At what age does one become a senior employee in a company these days?

Lise Roda. – “I think the question should be phrased differently, because we are all potentially a senior figure to someone. You don’t become a senior at a specific age, but through the experience you’ve gained, your ability to take a step back and pass on your knowledge. Depending on the profession, this maturity comes sooner or later. A successful company should no longer think in terms of generations, but in terms of complementary skills. The challenge is not to define who is a senior employee, but to value every experience for the benefit of the team.

Why do older people remain a largely untapped resource?

“This is one of the paradoxes of the current market: we talk about a skills shortage whilst overlooking some of the skills that are actually available. Many companies continue to seek an ‘ideal’ candidate – often a younger one – even though they already have professionals who are ready to start work straight away. We sometimes confuse potential with youth, when in fact experience is also a form of potential. Yet having staff who can hit the ground running is a major competitive advantage, and older employees can also mentor their younger colleagues.

What are the most common stereotypes that older people face?

“They are still often perceived as having a lower capacity to adapt, poor mastery of new technologies or a lack of agility. Yet these stereotypes do not stand up to reality. Many experienced staff members have already weathered several major transformations. Their strength lies precisely in their ability to distinguish between passing fads and genuine game-changers. The risk is confusing speed with depth. Companies need both.

If you were to recruit a 58-year-old employee or a 28-year-old employee with comparable skills tomorrow, what factors would make the difference?

“It all depends on the need, the team’s context and the issues to be covered. Age should never be a decisive factor. The key factors remain curiosity, the ability to learn, collaboration and contributing to the team. Potential doesn’t disappear with age; it evolves. Some people bring an energy for development, whilst others offer the ability to stabilise, mentor and help teams grow.

What do you expect from a senior candidate these days?

“Above all, I look for the same qualities as in any talented individual. Experience also brings the ability to bridge the gap between the fundamentals and new practices. In a context of transformation and in the age of artificial intelligence, senior staff often act as a bridge between the old and the new. More than just experts, they help to pass on knowledge, foster collective judgement and ensure a sense of continuity.

Would a senior employee be willing to lower their salary expectations in order to remain employable, and is it fair to ask them to do so?

“Every situation is unique and requires discussion. However, it would be simplistic to assume that a senior employee must always lower their expectations. Remuneration should, above all, reflect the contribution made, not age.

What, in practical terms, does a company lose when an experienced employee leaves without passing on their knowledge?

“It’s about much more than technical expertise. The organisation stands to lose a wealth of memory, informal networks, and in-depth knowledge of its clients and its own culture. Some of this knowledge is difficult to formalise, which is why it’s so important to organise the handover well in advance. This must form part of a genuine HR strategy, just like recruitment or training. Mentoring, intergenerational partnerships, internal mobility and documentation are all tools that can be utilised. It is not just a matter of preserving skills, but a genuine intangible heritage.”