When Workers Won’t Move Up… or Out

By Russell Pearlman

May 30, 2025

Right now, many organizations say they’re trying to find ways to unleash innovation, invigorate their cultures, or carry out other big restructurings to get their top-line revenues growing. But today, experts fear, the oldest and youngest workers are colliding in a way that could keep many firms stuck in neutral, or worse.

First, there’s an issue with older workers—they don’t want to leave. In a recent survey by Bank of America, almost one-quarter of Americans, 23 percent, said they don’t expect to retire until age 70 or later. Another 16 percent said they don’t plan on retiring at all. That’s nearly four in 10 workers who plan on working well into what used to be considered their golden years. There are already 11 million Americans over 65 still working, and another 26 million who are less than a decade away from that milestone. “This is changing the way we think about careers, aging, and the workplace,” says Stephanie Reitz, client service director at myHR Partner, an outsourcing firm catering to small and midsize companies. Boomers and Gen Xers who are well along in their careers could be unwilling to try new things or take new risks, which could block big opportunities for younger workers.

The workforce’s younger generation wants to stick around, too; a seven-year tenure is the ideal, according to a survey of UK workers. But Gen Zers don’t want the bigger responsibilities that usually accompany a tenure of that length. A whopping 72 percent say they’d rather be individual contributors than middle managers, according to a 2024 survey. Indeed, 40 percent would actually turn down a management promotion, believing that increased pay and career opportunities don’t adequately compensate for the increased workload and stress. There’s even a name for this trend: “conscious unbossing.”

Experts say these dueling demographic desires can potentially combine to create a massive problem: organizations going stale. Companies need the perspectives that new employees and leaders can bring, but if younger and older workers are reluctant to move, these organizations might have to rely on the same mid- and senior-level managers, whose performance might be fine, but who are likely set in their ways. “Everyone stays in place,” says Elise Schroeter, global head of organization and talent strategies for Korn Ferry’s Board and CEO Services practice.

The problem is especially acute now, with many of the world’s economies not providing much of a tailwind to drive growth. Experts say that productivity pushes and cost cutting can help keep a stagnant business going, but only innovation and adapting to meet changing consumer needs will make it thrive. “Experience and stability are great assets, but companies also need to make room for fresh ideas and allow fresh talent to grow,” Reitz says.

One way to stave off stagnation is to get older and younger people to work more closely with one another. Elder employees could benefit from the creation of a so-called “legacy track” that allows them to keep some of their important responsibilities while also devoting significant time to mentoring and sponsoring younger workers. Ideally, experts say, that collaboration would also convince Gen Zers that management and leadership assignments aren’t just slogs, they’re part of a fulfilling career.