Too Young, Free, and Single to be Promoted?

The phrase "young, free, and single" might sound like a catchphrase from a dating show, but it’s not too far off from what companies are often seeking in potential hires. Employers are on the lookout for individuals who are agile, flexible, and devoid of personal responsibilities that might ‘distract’ from their work. Yet, this seemingly appealing criterion comes with a paradox that seems to go unnoticed. Young, free, and single might be the perfect ticket for getting in the door, but it’s often not enough to move up the ladder. 

“You Have Still Time": The Curse of Being Young

How often have we heard it? “You’re still young, you have time.” It’s the go-to response when young professionals express a desire for more responsibility, higher pay, or a promotion. They are reassured that their moment will come... eventually. The irony is glaring. While companies seem obsessed with hiring youthful, i.e., young, candidates, they also seem reluctant to give them the opportunities they need to grow.

Hiring a young woman is already considered a risk for many companies, let alone promoting her. What if she decides to have children? Maternity leave durations vary by country, but even the risks associated with pregnancy itself may worry employers. Additional absences, and yes, the child does need to be born and, at the very least, be cared for during even a short maternity leave to start life.

Part of the problem also lies in the perception that youth equals inexperience. No matter how talented or driven a young woman is, they are often seen as lacking the gravitas needed for senior positions. This problem does not apply to young men as much as to young women.

The narrative goes: “Yes, you’re good, but you need more years under your belt.” So, instead of fast-tracking potential leaders, many companies play the waiting game, leaving these young female talents stuck in a loop of “development” with no concrete opportunities for advancement. 

But let’s be honest. Waiting isn’t always an option. High performers know their worth, and when they see that they are not being valued or promoted, they start looking elsewhere. They jump ship, taking their skills and potential with them. And companies wonder why they have a retention problem! 

The Glass Ceiling: Age Edition

While young female professionals are told they have “plenty of time,” the story is quite different for those on the other side of the age spectrum. There’s an unspoken rule in many organizations: once you hit 50, your chances of a significant career leap drop significantly—unless you’re being lined up for a CEO position. 

A client of mine, a CEO closer to 60, once said regarding a candidate: “If a man is not in a leadership position when he is 50, I won’t even consider him for an expert role anymore.” It’s like you’re either a leader by that age or you’re written off entirely. Harsh, eh? Think about the absurdity of this statement. How is it that someone with decades of knowledge and expertise becomes less valuable just because of a number? It’s as if the clock strikes 50, and suddenly, your competence is questioned in every position, even in the one you have been holding for years. 

The reality is that companies are missing out on an enormous pool of talent by sidelining those over 50. These are people who have seen industries evolve, managed crises, and developed a vast network of connections. They have the wisdom and experience that many organizations claim to value. Yet, they are overlooked, often pushed out.

The Problem Isn’t the Talent; It’s the System

Let’s face it: the issue isn’t a lack of qualified candidates. They may not have all the qualifications, but a person can learn, and most people are motivated to learn new skills if they are given the opportunity.

It’s a failure of the hiring and leadership systems that companies have in place. All over Europe, organizations lament that they cannot find competent candidates. But is it really that the talent isn’t there, or are hiring managers and decision-makers stuck in outdated ways of thinking? 

On one hand, young professionals are pushed aside because they “need more experience.” On the other older professionals are disregarded because they are seen as past their prime. What we’re left with is a narrow window of time—maybe in your 30s and early 40s—where you’re supposedly the ‘ideal’ age to climb the ladder. But what happens if you don’t make it in that golden window? Or worse, what if the criteria change yet again, and you find yourself left behind, regardless of age? 

An Age-Inclusive Approach: Is It Too Much to Ask?

Here’s a radical idea: instead of using age as a litmus test for career potential, what if companies evaluated candidates based on their skills, contributions, and drive? Imagine a workplace where experience is valued at any age, and ambition is recognized whether you’re 25 or 55. The truth is, diversity in age can be a massive advantage instead of being a massive disadvantage. Younger professionals bring fresh perspectives, tech-savviness, and energy, while older workers contribute a deep well of knowledge, strategic thinking, and maturity. 

Companies could harness the strengths of both age groups by creating mentorship programs, intergenerational project teams, and clear pathways for growth at every stage of a career. It shouldn’t be a gamble: either you make it young, or you’re out of options. Instead, it should be a well-thought-out system where people are encouraged and rewarded based on their merit, not their age. 

The Real Question: When Is the Right Age?

So, when is the right age to be promoted or hired? The answer is: there isn’t one. Companies should stop chasing the illusion of the ‘perfect candidate’ and start seeing the value in people at all stages of their careers. Yes, the young professional with three years of experience might be ready for a leadership role. Yes, the 55-year-old expert might have exactly the strategic insight needed to drive a project forward. Or even start in a leadership role for the first time!

Organizations must break free from their rigid ideas of what an ‘ideal’ employee looks like. Otherwise, they will continue to struggle with so-called talent shortages and high turnover rates. 

The real issue isn’t a lack of competent candidates—it’s a lack of flexibility, open-mindedness, and a willingness to change how hiring and promotions are approached. We all know that recruiting is a puzzle with many aspects to consider. Companies love to talk about the importance of inclusion and diversity, and they know the business case for it. But when the moment comes to put these values into action, they often hesitate—driven by the need for short-term gains or simply because of deeply ingrained biases that hiring managers haven’t acknowledged within themselves. An old Latin proverb "Hic Rhodus, hic salta” (“Here is Rhodes, jump here”) means that it’s not enough to make promises and give speeches. The true test is in the action. If businesses genuinely believe in the value of a diverse workforce, it’s time to leap beyond the rhetoric and prove it.