Kazakhstan Human Capital Trends

Kazakhstan’s 30–40 age group is currently the most populous and economically dynamic segment. These professionals are driving enterprise, innovation, and leadership. But their strength is a passing wave, not a permanent feature:

• Younger cohorts (20–24) are smaller, meaning the 30s group won’t be replenished at the same scale.
• The pipeline of future mid-career talent is thinning.

As the mid-career bulge (35–39) progresses through time, it is beginning to move into the 40–49 age range, shifting the center of gravity for the workforce upward. This change marks the beginning of an aging trend within the core productive population, not yet old, but clearly older than it was a decade ago.

This transition means the most experienced portion of the workforce is also gradually aging out of the “prime” perception zone, even though they remain economically vital.

Another clear shift is the sharp increase in the population over age 55. While this age group represented a smaller share of the population in 2010, by 2025 it has grown considerably, reflecting rising life expectancy and a demographic push from earlier generations moving upward.

The 55–70 range now occupies a wider band in the population pyramid, indicating that older individuals are becoming a larger share of the national labor and social fabric.

In contrast, the 20–24 age group has declined steadily across the same period. This contraction marks a reduction in the inflow of new labor market entrants, which stands in contrast to the expansion seen in older cohorts.

The pipeline into the core working-age range is now narrower than it was 15 years ago. Notably, the 15–20 age group is now visibly large in the 2025 structure — a clear indication that a new generation of potential workers is about to enter the labor force.

In the coming decade, Kazakhstan will likely face significant changes in its workforce structure, prompting companies to fundamentally rethink their hiring criteria, discard established stereotypes, and work to combat ageism.

Finding candidates in the 30-45 age group will become increasingly difficult. According to the World Bank forecasts, by 2030, there will be 223,000 fewer candidates in this demographic, while the number of candidates aged 45-55 is expected to rise by 231,000.

The population segment of 20-24 years is projected to grow by nearly 400,000. Our society and businesses must consider opportunities for youth self-realization to prevent a mass migration of talent to countries facing a decline in human capital (European countries, Japan, and South Korea).