As the Baby Boomer generation reaches retirement age in record numbers, organizations face a significant challenge in maintaining their expertise pipelines. This phenomenon, known as “Peak 65,” coincides with rapid technological changes that are reshaping workplace dynamics and increasing the urgency for expertise transfer solutions.
From retirement to renewal
“Peak 65” refers to the unprecedented number of Americans hitting the traditional retirement age of 65. According to the Retirement Income Institute at the Alliance for Lifetime Income, more than 11,200 Americans will turn 65 every day from 2024 through 2027. This translates to approximately 4.1 million Americans reaching retirement age annually, potentially leading to a record number of retirements in the coming years.
At the same time, organizations struggle with knowledge transfer and employee training. Six in 10 employees report not receiving the on-the-job coaching they need to support their core job skills, according to a May 2024 Gartner survey of 3,375 employees. Technology has upended traditional relationships between expert and novice employees across industries. Many organizations rely on siloed expertise, making them vulnerable when key experts retire.
Emily Rose McRae, a senior director analyst at Gartner who advises CHROs and other C-suite executives on workforce transformation, notes that these retirement numbers represent an “acute risk” for organizations. The combination of mass retirements and inadequate knowledge transfer systems creates a perfect storm that threatens organizational continuity and operational effectiveness.
Expertise transfer and talent development
To address the expertise gap crisis, organizations are implementing comprehensive knowledge transfer strategies centered on collective intelligence.
Rather than over-relying on already-burnout-prone managers, companies are establishing skills-based learning networks that include employees, managers, learning and development staff, talent management professionals and subject matter experts. Gartner research indicates this network approach has nearly doubled employee workforce readiness compared to traditional one-on-one support.
Simultaneously, organizations are rethinking recruitment strategies to adapt to the changing landscape. As Annika Jessen, director in the Gartner HR practice, explains, “Waiting to find an employee with all of the exact skills listed for a role significantly shrinks the pool of potential candidates. Instead, managers should focus on defining simple, foundational role requirements to reach a wider group of candidates.”
To support this approach, McRae recommends several expertise transfer methods that organizations can implement:
- Internal apprenticeships that pair retiring experts with promising talent
- Structured coaching and shadowing programs designed to transfer tacit knowledge
- Focused transfer initiatives targeting critical organizational capabilities.
Some forward-thinking organizations are even redesigning operations to reduce dependency on deep expertise. One innovative approach McRae highlights is “democratizing knowledge,” where less experienced employees become decision-makers after senior leaders “pitch” to them, allowing them to learn processes through direct involvement while expanding the organization’s talent pipeline. This approach not only transfers knowledge but also empowers newer employees and builds organizational resilience.
Expertise transfer and technology implementation
Organizations will increasingly adopt collective intelligence approaches to address the urgent expertise shortage, according to Gartner researchers. They predict that technology-enabled solutions will facilitate knowledge transfer from skilled experts to novice employees who need to develop those skills.
While technology is essential for knowledge sharing, McRae cautions that implementing it comes with obstacles, especially in legacy companies that can’t start from scratch with new tools. “If your organization has been around for any amount of time, this is likely a challenge,” she says.
New knowledge management tools—which can distribute microlearning and help employees identify skills they want to develop—are emerging at a rapid pace. However, McRae notes that while these tools show promise, their return on investment (ROI) is still uncertain and difficult to measure. She cautions that these solutions often work better in high-volume, repeatable situations rather than for transferring nuanced expertise.
Another unexpected pitfall that many organizations overlook is the significant risks with legacy systems, which fewer people know how to use and fix. McRae says this creates a “major operational risk” and a steep learning curve for new employees. As older employees who understand these systems retire, organizations may find themselves unable to maintain critical infrastructure.
Poor documentation practices compound these challenges, potentially undermining AI’s potential to classify and utilize information for resources like chatbots and knowledge bases. As McRae warns, “HR data is extraordinarily sensitive and messy,” requiring strong governance, especially as people retire or leave the company. Without proper attention to documentation quality, even the most sophisticated technology solutions may fail to deliver value.
As key employees retire, HR leaders must ensure that others in the organization are prepared to handle critical challenges, preventing unexpected crises to “prevent a middle-of-the-night phone call from the CEO,” says McRae.
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