By 2030, half of Western Europe’s workforce will be over 50. As Easyjet showcases, it’s time to get over our age biases in hiring. Easyjet’s over-50’s recruitment drive is one of the most promising headlines, as people over 50 are increasingly being overlooked in the workplace despite being the fastest-growing demographic.
The number of Easyjet cabin crew over the age of 50 has more than doubled since the company launched its initiative to hire older workers in 2022, and those aged over 60 have quadrupled. Plus, its research found that most adults who made a career change after the age of 50 reported improved happiness.
Easyjet’s ex-CEO acknowledged the many advantages of intergenerational teams, including the deep insight and experience valued by the youngest employees, and the addition of a diverse range of skills and experiences. This generation not only brings existing skills to the workplace, but also life experience that colleagues and customers can appreciate.
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The economic reality of an ageing population is that by 2030, half of Western Europe’s workforce will be over 50. According to the Centre for Ageing Better, closing the employment gap for workers over the age of 50 could increase GDP by at least £9bn a year and boost income tax and National Insurance contributions by £1.6bn a year.
Outdated hiring systems are part of the problem, with recruitment platforms that filter out CVs featuring career breaks, analytics tools that don’t segment by age, and redundancy models which equate “experienced” with “expensive”. These systems reinforce stereotypes and make it difficult for older workers to find employment.
Annette Male has seen firsthand how stereotypes have been repeatedly reinforced until they become the norm during her 30-year career in the marketing industry. This is most evident in how we treat age at work, with half of UK adults feeling undesirable to employers when they reach their mid-50s.
Making workplaces intergenerational is key to solving this problem. Businesses can commit to two impactful changes immediately: making flexible working standard, and through reskilling and increased career mobility, ensuring opportunities span every stage of life.
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The clear business case for employing older workers sits in the decades of practical experience and decision-making skills they bring, which is particularly beneficial in leadership roles. With this experience comes a better understanding of customers, higher retention rates, increased loyalty and stronger leadership qualities.
Ultimately, this isn’t about favouring one generation over another. It’s about recognising that businesses perform better when different generations work together. The organisations that succeed over the next decade won’t be those drawing talent from a narrow pool, but the ones that bring together different ages and perspectives, and create environments where people learn from each other.
As demographics continue to shift, it’s essential for companies to adapt and recognize the value of older workers. By doing so, they can tap into a wealth of experience and knowledge, and create a more diverse and inclusive workplace.