In today’s evolving workforce, leaders face an exciting opportunity: empowering women over 55 to contribute longer and more meaningfully to the organization. With one in ten workers now over 55, their experience, qualifications, and desire to work longer can significantly benefit your business.

I first heard about this trend while listening to a podcast by the Washington Post. I will admit I found it surprising because I have had a tough time keeping my favorite female doctors, some who have retired in their fifties. When I listened to the podcast and learned my experience was not necessarily a workforce trend, I wanted to learn more.

Redefining Retirement

Women older than 55 make up more than 10% of U.S. workers, according to the Labor Department, and the labor force participation rate of this group continues to grow. The Bureau of Labor Statistics reports women older than 55 was 33.6% in 2023, which is more than seven percentage point increase from 2000. That means one in ten workers today is a woman aged 55 or order.

Several studies over the past decade have found that many women continue working longer by choice. These educated women are qualified for the roles they already have or will pursue; they are enthusiastic about their careers. Some have tried retirement and hated their new lifestyle, so they went back to work. Others are using this time in their lives to make a career pivot or start their own business.

I recently collaborated with a coaching client in her sixties who got laid off and decided to go back to school for nursing to pursue her true career goal. Another client left medicine to go into the field of climate activism, but she hopes to use her health experience in a new way. Other clients tell me they do not think they can retire due to financial reasons – like one of my clients who is single and has never been married. She feels like she does not have the ability to retire anytime soon because she can only rely on herself to provide for the future.

More Education, More Opportunities

But as more women earn college degrees, secure jobs with greater advancement opportunities, find greater job satisfaction, remain unmarried, or have spouses who also extend their careers into later years, a growing number of women are staying active in the labor force into their sixties and beyond. A 2018 study by Harvard University found these women also had more savings so job satisfaction factored heavily in their decision to delay retirement.

Gender Pay Gaps Persist

Time plays a role as well. College-educated women typically reach their peak earnings later in life than men, as many take time away from the workforce to care for their children. The gender pay gap is unfortunately still a reality. The Labor Department reports women made 84 cents for every dollar that men made in 2024, and the gap is even greater for Black and Hispanic women.

According to a report by Georgetown University researchers, the gender pay gap among college graduates reaches it widest point between ages 50 and 54. That’s an incentive to keep working to benefit from finally reaching the point to narrow that gap.

Barrier for Women at Both Ends of the Spectrum

But there may not be a “right age” for professional women. A 2023 survey by Harvard Business Review of women leaders highlights how women in leadership face persistent ageism throughout their careers, compounding existing gender biases. Additionally, workplace biases devalue older women’s contributions, making career longevity more challenging despite their experience and qualifications. Younger women faced a credibility deficit, where their expertise was met with skepticism and scrutiny of their appearance.

With both ends of the spectrum experiencing negativity, one might think the sweet spot for working women would be between the ages of 40 and 60. Not so, according to the survey. One leader recalled not being hired because of her “impending menopause.” This recent survey’s results show that there is still a lot of work to be done to recognize and prevent age bias.

Related: 6 Ways Leaders can Eliminate Gender Bias in the Workplace

The Pandemic’s Lasting Impact

The pandemic can be to blame for some of the financial challenges many older women face. In April 2020, the unemployment rate for women over 55 surged to over 15% – three percentage points higher than men in the same age group – and it took two years to return to pre-pandemic levels, according to the Bureau of Labor Statistics.

A lot of women who left the workforce during the pandemic did so to assume caregiving roles. The Labor Department says this applied to 13% of women aged 55 or older. A 2021 AARP survey found that approximately 43% of women were caring for an adult family member, friend, child, or grandchild during the pandemic.

Many have returned to the workforce, in part, due to the flexibility of work brought on by the pandemic. These older women do not necessarily want a nine-to-five job where they must clock in and out for breaks, but if they are able to work from their living room on a flexible schedule, work seems a lot more appealing… and for a longer period of time.

Role Models for the Next Generation of Leaders

With more older women continuing to work longer, younger women have a bigger pool of role models to look up to. Some of the older generations were the only women in their companies or even their male-dominated industries (like our client Melissa who was one of the few females in the oil and gas industry in the 1980s), so there were a lot of glass ceilings to break. One of the women in the podcast recalls she was the only woman in her coding industry when she started her career, so she did not have any role models. While there are still male-dominated industries, there is much more balance today with women occupying both entry and senior level positions. These older women made that possible for others!

Having more women in leadership roles often brings greater empathy for family situations and improves work-life balance. As a coach, I have seen the impact of women in executive roles and on boards, and what we see is that women bring more empathy, greater focus on work-life balance, and better collaboration within teams.

Strategies for Leaders

Leaders can empower women over 55 by fostering an inclusive work environment that values their experience and contributions. Here are some effective strategies:

  1. Offer Flexible Work Options: Many older women are drawn to flexible work schedules, such as remote work or part-time positions, which allow them to balance career and personal commitments.
  2. Provide Career Development Opportunities: Encourage continued professional growth through mentorship, training programs, and opportunities for skill development that cater to their interests, including career shifts.
  3. Address Ageism and Bias: Create a culture that actively combats age and gender biases. Implement unbiased performance reviews and ensure that women over 55 are given equal opportunities for leadership roles and recognition.
  4. Support Work-Life Balance: Promote policies that support caregiving responsibilities and offer a work environment that allows women to thrive both personally and professionally.
  5. Encourage Peer Mentoring: Older women can serve as role models and mentors for younger employees, helping to bridge the generational divide and foster a supportive, collaborative workplace.
  6. Offer Financial Planning Resources: Provide access to financial planning and retirement advice to ensure that women can confidently plan for their futures, regardless of their career trajectory.

As a leader, adopting these strategies will not only improve retention and engagement but will also establish your organization as an inclusive, innovative, and forward-thinking place to work. The business case for empowering women over 55 is clear: it leads to stronger teams, higher productivity, and a more diverse leadership pipeline.

If you are looking to empower women in your organization or navigate the challenges of leading a diverse team, explore the benefits of executive coaching to unlock potential at all levels of leadership.

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