Hiring employees over 50: Why experience is becoming a competitive advantage
Expert Interview with Dr. Achim Gast
Anyone who screens out candidates over 50 early on is making a decision based on their year of birth before even discussing the job.
Right now, that’s a mistake. In the coming years, companies will lose many experienced specialists and executives to retirement. At the same time, key positions in sales, production, engineering, and management will remain difficult to fill.
Over the next 15 years, 13.4 million working-age people in Germany will reach the statutory retirement age. The younger generations will not replace them in terms of numbers. At the same time, the Federal Employment Agency continues to list 157 occupations with labor shortages for 2025. (Sources: Statistisches Bundesamt, Bundesagentur für Arbeit)
Candidates and employees over the age of 50 are therefore not a special case. They are an important part of the labor market. Dr. Achim Gast explains why companies should make targeted use of their experience and how to ensure a fair selection process.
Key Points at a Glance
The labor force participation rate for people aged 55 to 64 in Germany was 75.3 percent in 2025. Many experienced professionals and executives want to continue taking on responsibilities. (Source: Statistisches Bundesamt)
Companies should not base their selection on age. What matters most are the specific job responsibilities, proven performance, a willingness to learn, and leadership potential.
In the chemical, coatings, plastics, and engineering industries in particular, an understanding of the market, customer trust, and experience in challenging situations are what count.
Dr. Gast, why should companies make a point of hiring candidates over 50?
Dr. Achim Gast: Because otherwise, companies unnecessarily narrow their pool of candidates. Many roles require experience, sound judgment, and the ability to make good decisions even under pressure. This is particularly evident in executive management, sales management, technical management, plant management, and demanding specialist roles.
Demographic change is exacerbating this situation. Companies don’t need fewer experienced people; they need more of them. Those who rule out candidates over 50 from the outset are passing up a significant portion of the market.
Is the group of employees over 50 still sufficiently active in the labor market?
Dr. Achim Gast: Yes. Many people between the ages of 55 and 64 are still working. They aren’t just looking for temporary assignments. They’re looking for a role that offers responsibility, creative freedom, and a clear contribution to the company.
In conversations, we often find that candidates have high expectations for their next role. Many candidates want to build something from the ground up again, further develop a division, strengthen customer relationships, or ensure a smooth transition to a successor. Companies should take this motivation seriously.
What needs do you currently see in the market?
Dr. Achim Gast: Many companies are looking for people who understand technical concepts, interact with customers as equals, and lead teams with confidence. In the chemical, coatings, and plastics industries, the focus is often on long development cycles, complex products, demanding customers, and high standards for quality and production.
It’s not enough to simply fill a position for the sake of it. Companies need people who understand the market, set priorities, and take responsibility. Experience often accelerates this process.
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What strengths do experienced candidates bring to the table?
Dr. Achim Gast: Experience isn’t measured by the number of years in the profession. It’s measured by how someone handles responsibility.
- Has this person managed crises?
- Has this person retained difficult customers?
- Has this person led a team through a change process?
- Has this person advocated for and implemented unpopular decisions?
In the technical industry in particular, this experience counts. Market understanding, technical credibility, and customer trust are built up over the years. They help you reach sound decisions more quickly.
Here’s an example from our practice: A paint manufacturer was looking for a sales manager. Initially, the focus was on finding a younger candidate with a digital background. During the selection process, however, an experienced manager prevailed. The deciding factors were not his years of experience, but rather his knowledge of the customer base, his credibility in the market, and his ability to immediately provide technical leadership to the sales team.
This case illustrates an important point: digital competence and experience are not mutually exclusive. The best hire is made when companies specifically evaluate both.
Why are there still reservations about candidates over 50?
Dr. Achim Gast: Some hiring processes still rely on assumptions. For example, a candidate might be considered less tech-savvy, not a good fit for a younger team, or unwilling to adapt.
Such assumptions are no substitute for a thorough evaluation. Digital competence is evident in how someone works with new tools, incorporates data into decisions, and supports change within the team. The ability to work in a team is evident in one’s behavior. Motivation is evident in conversation.
The year of birth does not answer any of these questions.
How Can Companies Effectively Select Candidates Over 50?
Dr. Achim Gast: The first step is always to be clear about the task at hand. What does this person need to accomplish over the next three to five years? What changes are on the horizon? What decisions does this person need to make? Whose support does this person need to secure?
This is followed by the aptitude test. We look at comparable situations, the individual’s contribution, how they handle resistance, and their ability to remain effective under new circumstances.
A compelling resume isn’t enough. What matters most is whether someone can clearly explain their past successes and replicate them in a new situation.
How do companies attract experienced candidates?
Dr. Achim Gast: By presenting a credible role and communicating honestly. Good candidates want to know why their specific experience is important to the company. They want to see responsibility, autonomy, and a clear vision of the company’s goals.
General job postings are often not enough. A personalized message that precisely describes the role shows respect and increases the candidate’s willingness to engage in a conversation.
What should candidates over 50 keep in mind?
Dr. Achim Gast: You shouldn’t talk about your age. You should talk about the contribution you’ll make in the future.
A good resume doesn’t just list job history. It showcases impact. What results were achieved? What changes were implemented? Which clients were acquired or retained? Which teams were developed?
Anyone who answers these questions specifically shifts the conversation away from age and toward their own competence.
What advice do you give to CEOs and HR managers?
Dr. Achim Gast: Don’t look for the most recent profile. Look for the person who has a proven track record of being able to solve your problem.
A good hire combines professional competence, a willingness to learn, leadership potential, and a good personal fit. Experience is not a risk in this context. It is an asset when it aligns with the role and continues to be actively applied.
Frequently asked questions about employees and candidates over 50
Executive Search Consultant for Chemical Industry, Paints & Coatings and Plastics Processing Industry
Dr. Achim Gast is Managing Director of DELTACON Executive Search. Together with his team, he is responsible for the chemical industry, paints & coatings and the plastics processing industry. In addition to his work as a Executive Search Consultant, Dr. Achim Gast has 30 years of management experience in sales, development, production and executive management functions in the chemical industry.
About the person
Dr. Achim Gast is a Managing Director and Partner at DELTACON Executive Search. He advises CEOs, shareholders, members of advisory boards, and HR executives on critical leadership appointments, succession planning, and transformation initiatives.
His focus is on Chemicals, Coatings, and Plastics, as well as on recruiting managing directors, executives, and candidates for key positions. He combines more than 30 years of industry and leadership experience with executive search.