Easyjet’s over-60s recruitment push is economically necessary
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, writes Annette Male
Despite being the fastest-growing demographic, people over 50 are increasingly being overlooked in the workplace. Which is why Easyjet’s new over-50’s recruitment drive is one of the most promising headlines I’ve seen for a while. But it shouldn’t have to be a headline. It should simply be how businesses think about hiring.
Since launching its initiative to hire older workers in 2022, the number of Easyjet cabin crew over the age of 50 has more than doubled, 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.
This generation not only brings existing skills to the workplace, but also life experience that colleagues and customers can appreciate. 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.
The economic reality of an ageing population
Increasingly, I’m seeing businesses overlook an older pool of experienced, capable talent while simultaneously struggling with skills gaps, retention and growth. We often frame this as a talent pipeline challenge, but part of the problem is how we’ve designed hiring, development and progression. 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.
During my 30-year career in the marketing industry, I’ve seen firsthand how stereotypes have been repeatedly reinforced until they become the norm. This is most evident in how we treat age at work. Much of the issue lies with outdated hiring systems – recruitment platforms that filter out CVs featuring career breaks, analytics tools that don’t segment by age and redundancy models which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”. The list goes on.
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. Yet sadly, half of UK adults feel undesirable to employers when they reach their mid-50s.
Making workplaces intergenerational
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. Career progression doesn’t stop at 50. Many still want roles where they can keep learning and developing. Beyond this, updating the outdated systems that reinforce bias is the critical next step.
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.
Annette Male is CEO at Dentsu Northern Europe