Employers across various industries are increasingly recognising the need to engage with their mid-career employees, particularly those aged 40 and above. A recent report from Udemy, an education technology company, highlights that approximately 78.5% of employees within this age group are actively seeking to upgrade their professional skills. This demographic mainly encompasses both millennial and Generation X staffers who, while traditionally overlooked as employers focus on managing the influx of Generation Z workers and the retirement of baby boomers, are showing a significant desire for continued growth.
Greg Brown, CEO of Udemy, shared with Fortune that these mid-career professionals are motivated by an extended career lifespan, with many delaying the conventional retirement age of 65. “We’re living longer, we’re living healthier, and our perspective on the concept of retirement is very different,” Brown noted. This shift in mindset indicates that many workers in their middle age are not merely considering retirement but are instead evolving their skills for future opportunities.
The report reveals that a substantial segment of this workforce is gravitating towards developing technical abilities, with 49% engaged in enhancing these skills — largely in response to the increasing relevance of technology and, specifically, artificial intelligence in the market. “They are very focused on making sure that as technology evolves, that they’re evolving with it and not being left behind,” Brown emphasised.
Furthermore, the research highlights that skill development is not limited to hard skills. About 40% of middle-aged employees are focusing on communication skills, while 39.7% are enhancing their creativity. Other areas of interest include personal interaction (35.8%), organisational development (34.8%), and project management (31%). Brown suggests that the rising emphasis on soft skills is particularly crucial as a growing number of millennial and Generation X workers are moving into managerial roles, where effective communication becomes increasingly vital, especially within hybrid work environments that include younger Generation Z colleagues.
In light of these findings, Brown advises organisations to proactively engage middle-aged workers in discussions about their professional development aspirations. There is a risk that this cohort may feel marginalised in their roles; therefore, investing in their growth could improve both retention and workplace satisfaction. He encourages companies to consider facilitating internal mobility for these employees, enabling them to explore different roles that may align more closely with their passions, stating, “Organizations should explore options like [alternate roles] where it makes sense, so that they don’t lose that knowledge and expertise when they could have retained it.”
In summary, the landscape of workforce development is evolving, particularly for the middle-aged demographic, underlining the necessity for organisations to adapt and invest in the continuous learning of their employees. As the work environment advances with new technologies, the essential task for employers will be to ensure that all age groups feel valued and equipped for the future.
Source: Noah Wire Services