Older interns bring experience to the workplace

The movie is not just about an old man picking up new skills. After joining a fashion company as an intern, Ben inspires his younger colleagues and becomes an important support for the female CEO.

A decade ago, after watching it, I wondered how many companies would hire a 70-year-old intern in real life.

By 2025 the idea of a 70-year-old applying for a job in Vietnam seems unimaginable. In fact, 35 is already considered too old by most companies.

Most businesses, from corporations to factories, require candidates to be under 35. One reason is that younger employees can be paid lower wages, but there is also a belief that younger workers have more energy, adaptability and creativity.

However, hiring older professionals as interns, consultants or part-time staff can bring real benefits.

First, they bring experience. Seasoned professionals have industry knowledge and problem-solving skills built over decades of working. Their insights can be valuable in decision-making, and their past successes and failures help prevent costly mistakes.

An elderly woman works on her laptop. Illustration photo by Pexels

Japan has recognized this advantage.

With its aging population, it passed the Measures to Ensure Employment Security for the Elderly, requiring companies to let employees work until 70.

Fujitsu, a major tech company, embraced this policy by launching a senior internship program, bringing back retired engineers as technical advisors.

These experienced professionals mentor younger staff, passing down expertise and ensuring continuity in skills and industry knowledge.

Second, older workers help bridge generational gaps. When young and old collaborate, they exchange ideas and strengthen workplace diversity.

Companies like Google and consulting firm EY run mentoring programs where younger employees teach older interns about new technologies, while older interns share their knowledge of the industry. This mutual learning fosters inclusion and equality in the workplace.

BMW also supports age diversity by mixing workers of different ages on production teams, helping enhance productivity and job satisfaction overall.

Of course, hiring older workers comes with challenges. Some may struggle with digital tools and adapting to new processes. However, targeted training programs can address these problems.

Instead of assigning older workers completely new roles, companies can adjust job responsibilities to match their strengths. This approach helps the workers transition smoothly and make meaningful contributions.

Another point is that a multi-generational workforce makes a company more competitive.

Bringing in older interns is not just about filling vacant positions—it is a smart strategy for sustainable growth by combining the experience of older workers with the innovation of younger ones.

Elsewhere, the U.S. has for long addressed this issue. The Age Discrimination in Employment Act (ADEA), passed in 1967, protects workers over 40 from workplace discrimination.

Enforced by the Equal Employment Opportunity Commission, the act applies to private employers with at least 20 employees, as well as state and local governments, staffing agencies, labor unions, and federal agencies.

Around the world, more companies are embracing workplace diversity, equality and inclusion.

The future job market will not be about age limits; it will be about talent, skills and contributions.

*Ms. Nguyen Thi Hong Chi works at the Faculty of Communication, Ho Chi Minh City University of Culture.