Retired Officers Taking Leadership Positions; A Barrier to Employment and Growth in Pakistan

By Muhammad Abdullah

In Pakistan, a critical issue quietly affects both the public and private sectors, Yes! the reappointment of retired officers to leadership roles in various organizations, often bypassing promotion pathways for in-service staff. This practice, though not unique to Pakistan, has raised significant concerns due to its impact on job creation, promotion opportunities, and employee morale.

Many sectors in Pakistan face this issue, where retired individuals are often re-hired or transferred to head departments, effectively limiting the upward mobility of qualified professionals and perpetuating a stagnant work environment. This phenomenon not only stifles career growth but also limits the employment opportunities that are vital for a country where the unemployment rate remains high.

Why It’s a Problem?
Rehiring retired officers is often justified on the basis of “experience” and “expertise,” but this practice comes with considerable drawbacks. While experienced individuals can contribute to organizational growth, relying heavily on retirees overlooks a key demographic, Pakistan’s young, educated professionals who are eager to bring fresh perspectives to leadership roles.

In many instances, retired individuals are appointed as heads of organizations, sometimes through extensions or reappointments. This blocks promotion chains within the department, as mid-level and junior staff are unable to progress despite years of service and merit. Such a system creates a bottleneck, as younger staff members feel disillusioned by the lack of opportunity to grow. For example, in sectors such as healthcare, education, and civil administration, reappointments are frequently criticized for hindering the development of a dynamic and adaptive workforce.

Pakistan has a large pool of talented individuals who are either unemployed or underemployed, often waiting for years for an opportunity to advance within their respective organizations. However, when senior roles are filled by re-hired retirees, these ambitious professionals are forced to wait even longer or, worse, seek opportunities abroad.

This trend has broader consequences for Pakistan’s economy and society. When promotion and hiring processes are disrupted, several adverse effects.

Younger professionals often bring new ideas and approaches that can modernize organizational processes. By repeatedly appointing retired officers, organizations risk missing out on the innovative potential of the emerging workforce.

Employees who feel stuck in their roles due to lack of advancement opportunities are less motivated and less productive. Studies in organizational psychology highlight that career progression is a key factor in job satisfaction. A lack of growth not only affects morale but also drives skilled professionals to seek opportunities elsewhere.

Unemployment is a pressing issue in Pakistan, with educated youth often struggling to secure jobs. When senior positions remain occupied by retirees, the younger workforce is deprived of opportunities, contributing to a national unemployment rate that reached 6.9% in 2023, according to Pakistan Bureau of Statistics data.

Talented individuals who feel their potential is being wasted are likely to look outside the country for work. This brain drain can be particularly damaging in key sectors where Pakistan needs skilled professionals, such as information technology, healthcare, and education.

What Drives the Rehiring of Retired Officers?
The practice of rehiring retired officers is often rooted in systemic issues, including favoritism, bureaucratic inertia, and risk aversion. Leaders may feel more comfortable working with individuals they already know, especially if these individuals have an established track record. However, this comfort comes at a cost. It reflects a short-term mindset that values immediate stability over long-term development and growth.

Moreover, the current system of extending contracts and reappointing retired individuals often lacks transparency, which makes it susceptible to nepotism and favoritism. While some sectors claim that rehiring retirees is necessary due to a shortage of experienced professionals, this argument is weakened by the thousands of highly qualified, mid-career professionals eager to step up.

Reform and Transparency in the system to address this issue will require significant policy changes and a shift in mindset.

Organizations should establish clear succession planning processes that encourage the promotion of in-service employees rather than resorting to the rehiring of retired officers. Instituting mandatory retirement policies without extensions would open the pathway for younger professionals to rise within their fields.

Retired officers can still contribute by mentoring younger staff or leading specialized training programs. This would allow them to pass on their knowledge without holding back the next generation from advancing.

The government and private sector could establish incentives for organizations that promote from within and encourage young professionals to assume leadership roles. Providing competitive salaries, growth-oriented training, and a path to leadership could keep more young professionals engaged and motivated.

To prevent favoritism, all senior-level hires, including reappointments, should be made through a transparent and competitive process. Open and merit-based hiring would ensure that the best candidates are selected for leadership positions.

Addressing the practice of reappointing retired officers to leadership roles is essential for Pakistan’s economic growth, employee morale, and overall productivity. By paving the way for younger professionals to step into leadership positions, organizations across the country can harness the energy, creativity, and dedication of the next generation.

If Pakistan is to remain competitive on a global scale, it must prioritize opportunities for its younger workforce. Creating a system that values career advancement and fair competition for leadership roles will promote a work environment that is resilient, forward-looking, and truly representative of Pakistan’s potential.

By rethinking this reliance on retired officers, Pakistan has the chance to create a balanced, progressive system that values experience while also making room for new leadership. The country’s young professionals are its greatest asset, and ensuring they have a clear path to advancement will ultimately shape a stronger, more innovative Pakistan.