It’s Time to Talk About Ageism in the Workplace

By Anthony Thompson, CEO at Page Executive

It’s arguable that ageism in the workplace is talked about less than other forms of discrimination like race and gender-based biases which have garnered significant attention in recent years. While movements addressing these biases have, quite rightly, gained traction, ageism remains a less explored topic in public and media discourse, despite its prevalence.

Indeed, in 2023 The American Psychological Association published an investigation leading with the statement headline: “Ageism is one of the last socially acceptable prejudices”.

Statistics as well as ethics support the idea that ageism could be taken more seriously. Insights from Page Executive’s 2024 Talent Trends report, for which 50,000 workers across 37 markets were surveyed, reveals that 44 percent of workers said they suffered age discrimination at work. For those aged 50 and over the figure was 56 percent.

Further analysis of the data looking specifically at the segment of 3000 senior leaders reveals that 45 percent cite they have been victims of age discrimination. C-suite roles are no exception with 55 percent of CEOs and CFOs having experienced ageism.

Yet addressing ageism effectively can yield substantial benefits for both companies and individuals. Implementing age-based equality strategies can expand talent pools, improve staff retention and work culture, and harness the productivity advantages of multi-generational workforces.

The Ageism Landscape

Workplace ageism encompasses various aspects, including stereotypes during hiring processes, assumptions about technology literacy or company loyalty based on age, and day-to-day treatment and respect from colleagues. While older individuals often report more instances of age discrimination, younger workers also face biases related to experience or maturity assumptions.

The prevalence and direction of workplace ageism often varies depending on the demographics of business sectors, with the tone set by business leaders holding power in them. For example, tech start-up companies tend to attract young leaders and managers. Leaders in what are often considered more ‘traditional’ industry sectors, such as law and finance, are often older. This dynamic can lead to unconscious biases against individuals outside the established age demographics within a company or sector.

Recent changes in workplace norms, flexibility and hiring styles have led to further new ageism-related challenges and intricacies. Among the most prominent is the shift to remote and hybrid working in many white-collar roles.

There is a common perception that it is the younger, more digitally-native generations, members of which began their working lives during Covid pandemic lockdowns, who are pushing demand for workplace flexibility. However, research in the US has shown that 39 percent of employees aged 58 to 76 prefer to work from home, compared to 27 percent of employees in the 18 to 25 age group. Therefore, it could be the case that implementing work from home policies could negatively affect younger employees more than older workers.

Whilst it can be argued that ageism has not yet undergone a prominent reckoning moment like other forms of discrimination, proactive measures by business leaders can contribute to improving the landscape. Tackling ageism not only promotes fairness and equality but also brings significant business benefits, including a wider candidate selection, a response to aging populations, retaining experienced staff, and fostering cross-generational collaboration.
 

Improving Age Equality

Business leaders can take several steps to address ageism effectively:

• Mentoring and Reverse-Mentoring: Traditional mentoring programmes are established and often proven to be successful. To meet the needs of both ends of the age scale however, businesses can also encourage junior workers to provide guidance to older, more senior workers through a structured process. This can improve communication and relationships within the company.
• Inclusive Hiring Practices: Age is often associated with experience, and assumptions around this can result in unknowingly discrimination against workers from various generations. When hiring, leaders should be open to the notion that high performance and capability shouldn’t be overlooked because a candidate hasn’t clocked up a certain amount of years in a job.
• Create a Safe Reporting Culture: According to our Talent Trends 2024 report, more than two thirds of the people who experience marginalisation or discrimination at work do not report it. It is vital to establish clear policies and a supportive environment where employees feel safe to report age discrimination without fear of retaliation. Implement confidential reporting mechanisms and ensure that complaints are taken seriously and addressed promptly. This approach fosters trust and encourages employees to speak up about their concerns, contributing to a more inclusive workplace.

• Foster Workplace Flexibility: Uniform work guidelines may not suit all employees, given the diverse needs across different age groups. For example, while remote work might be beneficial for some, it might not be ideal for younger employees who live in shared accommodations or small apartments. Offering flexible working arrangements that cater to the needs of different age groups can enhance overall job satisfaction. Similarly, consider providing a range of performance-related incentives that appeal to different generational preferences. This approach ensures that all employees feel included and valued.
• Cross-Generational Work Groups: Work groups can be set up within and across organisations to encourage collaboration, communication and progress. While work groups don’t have to specifically based on generational diversity, leaders can make sure that staff from across generations are invited to participate, so a more diverse environment is naturally created.
• Combine Surveys with Dialogue: Use worker surveys to gauge and quantify issues like discrimination, but complement these with open communication. Employees should feel comfortable discussing ageism concerns with senior leadership, providing a comprehensive understanding of the issues highlighted by surveys.

By proactively addressing ageism, businesses can create more inclusive and productive work environments that benefit employees of all ages. If you’d like to learn more about how to tackle ageism in your workplace, reach out to Page Executive.