In our executive search practice, a frequent dilemma our clients face is whether to hire young executives full of energy and fresh ideas, or professionals aged 50, 55 and above who bring greater experience and, in our observation, greater job stability.
Millennials and subsequent generations show lower attachment to their jobs. They stay shorter periods and accumulate more changes. However, among the most outstanding candidates from these generations, we find more than reasonable motives for having changed.
These generations witnessed the end of the quasi-lifetime employment their parents enjoyed. The mutual loyalty between employee and employer collapsed with reorganizations, downsizing, and reengineering.
The first reaction of many companies when asked about the ideal age for a candidate is to point to a range I call the “sweet spot.” Our observations indicate that with considerable frequency, one finds people full of energy well past 55.
The greater stability of senior executives has to do with changes in their family environment and their vision of the future. They have accumulated decades of experience that allows them to make informed and strategic decisions.
Older candidates are often more willing to take on “bridge” positions. Their experience is invaluable for guiding organizations through critical moments. In the realm of boards and corporate governance, these profiles become especially valuable.
The choice between youth and experience should not be framed as an either/or proposition. Organizations that successfully integrate both profiles build more complete and resilient leadership teams.
