T
his is leading to a wellbeing crisis amongst the over 50s, with those still in work becoming anxious about the trajectory of their career, and those looking for work after company
restructuring or redundancy feeling that they seem to fall at the first hurdle of finding a new job. In a recent discussion at the CIPD, how to bring
humanity back into recruitment was the main focus on a panel discussion entitled The inclusive workplace, where age is an asset. The panel discussion, chaired by Leah De Silva of the CIPD Trust, featured contributions from business leaders, recruiters, and workforce specialists to examine how demographic change, an ageing workforce, and candidate experience are reshaping the way employers need to think about hiring. The panel concluded that the future of recruitment
is not simply about faster technology or more efficient filtering, but about building processes that treat applicants as people rather than data. This will become particularly as people’s working lives lengthen and their career paths become less linear and more fluid.
THE DEMOGRAPHIC SHIFT THAT THREATENS WELLBEING IN OLDER WORKERS Across economies in the West, the workforce is ageing. With the exception of China, countries in Asia face less of a problem, but in the UK and Europe longer life expectancy, later retirement, and changing financial pressures mean people are working into their 60s and beyond and there are many more older workers looking for jobs. For employers, this creates both a challenge and an opportunity because organisations now need to rethink how they recruit, develop, and retain talent at every life stage. Opening the CIPD discussion, De Silva highlighted
the growing importance of age inclusion within workplace policy, noting that age “deserves more time and more thought” as a protected characteristic. While diversity strategies have historically focused on gender and ethnicity, demographic trends mean age is becoming an increasingly important dimension of inclusion, but one that few companies hold any meaningful data on, she said. Nevertheless, skills shortages in sectors such as
technology, engineering, and finance are encouraging employers to reconsider their long-held assumptions about “ideal” candidates, whom they may think should be young people at the start of their career. The panel discussion urged a mindset change amongst employers to recognise the vast reserves of experience, knowledge, and adaptability that more experienced professionals can have, and the skills that those aged over 50 can bring to the workplace.
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GLOBAL LEADERSHIP
RECRUITMENT
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