Reinvention Nation signals major career rethink for Canadian workers

A growing number of Canadians across age groups are expressing a desire to change careers, according to new data, with younger workers leading the shift and older workers also showing significant interest in late-stage reinvention.

The data, released as part of Employment Hero’s 2025 Annual Jobs Report shows that 35 per cent of Canadian workers want to do something completely different in their professional lives. Among those aged 25 to 34, that figure rises to 42 per cent. But the most striking insight is that one in four Canadians aged 55 and older also say they’re considering a full career pivot.

Rather than viewing work as something that winds down over time, many in their fifties and sixties are actively exploring new opportunities, often in pursuit of better alignment with their goals or values.

This finding reflects a broader shift in how Canadians view employment. The idea of a single, unbroken career path is being replaced with one that allows for change, retraining and adaptation at every stage of life.

Changing attitudes among older demographics

The data suggest that traditional narratives about retirement may no longer apply to a large segment of the workforce. Among those aged 45 to 54, 37 per cent expressed interest in changing direction. That interest remains strong among older respondents, with 25 per cent of those 55 and over reporting they want to do something entirely different.

Experts suggest a range of contributing factors. These include extended working lives, financial pressure, the rising visibility of mid-life career change stories and an increased focus on purpose and flexibility. The COVID-19 pandemic also prompted many to re-evaluate their careers and priorities.

“Reinvention isn’t just a trend among early-career workers anymore,” said Kevin Kliman, President of Canadian business at Employment Hero. “We’re seeing meaningful levels of interest across the age spectrum, including among more experienced workers who bring a lot to the table.”

Kliman added that businesses should take this shift seriously. “If employers assume their late-career talent simply wants to maintain the status quo, they risk missing out. These are people with knowledge, perspective and momentum—they’re just looking for different ways to use it.”

This shift has implications for how companies approach training and development. Traditionally, upskilling programs have focused on younger or mid-career staff. But the data suggest that investment in career mobility should expand to include older employees, particularly those with the desire—and capacity—to pivot into new roles.

Flexible work arrangements, lateral career options and retraining initiatives could help employers retain experienced staff who might otherwise disengage or leave altogether. Some organizations are already adapting, offering phased retirements or role redesigns that allow long-term staff to continue contributing in different ways.

According to the data, interest in career change isn’t limited to older Canadians. Workers aged 35 to 44 (38 per cent) and 18 to 24 (also 38 per cent) are showing strong intent to pursue new paths. The data were drawn from a national employment platform tracking sentiment across thousands of small and mid-sized businesses.

The findings point to a workforce that values growth and adaptability over permanence. Canadians of all ages appear more willing to step off a linear path if it leads to a better fit or greater fulfilment.

Implications for workforce strategy and policy

For employers and policy-makers, this level of interest in career change represents both a challenge and an opportunity.

Labour programs and workforce strategies have often been geared toward youth or early-career development. While that remains important, the data suggest that more inclusive approaches are needed—ones that acknowledge the motivations of older adults who are still in the workforce but looking for change.

Policymakers may need to revisit how funding is allocated for upskilling and whether retraining options are accessible for those over 50. Similarly, workforce planning initiatives might consider how to create mobility within industries, especially for sectors experiencing labour shortages.

At a time when employee retention and skill shortages are key concerns, this data offers a clear signal: career change isn’t just a fringe idea. It’s a mainstream shift. And the more responsive workplaces are to that reality, the better positioned they’ll be.