Leadership coach Gilles Varette explains why undervaluing over-60s in the workplace is a big mistake for business growth.
In 2020, for the first time in history, people aged 60 and over outnumbered children under five. By 2057, it is estimated that more than 1.9m people in Ireland will be over 65. We are living – and working – longer than ever before.
Older professionals have built companies, led teams and weathered crises. Yet, even amid record talent shortages, they are often sidelined in recruitment, succession planning and leadership development.
This disconnect is becoming unsustainable.
With birth rates falling and life expectancy rising, retirement is no longer a guaranteed destination. The OECD warns it may soon be a luxury many can’t afford.
By 2030, one in six people globally will be over 60, rising to one in four in high-income countries, according to WHO.
The demographic shift is already reshaping economies, workforces and expectations.
The question now isn’t when people should retire, but how societies and organisations can better harness their experience.
This isn’t about staying busy. It’s about staying relevant and making a difference. And it’s time our narratives, policies and workplaces caught up.
And let’s be honest, 70 is the new 50 …
Myth-busting stereotypes
We’ve long internalised the idea that innovation is the domain of the young. Silicon Valley glorifies the hoodie-wearing 25-year-old founder.
Retirement, for many, is framed as the end of productive contribution. But the data and the stories say otherwise.
A quiet revolution is unfolding, one that’s rewriting the rules of innovation, leadership and work itself.
Across industries, seasoned professionals in their 60s and beyond are proving that experience, resilience and reinvention aren’t just assets; they’re engines of growth.
According to a study of 2.7m US start-ups, 50-year-old founders are about twice as likely to succeed as their 30-year-old counterparts, and 60-year-olds even outperform younger founders. And HBR research highlights that the average age of a founder at a scale-up is 45.
These examples dismantle the myth that innovation belongs only to the young – but unlocking the full potential of older professionals still requires confronting some deeply rooted challenges.
Strategies for long-term success
While many older professionals are eager to keep contributing, their ability to do so often depends on more than just motivation.
Health, job design and access to continuous learning play a critical role. For some, physically demanding roles or rigid workplace structures become barriers to meaningful participation.
Digital skills gap
Many older professionals are embracing lifelong learning through online courses, certifications and reverse mentoring to tackle the digital skills gap. While they may not be digital natives, they bring strategic thinking, experience and adaptability that often outweigh raw technical speed.
Bias in hiring and funding
Ageism can be subtle but systemic. A recent Irish survey found that more than 70pc of workers believe those over 50 are overlooked for opportunities. Employers must actively challenge these biases by fostering intergenerational teams and recognising the value of experience.
Workplace sustainability
Outdated job designs and rigid work expectations can push older professionals out prematurely. To retain this talent, organisations must prioritise flexible roles, ergonomic adaptations and upskilling pathways that make work both sustainable and rewarding.
Actionable solutions
There are a number of ways to ensure that older professionals stay engaged and are welcome in the workforce.
These include mentorship programmes where seasoned professionals pair with emerging leaders to accelerate development, transfer institutional knowledge and build cross-generational trust; coaching programmes whereby older professionals can offer insights to their teams; and reverse mentoring partnership where older professionals pair with younger, tech-savvy colleagues to create mutual learning opportunities.
Other actions include reskilling incentives for those re-entering the workforce after an absence; rethinking age bias in hiring; and creating flexible pathways to project-based roles with smaller time commitments.
One area where older professionals can provide huge value is in strategic bridging roles.
Imagine an organisation appointing a highly experienced professional in their 60s to a new (or not) key managerial role, not as a long-term hire, but as a transitional leader. Over 2–3 years, they structure the role, embed company values, mentor a successor and leave behind a resilient team.
At this stage of life, many professionals are motivated less by salary and more by purpose, impact and legacy.
It’s a win-win: the organisation gains immediate expertise, strategic continuity and a groomed internal successor. The seasoned professional finds meaning, autonomy and a chance to shape the future.
‘This isn’t charity – it’s strategy’
Organisations that integrate older professionals reap the benefits of better decision-making, long-term thinking and cross-generational insight. Ignoring this talent pool isn’t just discriminatory, it’s short-sighted.
As longevity increases and careers stretch across five or six decades, pension adequacy, job quality and fair re-entry pathways become central to economic resilience, not just personal wellbeing.
It’s time to stop seeing longevity as a challenge and start treating it as a strategic advantage. The future isn’t just young, it’s experienced.
Gilles Varette
Gilles Varette is a transformation and leadership coach and the founder of Get Unstuck, where he helps individuals and mission-driven organisations navigate change with clarity and confidence. An EMCC-accredited coach with a master’s in business practice from the Irish Management Institute, Gilles works at the intersection of personal growth, organisational development, and intergenerational leadership.
Don’t miss out on the knowledge you need to succeed. Sign up for the Daily Brief, Silicon Republic’s digest of need-to-know sci-tech news.