Boomers are returning to the job market, creating a multi-generational workplace

Once considered a high-level human resources director for a multi-billion dollar outfit, one veteran of leadership management desired a return to his roots as a basic recruiter. But two weeks later, he called his employment agency and informed them he had changed his mind.

Following his passion, today he helps oversee the gun counter at a well-known outdoor and recreational supply chain store.

“He asked if I was good with that and I just laughed and told him, ‘I’m jealous,’ and I offered him my congratulations,” said Rob Graham, director of HR Strategy for Express Employment Professionals.

“The employer is getting a highly skilled, intelligent worker with a passion for what he is doing. They gave him a shot and that was smart.”

Giving a shot to older, so-called overqualified workers is becoming more prevalent again, as many Baby Boomers, those 55 and older, are looking to come out of retirement, to remain semi-retired in new positions using their vast experience, or working in posts in which they are highly experienced, but doing so utilizing a reduced or modified work schedule.

“His life experience could be incredibly beneficial to other younger employees ― solving problems, managing stressful situations, providing career advice ― and he’s now enjoying his final years working without undue stress,” Graham said. “In his mind, he’s too young to retire, and when he clocks out for the day, he’s clocked out. No phone calls for some crazy workplace issue for him to deal with.”

In today’s multi-generational workforce, it’s not uncommon to have up to five generations of workers in one organization. Companies that are willing to tap into the experienced, resourceful and life-tested market of Boomers or so-called overqualified workers can greatly enhance their staff.

With two decades of HR and recruiting experience, Cammas Freeman knows it can be easy for potential employers to make assumptions about older applicants.

“We work with candidates who maybe have already been a manager, or who have already climbed the corporate ladder,” said Freeman, the founder and executive recruiting partner for Stackrock Talent.

“And now they are no longer doing that anymore,” she said. “They just want to do the work they enjoy with the skills they’ve acquired.”

Which means employers should not be so quick to dismiss an older job candidate.

“I sometimes think people will review a resume and see certain key words that they think don’t match the job description, and I have to remind them that if they do have certain skills than they probably can do other things as well,” she said. “If an employer doesn’t have to spend three months training someone because they possess certain skills, then that is a huge positive.”

In fact, the trend for companies to look to older, experienced workers may not be so unfashionable. According to a recent survey conducted by Gateway Commercial Finance, 60% of Gen Z workers classify their current job as a “situationship,” or a short-term setup with no plans to stick it out. Another 47% say they plan to leave their job within a year.

Another reason Freeman feels potential employers should see the “big picture” and look seriously at older workers who still may be able to contribute a few solid years to the organization.

“Nowadays staying two years is a long time, compared to two decades ago when a long time was considered 10 years,” she said.

And with only one in four (25%) of these younger workers feeling “invested in their current job long-term,” Graham sees the value for companies leaning towards older workers, though he knows there are no guarantee all candidates will pan out.

“I would not say there is any generation immune from crappy workers,” he said. “Our recruiting team must go through a lot of filtering to sort out some of what I call attitudes of entitlement.”

A former avionics engineer in the Royal Australian Air Force, Graham used his people and leadership skills to transition into his current role. His work and life experiences taught him that understanding “motivation” is the key factor when it comes to hiring different generations of employees.

“I think what motivates people is the biggest thing that separates working generations,” he said. “You’ll hear complaints of work ethic issues or entitlement, lots of negative nonsense, but every generation has those with a chip of entitlement on their shoulder.”

Both Freeman and Graham are on the same recruiting page when it comes to utilizing “transferable skills” acquired by those who have been in the workplace far longer.

Transferable meaning people skills, a willingness to learn and adapt, and the ability to think critically and solve problems.

“I’m a good example of that. I come from aviation to human resources which some might think is an odd transition,” Graham said. “But when it comes to leadership skills, people management, problem-solving abilities, businesses that do well are picking up those high- quality employees from other fields.”

“This is a huge factor and one that is often missed,” Freeman said. “For instance, we had one experienced teacher we placed into a business analyst role, and it worked out nicely because they knew how to look at things, to ask good questions and to develop plans.”

However, there are times, Freeman pointed out, when some employers need some coaching themselves to help zero in on the right candidates.

“Oftentimes, we find employers are not always the best at sifting through a resume and being able to relate these transferable skills of the candidate to the skills required for the job,” she said. “And if the employer thinks the candidate is lacking in certain areas, we can show them how their skills can transfer and suggest certain questions to ask to help learn more about their background.”

Plus, when it comes to possessing certain degrees and credentials, Freeman cautions that such accomplishments, regardless of age, don’t automatically qualify a candidate for a position. Having the right skillset to support a degree or credential is equally important.

Another candidate Freeman worked with also wanted to transfer from the education field into the business world. She had earned a Ph.D., and yet, her whole resume focused on this one credential.

“I had to tell her it would not matter, and the company was more interested in knowing whether she could manage a product from A to Z within a budget,” Freeman said. “Degrees are not as big a focus these days as they were 20 years ago. It’s more the skills and what you can produce.”

Another tip for older workers with decades of experience is don’t rehash a lengthy work history. Keeping a resume tailored to specific positions while chronicling about a decade of relevant work should more than suffice.

“You don’t want to cloud your resume with too much else,” Freeman said. “Keep it focused to the specifics of your career and abilities, and what the role of the job is. You can always expand into other things when you get into interviews and conversations.”

It’s during these sessions that Graham believes older workers can showcase their skills, as well as their abilities to lead and mentor younger workers. It’s like having a coach on the field.

“From a management perspective, if you’ve got peers that can guide their peers, that is one less thing for a supervisor or manager to worry about,” he said.

In one instance seeking employees for a tech startup, Freeman encountered some interview candidates expressing a desire to work in a firm staffed with more senior, experienced workers, people they felt they could learn from to help enhance their own careers.

“That was eye-opening for me in that people seem to often assume younger, or early career people only want to work within their own demographics and that is not always true,” she said.

As a multi-talented tradesman, James Franics spent the bulk of his career as an electrician and certified welder. To help supplement his Social Security earnings, his love of classic cars led him to a physically, “less-taxing” part-time position with an auto parts distributor. He often finds himself using his career experience to provide guidance to some of his younger coworkers.

“It’s been an adjustment, but overall, it’s been a positive ride,” Francis said. “You have some not interested in hearing from someone my age, but there are others who are quite knowledgeable about car parts who like to talk with me. Overall, I do feel I am doing something I have always enjoyed, and I’m providing some mentorship to those who want it.”

For workers like Francis, Graham’s message to employers is simple: Give “overqualified” workers a look or at least grant them a first-round interview.

“I tell people to find out why they want to come back to the workforce,” he said. “Take some time to figure out why they want to work without just writing them off. It might be a pleasant surprise.”