The Age of Ageless Talent: How Skills-First Strategies Are Reshaping Modern Workforces

The Longevity Revolution in the Workplace

We’re witnessing a fundamental transformation in how we perceive careers and aging in the workplace. By 2033, nearly one-third of individuals over 70 are expected to remain actively employed, according to research from Korn Ferry. This demographic shift represents more than just extended working lives—it signals a complete reimagining of career trajectories, skill development, and corporate structures that must adapt to careers spanning 40, 50, or even 60 years.

The Skills Gap Across Generations

Despite this extended career landscape, significant challenges persist. Korn Ferry’s research reveals that almost half of baby boomers and more than a third of Generation X feel excluded from opportunities to learn new skills and technologies. This professional development gap creates a critical imbalance where experienced workers risk becoming technologically obsolete while companies lose valuable institutional knowledge.

Michael Kienle, L’Oréal’s global vice-president of talent acquisition, emphasizes that “talent management stops at your very last day in the company. It’s not a question of age, it’s about skills and competencies.” This philosophy represents a fundamental shift from age-based to capability-focused workforce strategies.

Redefining Career Progression in the AI Era

The traditional corporate pyramid—where mid-career meant managing people and late-career meant winding down—no longer fits an economy defined by artificial intelligence and constant disruption. Companies leading this transformation are creating fluid career paths that prioritize continuous learning and skill development over linear advancement.

Zoe Cunningham, director at technology consultancy Softwire, argues that businesses must stop treating “mid- and late-career staff as finished products.” She challenges conventional thinking: “We talk a lot about upskilling the next generation, but if someone in their fifties has 20 years of work ahead of them, why wouldn’t you invest just as much in their development?”

The Bidirectional Learning Model

Forward-thinking organizations are implementing what Cunningham calls “life-long, bidirectional learning” environments. At Softwire, this means creating spaces where recent graduates might teach senior engineers about new coding frameworks, while those same experienced professionals mentor younger colleagues on client communication and strategic thinking., according to related coverage

“Skills don’t expire, but they do need updating. The tech might change, but the mindset of curiosity is what keeps people relevant,” Cunningham observes. This approach removes the stigma from retraining and positions learning as a continuous process rather than something reserved for early career stages., as additional insights, according to technology insights

Skills-First Approaches in Action

Mastercard exemplifies this skills-first philosophy in practice. Lucrecia Borgonovo, the company‘s chief talent and organisational effectiveness officer, explains their approach: “We’re taking a more skills-first approach versus focusing on traditional parameters like experiences or degrees. That helps democratise access to opportunities across the workforce.”

The company’s Unlocked platform serves as an internal marketplace where employees showcase their skills and interests, then connect with relevant projects, mentors, or learning opportunities. Borgonovo notes that some of her most valuable mentors through this platform are earlier in their careers, helping her build confidence with emerging technologies.

Dual-Track Career Advancement

Mastercard has also developed two distinct advancement pathways: leadership progression and expertise deepening through roles like distinguished engineers or Mastercard Fellows. This dual-track system acknowledges that career growth isn’t one-size-fits-all and allows employees to pursue paths that align with their strengths and interests.

However, extended careers present organizational challenges. L’Oréal’s Kienle describes this as a “dual-edged sword”—valuing accumulated knowledge while ensuring senior roles don’t block younger talent. Their solution includes intergenerational learning programs where senior employees mentor younger staff while receiving reverse mentoring on AI and digital tools.

Real-World Success: Kim Aitchison’s Story

The human impact of these shifts is embodied in stories like Kim Aitchison’s. After an 18-year career break to raise her family, she returned to work in her late fifties through the Career Returners program, joining the Bank of England in 2021.

“They gave us coaching on confidence, balance and practical skills. They just knew what we were feeling at the right time,” Aitchison recalls. Now 63, she works a four-day week and participates in reverse mentoring—learning technology from younger colleagues while helping them build meeting confidence.

The Future of Age-Inclusive Workplaces

As organizations navigate this new landscape, several key strategies emerge as essential:

• Skills-first hiring and promotion that focuses on capabilities rather than age or traditional career paths
• Bidirectional learning programs that leverage the strengths of all generations
• Flexible career pathways that accommodate different life stages and priorities
• Structured returner programs that help experienced professionals reenter the workforce
• Technology adoption support that ensures all employees can thrive in digital environments

The organizations that succeed in this new era will be those that recognize the unique value each generation brings to the table. As Aitchison reflects, guided by her mother’s wisdom: “As long as my legs work, I’ll keep walking… I think I’ve taken that to heart—just keep learning, keep contributing.” This mindset, supported by progressive organizational policies, represents the future of work in an age of extended careers and rapid technological change.

Companies like L’Oréal with their generational inclusion programs, organizations like Career Returners facilitating workforce reentry, and institutions like the Bank of England with their age diversity initiatives are demonstrating that when companies focus on skills rather than birth dates, everyone benefits—employees, organizations, and the economy as a whole.

References

• https://www.loreal.com/…/
• https://careerreturners.com/
• https://www.bankofengland.co.uk/careers/we-value-diversity-and-inclusion

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