Trend
Framing the big-picture shift reshaping how business gets done.
People aren’t just living longer; they’re working longer. In Canada, 21% of adults aged 65 to 74 are still in the workforce, double the rate in 2000. Some stay for income, but many stay for purpose, connection, and the opportunity to contribute.
The reality of aging has changed, but retirement norms haven’t. A 70-year-old today has the cognitive ability of a 53-year-old and the physical strength of a 56-year-old in 2000, according to the IMF. Longevity is rewriting the rules, and it’s time our systems caught up.
Here’s the twist: older workers aren't chasing titles. Research from Bain shows they’re after flexibility, meaning, and impact - not hierachy.
The upside of an aging workforce? It’s bigger than you think. Multigenerational teams could increase GDP per capita by 19% over the next 30 years. Companies investing in “silver talent” report up to 157% returns on investment and gain employees who can outperform younger peers in problem-solving, decision-making and empathy, according to AARP and the Stanford Center on Longevity.
This isn't about winding down careers. It's about rethinking values and tapping into what AI can’t replicate: hard-won experience, deep empathy, and power of human networks.
Signal
Fresh, real-world moves from companies responding to the trend.
Companies are taking notice of the strategic value silver talent brings. A recent study co-authored by the Future Skills Centre found that 33–35% of micro and small businesses and nearly half of medium and large firms in Quebec are actively investing in recruiting and retaining older workers, recognizing their strengths in communication and connection-building and their willingness to take on part-time or advisory roles.
Schneider Electric is leading the way globally. With nearly a quarter of its global workforce over 50, it launched the Senior Talent Program in 2021. The initiative offers tailored development paths based on personal aspirations, aiming to boost engagement, retain expertise, and unlock late-career innovation. It’s a bold pivot: aging as a strategic advantage, not a cost center.
Architecture firm Quinn Evans took a different approach with its Career Navigator, a tool that maps growth across two axes: Mastering (deepening expertise) and Broadening (expanding into new skills). It offers a flexible alternative to the traditional corporate ladder, supporting purpose-driven development as careers grow longer and aspirations shift.
Other companies are innovating through targeted benefits. Cisco, SentinelOne, and Mercer have introduced ‘grandternity’ leave, offering time off to welcome a new grandchild and acknowledging what matters most to their seasoned employees. And in 2024, KPMG expanded its caregiver concierge program, offering elder care coaches, planning tools, and backup care to employees supporting aging family members. These moves reflect a deeper trend: retaining older workers by supporting the roles they play beyond the office, so they can stay engaged not just for a paycheck, but with purpose and dignity.
Spark
A provocative 'what if' that stretches strategic thinking forward.
What if your most valuable hire in 2030 isn’t a digital native, but a 68-year-old with four decades of pattern recognition, deep industry ties, and zero interest in climbing the ladder?
The golden age of the silver economy is here. To unlock it, companies must move beyond the up-or-out mindset, and design roles that value impact over hierarchy.
Strategy
Turning future signals into decisive advantage.
Design alternative growth paths that reward senior talent with roles like internal fellows, advisors, or project leads, valuing mastery and impact over promotions. Rethink compensation and benefits to reflect evolving needs and actively recruit experienced professionals from competitors to strengthen your talent bench.
Stewardship
Reflecting on the legacy of your strategic choices and the future they shape.
The aging workforce is growing, and it’s here to stay. Yet most career models still reward only upward movement.
How will you redefine essential talent when what’s most valuable (wisdom, judgment, and empathy) cannot be replicated by AI?
What would it take to design careers that prioritize purpose over promotion and unlock this human advantage?
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People illustrations by Storyset