Is Finland wasting the work potential of people over 50?

Reformers of work- podcast dives into Finnish working life and its transformation, without ceremonial speeches or political jargon! In this episode, the discussion focuses on solutions to the age discrimination faced by job seekers over 50. The host is Anu Ahokas, CEO of StaffPoint, and her guest is Tiina Parikka, leadership developer and career coach.

Organizations are losing their potential employees

In recent years, labor shortages have been a major concern in Finnish organizations. Although the employment rate declined in late 2023, forecasts suggest it will rise again in 2025. Companies still need to consider how to secure the right talent for their teams in the future. One key approach is to evaluate how recruitment strategies take older employees into account.

There are strong preconceptions linked to job seeking and employment among workers over 50, which can endanger their chances of finding work. To help challenge these biases, StaffPoint published a study in autumn 2023 highlighting the main issues older job seekers face in Finland.

The research shows that people over 50 represent a diverse group of professionals — most of whom are enthusiastic about work and eager for new challenges. Still, employment statistics for this age group remain concerning.

As years go by, even motivated professionals may encounter barriers in working life. Over 63% of respondents reported experiencing age discrimination. Leadership developer and career coach Tiina Parikka, who specializes in supporting experienced professionals, sees a clear attitude problem that directly affects employability.

“In December 2023, the number of unemployed people over 50 exceeded 100,000 — over 8,000 more than a year earlier. Among those over 64, unemployment has risen by 20%. These numbers are alarming. Yet, in my coaching work, I see people in their 60s finding jobs all the time,” says Parikka.

Finding employment after a period of unemployment is statistically more difficult for those over 50 than for younger workers. According to Parikka, this is worrying because many in this group possess valuable expertise and a stable life situation that allows them to focus on work. She reminds us that unemployment does not erase skills or experience.

“When I look at my clients, I wonder — why doesn’t anyone hire them? Many have impressive careers behind them and used to be headhunted constantly. Then suddenly, the calls stop coming, and they’re no longer seen in the same light.”

Parikka emphasizes that age-related biases are easier to tackle when approached as solvable challenges. As a coach, she focuses on helping job seekers recognize and value their own strengths. However, she believes it’s just as important for employers to reflect on their own attitudes toward older job applicants.

Working life should be meaningful for employees of all ages

According to StaffPoint’s survey, most respondents over 50 have a positive outlook on working life and hope for new opportunities. 70% said that getting a new job would bring more purpose to their everyday lives.

At the same time, 10% feared the changes happening in working life, and 12% struggled with health-related challenges. Parikka notes that the results illustrate just how varied life situations and motivations are among older workers.

“When we talk about unemployed people, we often forget how diverse this group is, different backgrounds, personalities, experiences, and attitudes.”

Some older employees no longer find strong motivation for their work. Professional pride may fade, and career development can stall. Parikka emphasizes that much depends on the industry and how its structures support continuous learning and engagement.

“If someone does physically demanding or mentally draining work without recovery or positive feedback, motivation suffers. A lack of growth opportunities makes it worse.”

She encourages leaders to reflect on how their workplaces inspire learning and development. Every age group feels motivated when they see opportunities to grow.

“Are we doing enough through leadership to make people feel they’re progressing in their careers? When employees face new challenges, they feel valued — that creates belonging. Poor leadership, on the other hand, can make people think, ‘Fine then, I’ll just start winding down.’”

Parikka hopes that work ability management would be discussed in a different tone. She believes that conversations about work ability focus too much on occupational health services and not enough on how leadership could prevent health issues in the first place.

“Of course we need occupational health services when it comes to illness and treatment. But too often workplaces shift the responsibility for work ability to occupational health. Most people who end up there suffer from burnout or stress. By the time they need occupational health services, their ability to work is already seriously threatened. I believe the focus should be shifted more toward preventive actions.”

Parikka emphasizes that a leader’s role includes addressing difficult topics. It’s important to ask openly about an employee’s ability to cope at work. “You can simply ask, how are you managing your workdays? Questions like how are you or how’s it going are too easy to avoid. It’s better to ask questions that lead to more meaningful answers.”

Good leadership encourages growth throughout one’s career

The more experienced an employee is, the more confident they are in their own abilities. This was also evident in StaffPoint’s study. Although this is a positive finding, it carries a risk: employees over 50 may not develop their skills as actively as their younger colleagues. The stereotype of older workers being stuck in their ways may even become self-fulfilling if learning isn’t encouraged.

Parikka encourages leaders to manage in ways that enable continuous learning. This ultimately benefits the organization, as motivated employees contribute more. “Sometimes leadership teams or managers respond to questions about development by saying, I’ll ask if anyone is interested. Then I sigh and think, can you really afford to employ people who don’t want to grow?”

Parikka would like to see more planning and structure in how organizations build conditions for employee development. Employees shouldn’t have to look for new challenges elsewhere if they can grow in their current workplace.

HR strategy as a tool against age discrimination

Age discrimination often hides in unconscious attitudes, and addressing it requires active self-reflection. According to Parikka, the solution lies in a people strategy that focuses on building a diverse workforce. This ensures that recruitment doesn’t unintentionally favor only young or similar-aged candidates.

“Everyone in working life, no matter their role, should reflect on their own preconceptions. But I think the root of the problem lies deeper. Organizations know they need a business strategy and that it must be implemented. But how many have a truly high-quality HR strategy? If we want diversity, we need to make it a clear part of that strategy.”

Parikka points out that without clear recruitment goals, a significant portion of staff might retire around the same time. A well-defined HR strategy that outlines what kind of workforce the organization wants to build also prevents unconscious bias from influencing its vitality. “That way, decisions won’t be based on someone’s personal feeling like, I’m not going to start hiring people my parents’ age.”

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