Rethinking talent for the 100-year Life
How organisations can thrive in a multigenerational, longevity-driven world
Author: Paula Gibson
Recently, Maggie Matthews talked us through some of the key themes to emerge from a major thought-leadership event – the CRF Conference 2025: Rethink Work – Evolve or Endure -looking at the future of work.
During the conference, we explored the 100-year life: rethinking talent for longer careers, a thought-provoking session that challenged us to reconsider how we approach careers, leadership, and the future of work in light of increasing longevity.
The multi-generational workforce – why it matters
As people live and work for longer, the implications for organisations are significant. This is not simply a human resources issue, it’s a strategic shift that affects how we attract, retain, and develop talent across all levels.
We learned that by 2050, the workforce is expected to be evenly split between those over 50 and those under 50, highlighting the growing importance of intergenerational collaboration and inclusive talent strategies. So what does this mean?
Longer careers bring evolving aspirations, more transitions, and the need for continuous growth. Organisations that embrace this change will be better placed to thrive in a multigenerational, longevity-driven world.
Key strategies
To prepare for a longevity-driven future, organisations must rethink how they approach talent development.
This includes redesigning career paths to move beyond traditional, linear models and instead support flexible, non-linear journeys that reflect the realities of extended working lives.
It also means embedding lifelong learning into the culture, ensuring continuous development at every stage of a career. Additionally, leveraging intergenerational intelligence, by encouraging collaboration across age groups, can unlock innovation and help build stronger, more inclusive teams.
Leadership must evolve
Today’s leaders need to:
- Be lifelong learners who embrace change
- Build connections across generations
- Think strategically about the long-term impact of longevity on workforce dynamics.
As must leadership pipelines
In conclusion, leadership pipelines should therefore support non-linear growth and promote continuous development, ensuring we’re building future-ready leaders.
What does this mean for organisational leadership?
As the nature of work continues to evolve, organisational leadership must proactively anticipate and respond to these shifts – not only as employers but also as enablers of future-ready skills. This means rethinking how we support, develop, and empower our first line leaders, who are often the linchpin of operational success and employee engagement.
The encouraging news? As organisations begin to recognise the urgency of adapting, we have a unique opportunity to step in with targeted, strategic support. By aligning leadership development with emerging workforce needs, we can help shape resilient, agile teams ready to thrive in a changing landscape.
We hope these reflections on the future of work have sparked meaningful ideas and inspired fresh thinking around leadership and workforce transformation.
Get in touch – we’d love to hear your thoughts! Share your perspective, any challenges you’re facing, or questions you might have. Let’s keep the conversation going.