Photo / Courtesy, Synergy Workforce Solutions
John Lewis, co-founder and managing partner of Synergy Workforce Solutions
December 9, 2024
How Maine employers can find workers amid the ‘silver tsunami’
By John Lewis, Synergy Workforce Solutions
Maine is at a critical crossroads. As the oldest state in the nation by median age, we’re facing an unprecedented wave of retirements across industries that are vital to our economy. The so-called silver tsunami poses a significant challenge for businesses trying to maintain operations and fill critical roles.
But it also presents an opportunity. By evolving in how we think about succession planning and investing in Maine’s future workforce, businesses can address the immediate awareness and skills gaps while building a stronger foundation for long-term success.
A challenge for Maine
In Maine, the numbers tell a stark story. More than 20% of the population is over 65, and nearly 30% of the current workforce will be eligible for retirement within the next decade. This reality disproportionately affects industries like manufacturing, health care and education — sectors that not only support thousands of jobs but also shape Maine’s identity.
Compounding the issue is Maine’s struggle to retain younger workers, many of whom leave for opportunities in larger markets. If left unaddressed, this demographic imbalance could hinder the state’s economic growth and diminish its ability to compete in a global economy.
Invest in talent initiatives
To secure Maine’s economic future, businesses must invest in initiatives that connect students to meaningful career pathways. Collaboration with schools, including Career and Technical Education (CTE) centers, youth development organizations and postsecondary institutions is key to helping young people connect the dots between their education and real-world opportunities.
Programs like internships, mentorships, and industry-led workshops provide practical experience while showcasing the exciting opportunities available in Maine. These efforts don’t just align training with workforce needs — they inspire students to envision their future here.
By strengthening these connections, businesses can build a robust talent pipeline, ensuring a steady flow of skilled workers to sustain the state’s economy.
Capture knowledge before it’s gone
Retiring employees take decades of institutional knowledge and expertise with them. To mitigate this loss, Maine businesses should prioritize knowledge transfer programs. Mentorship initiatives, where experienced employees train younger workers, or structured documentation of processes, can help preserve critical information and workflows.
In industries like manufacturing and marine trades, where specialized skills are often learned on the job, this transfer of knowledge is essential to maintaining operations and competitiveness.
Embrace retirees as a resource
Retirements don’t have to mean a complete goodbye. Many retirees in Maine are willing to stay engaged with their industries, particularly in part-time or consulting roles. Employers should consider flexible options that allow these seasoned professionals to continue contributing their expertise while transitioning into retirement.
This approach not only supports continuity but also provides an invaluable bridge for younger employees as they step into more senior roles.
Retain Maine’s young workers
Maine’s ability to retain its young workforce will determine its long-term success. Businesses must offer compelling reasons for young people to stay, including clear career growth opportunities, mentorship, and competitive benefits.
Highlighting Maine’s unique quality of life — its relative affordability compared to larger markets, natural beauty and close-knit communities — can also help attract and retain talent. Employers that lean into these strengths can position themselves as desirable places to work while reinforcing Maine as a great place to live.
A call to action
Maine’s businesses, educators and policymakers must work together to address the challenges posed by the silver tsunami. This requires a shift in how we think about succession planning — beyond simply replacing retiring workers to creating a talent pipeline that meets the needs of a rapidly evolving economy.
By investing in knowledge transfer, building stronger connections with education, and retaining young workers, Maine can turn this challenge into an opportunity. With the right strategies in place, the state can prepare for the silver tsunami and emerge stronger, more resilient, and better equipped to thrive in the years ahead.
Let’s seize this moment to secure Maine’s economic future — for today, and for generations to come.
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