Australia’s workforce is getting older, and smart companies are treating it as a competitive advantage. By the mid-2030s, Australians aged 65 and over will outnumber those under 18. Longer lives and changing attitudes to retirement mean many are staying in paid work well past 65. Today, 16.3 percent of Australians over 65 are still in the labour force. In the 65 to 69 age bracket, one in three remains on the job, compared with just 12 percent in the late 1990s.
For the cleaning industry, this shift is already front and centre. Commercial cleaning struggles with high turnover and constant recruitment pressure, yet mature workers continue to bring stability, commitment and detail-oriented work. As HR On Call director Melissa Behrend notes, “Older workers [are] rated very highly for loyalty, reliability and the ability to cope with stress. These are strengths which older workers contribute to the commercial cleaning workforce, yet their skills and capabilities are often overlooked during hiring due to age biases.”
Because older Australians are working longer, they’re also spending more. Since 2003, nearly half of all household wealth growth has gone to those over 64, giving them unmatched economic clout. Yet too often, marketing overlooks them, pushing youth-focused imagery that fails to connect with one of the nation’s most influential demographics.
The message is clear: longevity is rewriting the rulebook. A 68-year-old running a business or reskilling for a new career is no longer the exception but the new normal. Cleaning companies that design their workforce and marketing around this reality will outperform those who cling to outdated assumptions.
Age inclusion as a business strategy
For employers, age inclusion can ease workforce shortages and strengthen performance. “Workers over 50 tend to be more reliable, loyal and resilient,” Behrend says. “This translates to fewer absences, sustained productivity and retention of key knowledge and practices.” Flexible arrangements, such as phased retirement, part-time supervisory roles and ongoing training, keep experienced staff engaged and allow companies to draw on a wider range of skills.
Practical steps also include designing roles around flexibility and individual capability. As Behrend puts it, “Just because someone is classified as an older worker doesn’t mean they don’t want to broaden their skills. Companies can widen the scope of roles and look at employees individually rather than applying a one-size-fits-all approach.”
On the customer side, age-smart marketing makes a difference. Mature-aged Australians respond to brands that showcase energy, trust and ambition at every stage of life. Companies that normalise ageing, highlight age-diverse teams and include older consumers in service design will cut through.
The bottom line for cleaning businesses is simple. Mature-aged Australians are reshaping the workforce and the marketplace. Treating them as a strength, not a challenge, is a business strategy that drives performance.
