting for retirement…”“No chance they’ll keep up with change or technology…”

 

That mindset is all too common. And it’s precisely this mindset that blocks access to resources that could truly transform your current situation.

Healthcare, lifestyle, career longevity — everything has changed. A 50+ employee today is often in full strength, eager to do meaningful work, willing to learn, and still has more than a decade of professional potential ahead.

 

Of course — not every role can leverage that potential equally. Where physical strength, speed, or high operational energy is needed, younger candidates may have a natural edge. But that’s only a portion of the job market. There are countless roles — office, specialist, consulting, service — where age doesn’t matter as much, and where experience is actually a huge asset.

 

And yet, we still treat these individuals as the ones who are “almost done.” Maybe even in your company, they’re overlooked — passed over for promotions, left out of development programs, ignored in new projects.

 

That’s a mistake. Because this group could be the answer to many of the challenges you're facing every day — from turnover to a lack of accountability and weakened organizational values.

 

And there's one more thing we rarely talk about. We're already hearing more and more about the need to open the job market to immigrants, temporary workers, and so-called "gastarbeiters." And that might indeed be inevitable.

 

But before we start searching for solutions far away, we should ask ourselves if we’ve really tapped into the talent that’s right here. Have we truly explored the potential of the 50+ group — people who speak the language, understand the culture, hold solid values, and often have more motivation than outside candidates? In many cases, they may simply be the better choice.

 

Not just in your team — but also in your recruitment

 

We make the same mistake externally, in hiring. How many times have you dismissed a qualified candidate because they were “over 50,” “might not fit with a young team,” or “might struggle with tech”?

 

Yet that same candidate could bring 10–15 years of reliable, stable, and committed work — maybe even more than a younger person who’ll be job-hunting again after a year.

 

If someone has the right attitude, values, and motivation, age shouldn’t be a barrier. But often, it is. And that’s how you lose people you actually need right now.

 

What Experienced Professionals Bring — and Why It's Priceless Today

 

What makes this group of workers stand out most is how they approach their work. It’s not about style — it’s about foundations: responsibility, consistency, and a deep understanding that every task leaves a mark.

Their strength isn’t in flashy declarations, but in the way they show up, every day. And that translates into tangible value that makes your team stronger.

 

1. Consistency and Responsibility

Experienced professionals don’t build their careers on Instagram. They build them through years of work, human connections, and the results they leave behind. They don’t look for shortcuts, and they’re ready to take full ownership of their tasks and decisions.

In a world where responsibility often gets blurred across teams, tools, and Slack channels — they bring it back to what matters: reliability.

This directly improves project quality, meeting deadlines, customer satisfaction, and the overall calm within a team.

 

2. Continuity and Loyalty

Managers increasingly admit: the biggest cost isn’t hiring — it’s losing people. Every departure creates a gap in skills, relationships, and team spirit.

 

Experienced employees stay longer. When treated well, they’re fiercely loyal. They value relationships, stability, and meaningful work — not just titles and shiny perks. For a leader, that means less turnover, more trust, and more time to focus on growth rather than rebuilding teams.

 

3. Contextual Knowledge and the “Long View”

One thing that often gets overlooked when assessing skills is the ability to understand context.

Experienced workers:

• Know the why behind decisions.

• Remember what’s already been tried — and failed.

• Connect dots across departments.

• Understand informal communication routes that don’t appear on org charts.

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They have a map of the company in their minds. As a manager, that’s a massive asset — for planning, onboarding, avoiding costly repeat mistakes.

 

4. Emotional Resilience and Interpersonal Skills

They’ve lived through ownership changes, economic crises, IT transformations, mergers, acquisitions. They don’t panic. They don’t escalate minor issues to the boardroom.

 

They’re often the emotional stabilizers of the team. They know when to speak up — and when to wait. They call instead of sending a 10th email. They have conversations that actually change things.

These skills hold your team’s culture together — and you can’t install them from an onboarding PDF.

 

5. Work Ethic and Professional Standards

Many younger workers haven’t had the chance to see real professionalism in action — how to handle clients, be accountable for your word, or simply show up on time.

 

Experienced employees lead by example, not just through mentoring programs. They show younger colleagues that “done” isn’t the same as “done right.” They don’t just bring efficiency — they raise the standard.

 

6. A Genuine Desire to Be Useful

Many aren’t chasing promotions or conference badges. They’re looking for a place where they matter and can make a meaningful contribution.

It’s a huge opportunity — if you give them space. They don’t need fancy “growth plans.” They need work that values their experience, real interaction, and trust. In return, you get reliability, dedication, and people who genuinely care about the team.

 

I’ve had the privilege of working with many seasoned professionals in the later stages of their careers. Their attitude, commitment, and work ethic often stood out — not just within the team, but in ways that quietly outshined their younger colleagues. Not because they were “naturally better,” but because they carried something that doesn’t fade with age — values, a strong sense of responsibility, and an inner drive to do the job right, no matter the circumstances.

