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As people move into their 50s and beyond, their career motivations shift dramatically. Gone are the days when climbing the corporate ladder or maximizing salary was the primary goal. Instead, new drivers emerge, ones that align more closely with purpose, flexibility, and lifelong learning. Our research, which surveyed over 6,000 individuals over 50, reveals the core factors that keep people engaged, fulfilled, and motivated in their careers. Understanding these can help employers tap into the full potential of an ageing workforce.
1. The Power of Purpose
The single biggest motivator for people in this stage of life is the desire to do meaningful work. Over 60% of respondents cited purpose as their top priority. As people age, their focus shifts from career advancement to contribution. Psychologist S. Shwartz defined this as moving from self enhancing values towards self transcending ones. As people age, they want their work to have a tangible impact.
What Does Purpose Look Like?
- Working in roles that give back to others (mentorship, coaching, or socially impactful work. We have many members wanting to explore the non profit, local government or public sector as well as the start up community or where they perceive they can ‘make a difference’).
- Sharing knowledge and experience to help younger generations in the workforce.
- Aligning work with personal values, such as sustainability, education, or community development.
Implication for Employers:
Organisations that operate in the social impact or values driven work will better engage ageing employees.
2. Flexibility Is No Longer a Perk: it’s Essential
Over 44% of respondents highlighted the need for flexible work arrangements. The traditional 9-to-5 structure does not align with the realities of life at this stage. Many people have caring responsibilities, health considerations, or simply want a better work-life balance.
What Does Flexibility Look Like?
- Remote or hybrid work options
- Reduced hours or part-time opportunities
- Job-sharing or phased retirement programs
3 in 5 people will have caregiving responsibilities at some point—whether for elderly parents, spouses, or even grandchildren. Without flexible options, many feel forced to leave the workforce prematurely.
Implication for Employers:
Businesses that offer structured flexibility programs will retain skilled, experienced employees longer and foster a more engaged workforce.
3. The Drive to Keep Learning
Contrary to common stereotypes, people over 50 still have a strong desire to learn, but their learning goals are different. Over 40% of respondents want opportunities to develop new skills, but their focus is less on promotions and more on personal growth, adaptability, and staying engaged.
What Does Learning Look Like?
- Exploring new career paths (career change programs, side hustles, or consulting roles).
- Learning new skills for the sake of curiosity and fulfillment, not just for career progression.
- Engaging in mentoring roles where learning is reciprocal - helping younger employees while also gaining new insights.
Despite this eagerness, older employees receive the least support for learning and development of any age group. Many feel left out of training programs designed primarily for younger employees.
Implication for Employers:
Stop assuming people midlife and older will be too expensive. Many are prepared and are actively seeking a career change opportunity. Invest in lifelong learning initiatives such as internal secondments, shadowing programs, and encourage employees to work on their own leaning goals and help celebrate wins and achievements publicly.
4. The Importance of Career Conversations
One of the biggest barriers people over 50 face is not knowing what to do next. Over 74% of respondents cited this uncertainty as a significant challenge. Many know what they don’t want—but they struggle to see clear paths forward.
What Helps?
- Structured career conversations that provide clarity and options.
- Work shadowing - getting real insight into new roles before making a leap.
- Access to career coaching or midlife MOTs to assess financial and professional next steps.
Many older workers don’t want to compete with younger job seekers for external roles. They’re more interested in internal transitions, consulting work, or phased retirements that allow them to stay engaged without overcommitting.
Implication for Employers:
Facilitating open, nonjudgmental career discussions and offering clear pathways for transitions will help employees make informed decisions, benefiting both the worker and the organisation.
5. Recognition and Inclusion
Many older employees feel invisible in the workplace. Ageism is still a major barrier, with 41% reporting they’ve faced discrimination in hiring or career progression. At the same time, they are less likely to be recognized or celebrated for their contributions compared to younger employees.
What Helps?
- Publicly recognizing and showcasing the achievements of older employees.
- Encouraging intergenerational collaboration to highlight the value of experience.
- Creating alumni networks that allow older employees to transition into advisory or mentoring roles rather than exiting abruptly.
Implication for Employers:
Shifting the workplace narrative around ageing, from outdated stereotypes to one of experience, value, and adaptability. Doing this is likely to help organizations retain top talent and foster a more inclusive culture.
Conclusion: A Win-Win Opportunity
The motivations of people in their 50s and beyond revolve around purpose, flexibility, lifelong learning, career clarity, and recognition. Organisations that embrace these priorities will not only support their ageing workforce but also gain a wealth of experience, loyalty, and leadership in return.
Rather than seeing older employees as a challenge, businesses should leverage their strengths, creating an environment where everyone, regardless of age, can contribute meaningfully and thrive.
