*Susan - A pseudonym used to protect our reternee's privacy
Everyone was young once, and most will grow old - probably one of the few irrefutable truths. Many hiring managers in their 30s/early 40s may harbour doubt about hiring older candidates. However, when these same professionals reach their senior years, they often find themselves questioning these earlier biases.
This article offers an insightful glimpse into the lived experience of an ex Department Head and Hiring Manager of an MNC, from her perspective on both sides of the fence.
Interviewer:
I understand that in the past, you were also a hiring manager and had experience interviewing senior candidates. Could you share some of your experiences from when you were younger and in that role?
Reternee (Ex-Head):
I became the head of purchasing in my late thirties to early forties. During that time, I had the responsibility of filling roles like buyer or senior buyer on my team. I recall one particular occasion when a senior gentleman came in for an interview.
I was surprised at first because his qualifications were impressive. He had over 10 years of experience as a manager, working in Shanghai. However, he had returned to Singapore to be with his family and was struggling to find a job. So, he applied for the senior buyer position, which was a step or two down from his previous role.
My initial reaction was to wonder if he would be willing to downgrade himself from a managerial role to a senior buyer position. I also worried about how long he might stay in the role. I thought he might just be using the job as a stepping stone while he looked for something more aligned with his expertise and experience. The concern was that after investing time and effort in training him, he might leave for a better opportunity, which would have been a waste of resources for us.
Another concern I had was about team dynamics. My team was quite young, mostly in their thirties, and they had a strong bond and worked very well together. I wasn’t sure if someone in their fifties, or older than me, would be able to integrate well with the team.
Interviewer:
What is your perspective, now that you are in your 50s?
Reternee (Ex-Head):
Now that I’m in my 50s, I see things a bit differently. I believe age is just a number, and I feel confident that I can still connect with younger colleagues. However, I’m not sure if they would see me the same way. It has to be mutual, right?
While I might think I can fit well within a young team, they might view me as someone more senior and treat me differently because of that.
If a company decides to hire a more senior candidate like myself, they need to be mentally and psychologically prepared. This includes ensuring that their younger team members, especially those in their 20s/30s, are ready to welcome someone with much more experience into their team. It’s not just about whether the senior candidate can integrate; it’s also about whether the existing team is willing to be receptive to this new dynamic.
Interviewer:
Do you have any tips for seniors looking to re-enter the workforce?
Reternee (Ex-Head):
As senior professionals, when we re-enter the workforce, we have to be psychologically prepared to start employment as someone with more experience. But that said, don’t fall into the trap of thinking that you are always right.
I know some seniors who feel “oh, I am more experienced than you, so whatever I say must be correct, and you have to listen to me”. This type of mindset will prevent you from communicating well with younger team members because you think that you must always be right.
In this new world, many young people know more than us. We need to have an open mind to be prepared to learn from them, especially on new technology. No matter your age, there is always something to learn.
Another thing to keep in mind is to be a team player. You might have been a manager before, with people reporting to you, but now you could just be another member of the team. You’ll need to shift your mindset—focus on supporting your teammates rather than leading them. It’s about knowing where you fit in the team now and adjusting your approach accordingly. Master the ability to understand the company’s context and act differently in different situations.
Interviewer:
Do you have any tips for companies on integrating a senior employee into the team?
Reternee (Ex-Head):
From a company's perspective, integrating a senior professional requires some thoughtful preparation and an open mindset. First, it's important to recognise that the senior candidate is coming in with a wealth of experience. They aren’t starting from scratch, so it’s essential for the hiring manager and the team to be ready to accept someone with a different, more seasoned background.
The key to a successful integration is mutual learning and sharing. Younger team members might be more familiar with the latest software or newer ways of working, while the senior candidate brings valuable insights from their years of experience. These complementary skills can really benefit the team if everyone is open to learning from each other and maximising each other’s strengths.
It’s also crucial for the company, from the hiring manager to the team members, to adjust their mindset. They should be ready for a change in dynamics and understand that having a diverse range of experiences within the team can be a huge asset. When this is done right, you create a situation where the senior professional integrates well, the team benefits from a broader skill set, and everyone learns something valuable. Ultimately, this leads to a win-win for both the company and the individuals involved.
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