 

They’re Not Here to Replace the Young. And the Young Can’t Replace Them. If you want a team that’s balanced, resilient to turnover, and grounded in shared values — you need both. The 50+ generation isn’t just an “option.” They’re often the missing piece. Their presence not only brings stability — it fills the gaps many younger employees haven’t yet had the time to grow into: perspective, calm, continuity, experience in crisis.

 

That’s why it’s not about tolerating them when they’re already on board. It’s about intentionally including them in recruitment, development, and team design. They don’t need separate programs — just fair treatment and equal evaluation. The values that experienced professionals bring may be one of your most important strategic assets right now — especially in an era defined by uncertainty, speed, and the hunt for “the next talent.”

 

The 50+ generation isn’t an “option” — it’s often the missing piece of the team. Their presence not only brings stability but also complements what younger employees often lack: context, calm, continuity, and experience in difficult situations.

 

Challenges? Of Course. But They Can Be Managed.

 

Let’s not idealize. Working with experienced employees comes with challenges — and any manager who’s worked with them knows this.

But these aren’t deal-breakers. They’re real concerns — and like any organizational risk, they can be managed.

 

1. Slower Tech Adoption

Yes, sometimes it takes longer. They didn’t grow up with apps, automation, or online multitasking. A new CRM or reporting tool might discourage them — not because they won’t, but because no one explained it in a clear way, and the rollout was rushed.

 

How to manage:

• Don’t place them where speed-of-tech is everything.

• Give them time, patience, and support.

• Pair them with younger teammates as guides.

• Focus training on understanding, not racing through clicks.

• Create an environment where questions are welcomed.

Slow ramp-up doesn’t mean poor performance. In fact, the result is often more thoughtful and durable.

 

2. Less Flexibility With Chaos

They might not love sudden rule changes, agile workflows, or chaotic schedules. They prefer structure and clarity — sometimes at odds with fast-moving teams.

 

How to manage:

• Communicate expectations and boundaries clearly.

• Give them roles where routine and consistency are strengths.

• Don’t assume they’ll “figure it out” — explain the context.

• Appreciate their need for order — it can stabilize the whole team.

 

3. Less Interest in Promotions

They’re not climbing the ladder. They’re not job-hunting every other week. This may look like stagnation. But it’s often maturity.

 

How to manage:

• Don’t use the same yardstick for everyone.

• Not everyone wants to lead — some want to be experts, mentors, or stable touchpoints.

• Offer them cross-functional projects or advisory roles.

• Give space to share their knowledge — even if they’re not “managers.”

Their ambition may look different — but it’s still ambition.

 

4. Generational Style Clashes

There will be differences in how they work, communicate, and see authority. One group is direct, the other formal. One prefers speed, the other precision.

 

How to manage:

• Don’t expect it to “work itself out.”

• Build intergenerational teams on purpose. Talk openly about differences.

• Match mentors and learners by skill, not age.

• Encourage exchange — young teach tech, older teach work approach.

If you create space for mutual respect and curiosity, you get a team that combines energy with depth, speed with stability, innovation with accountability.

 

It’s not about idealizing reality. Working with experienced employees comes with certain challenges — and every manager who has worked with them knows that. These aren’t insurmountable obstacles, but real issues that need to be acknowledged and managed, just like any other risk within an organization.

 

The Real Risk Isn’t in Hiring Them — It’s in Ignoring Them

 

The greatest risk isn’t that an experienced employee might need more time to onboard.

It’s that you won’t notice them at all. Or you’ll give up too soon — and lose a rare, strategic resource.

It’s easier to manage a known challenge than to manufacture loyalty where there’s none.

 

These aren’t “pre-retirees.” They’re people with value. And like all valuable assets — you manage them, not ignore them.

 

Final Thoughts

 

If you’re managing a team, you already know how hard it is today to find people who stay. Who own their responsibilities, keep the standard, and don’t start job-hunting after the first quarter.

 

That’s why you need to pause and ask yourself: are you really doing everything to build a team that’s stable, engaged, and loyal? Are you truly seeing those around you who’ve been showing up for years — and still want to give more?

 

Reports show: in developed countries, people aged 55+ will account for over 80% of workforce growth in the coming years. This isn’t a niche. It’s not a fringe case. It’s a real force you can include in your team — if you don’t miss your window.

 

It’s not about favoring one age group over another. It’s about building teams that complement one another. Where the young bring speed and fresh perspective, and the experienced bring steadiness, work ethic, and know-how when things go sideways.

Managing generational diversity isn’t a “nice-to-have” anymore. It’s the core of your strategy. And as a leader, you have the power to make sure your organization actually uses this opportunity.

 

The real risk isn’t that someone doesn’t know the newest data tool.It’s that you pass on the one person who could’ve been your greatest asset — simply because they’re over 50.

 

That’s a risk no manager today can afford.