[Senior Trend] The Era of 'Multi-Persona'... What Will You Do?

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‘Saramin,’ a job information site, conducted a survey in 2021 with 1,202 office workers, revealing that 73.5% responded they wanted to have a “bucaek” (secondary character). The most desired bucaek types were second-job specialists outside their main duties at 46.6%, shopping mall and cafe entrepreneurs at 17.2%, influencers such as YouTubers at 15.3%, creators like musicians or writers at 14.4%, and professional athletes at 8.9%. The term bucaek, highlighted mainly among the MZ generation (Millennials + Generation Z), originally referred to a secondary character created in online games besides the main character (bonkae). It started from the demand to enjoy games more richly. The term became popularized as famous celebrities engaged in project-based side jobs apart from their main careers as comedians or singers. In the variety show “Hangout with Yoo,” Yoo Jae-suk created a bucaek named “Yoo San-seul,” which gained great popularity, and celebrities began to create a second identity by acting out characters different from their existing images. This means creating a second identity or a non-identity infused with personal tastes. Previously, for senior generations, bucaek was closer to “side jobs” or “income-generating activities after retirement” that utilized assets accumulated through long-term employment rather than activities reflecting tastes or capabilities.

What once seemed like something only special people could do?“side jobs” or “bucaek”?has become a social phenomenon in the era of the “Gig Economy.” This is because the work style is shifting from a life centered on the main job (bonkae) concept of labor to freelancers whose work centers on skills (eop). We would like to introduce seniors who are actively leveraging this trend. Last weekend, I met a content creator in their 50s. Curious about the introduction stating they were turning their past career into a brand, I visited them. After 16 years of diverse sales experience at a global company, they joined a small but dynamic company to prepare for their lifelong “eop.” After retirement, they worked as a substitute driver for six months and wrote down everything they had done, even the smallest tasks. Then, they extracted their unique “charm” by specializing in certain areas and aligning with current trends. They created content and pushed forward with a “mudaeppo spirit” (bold and relentless attitude). Now, five years later, they are earning as much as they did at their previous job and feel very happy, believing there will be endless work ahead.

Another senior faced a time when they could no longer perform physically demanding tasks and devised a unique approach. They signed advisory contracts with several startups in human resources management and work part-time. Currently, they earn income from more than five places monthly. Repeating similar tasks led to specialization, allowing them to work efficiently and gain a lot relative to their working hours. Since the work is in a specific area, it does not require industry classification, and problems at any stage are relatively easy to solve. Companies are satisfied because seniors can handle unexpected issues before and after they arise at relatively low costs. Seniors growing their bucaek is not limited to this. There are people like KT Vice President Shin Su-jeong, known as the “Sage of Facebook,” and Lim Jung-wook, Director of the Ministry of SMEs and Startups, who was the “Insider of Twitter.” They demonstrate their skills in their main jobs but also consistently share insights on organizational management, leadership, the latest books, and IT information through SNS. These useful connections often lead to new events.

While some seniors grow their bucaek individually, others seek change as a group. As a former finance professional, I am preparing a job creation program with bank employees nearing retirement. Traditionally, bankers were conservative and worked only within infrastructure. While employed, their treatment was good, but after retirement, they face significant difficulties finding related work, making them a representative occupational group with challenges. However, from another perspective, due to the nature of their work, they are skilled in procedure compliance and strong with numbers. Although they may feel constrained in industries or tasks requiring flexibility, they can be trusted with accounting and tax-related work, and with accumulated field experience and practical know-how, they can act as executors and mentors demonstrating relatively greater financial adaptability than junior generations. However, diagnosing characteristics and creating a process for change to leverage these strengths is difficult but meaningful, and we are dedicated to this effort.

The identity of previous seniors was closely tied to lifelong employment. Once hired, retirement usually happened at the same company. But that era is over. Our lives are rapidly changing at a dizzying pace with new technologies like AI (artificial intelligence). Looking at the positive side, the senior generation already performs various roles vertically and horizontally?from parents to children to grandparents?making them suitable for today’s “multi-persona” era. If they shift their perspective from “relationships” to “eop” (work/skills), they can adapt well. However, they need to prepare for a process of “self-objectification” through professional counseling. The senior generation, having lived in a standardized era for efficient high growth, often exerts strong power on “things they must do” but is unsure how to concretely realize “things they want to do.” Whether they become a “kkondae” (a stubborn older person clinging to past experiences and opinions) or nurture their bucaek through acceptance and empathy depends on the seniors’ choice. There are many paths and methods to weave their future “eop” based on their rich experience.

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