Mid-Career Reinvention, Ageism at Work & Rewirement
What if mid and late career weren’t about winding down — but about opening up?
That question sat at the heart of my recent HRchat conversation with career development pioneer Gillian Johnston. With nearly 50 years of experience shaping career frameworks and professional standards, Gillian has seen every version of the working life cycle. What she shared was both reassuring and challenging: the problem isn’t age — it’s how narrowly we design careers.
For too long, work has been framed as a ladder. You climb, you peak, and then… you disappear. But real careers rarely follow straight lines, and in today’s labour market — shaped by longer working lives, AI, and constant disruption — that old model does more harm than good.
When experience meets bias
One of the most powerful moments in our conversation came when Gillian spoke candidly about encountering ageism herself. Despite decades of credibility, she found her confidence shaken. Her response wasn’t to retreat, but to return to the classroom — not because she needed the credentials, but because learning reignited her sense of agency.
It was a reminder that confidence isn’t a fixed trait. It’s something we can rebuild through curiosity, experimentation, and visible contribution. And it’s something leaders can either erode or reinforce through everyday assumptions.
Better career conversations start with better questions
For organisations serious about retention, performance, and equity, mid and late career deserve far more thoughtful attention. Gillian challenged leaders to rethink how they talk about growth with experienced employees.
Not:
- “You’re great where you are.”
- “Have you thought about slowing down?”
- “Would you like to mentor someone?”
But instead:
- What energises you right now?
- What skills do you want to use more — or less — of?
- What feels like unfinished business?
These open questions create space for agency. They also surface opportunities that benefit both the individual and the organisation — especially in intergenerational teams, where unlearning and fresh perspectives are just as valuable as experience.
From retirement to “rewirement”
Another idea that stayed with me was Gillian’s reframing of retirement as “rewirement.” For many people, work isn’t just about income — it’s about identity, purpose, and belonging. That doesn’t disappear at a certain age, nor should it.
The ethical challenge for employers is to design work that respects financial realities while also recognising contribution. That means offering flexibility, meaningful projects, and visibility — not sidelining people into roles that signal “you’re nearly done.”
Practical steps when you feel stuck:
- For anyone feeling stalled or undervalued, Gillian shared practical, grounded advice:
- Test new directions through small, low-risk experiments
- Build a personal “board of directors” — trusted people who offer perspective and challenge
- Signal your interests clearly so opportunities can find you
- Focus on curiosity over certainty
Progress doesn’t require a dramatic leap. Often, it starts with permission — from yourself and from the systems around you.
Why this matters now
As organisations grapple with skills shortages, longer working lives, and multigenerational teams, ignoring later-career talent is a strategic failure. When people feel seen and believe their contribution still matters, performance, loyalty, and well-being rise together.
Mid and late career aren’t a problem to manage. They’re a design opportunity.
And perhaps the most important takeaway from my conversation with Gillian is this: your next chapter doesn’t need to look like anyone else’s. It just needs to be yours.
To hear the full conversation, subscribe to the HRchat Podcast. For more insights on work, leadership, and the future of HR, visit hrgazette.com.