Ageism - Is it harming your company?

This creates an unprecedented blend of perspectives in the workplace. However, instead of embracing this diversity, many hiring managers can be guilty of often unconscious ageism when they are looking at potential candidates. Generational stereotypes have infiltrated work life. They reinforce the idea of perceived disparities meaning entire cohorts are casually dismissed as "lazy," "disloyal," or "entitled" based solely on the year of their birth.

A recent AARP survey, a U.S. nonprofit for Americans 50 or older, unveiled a concerning reality: over 40% of workers above 40 reported experiencing age discrimination in the past three years and the situation doesn’t appear to be any different in the UK. This alarming statistic becomes even more concerning when considering the growing proportion of older workers.

Workplace approaches rooted in dubious generational science such as the flawed narrative that younger workers universally demand more flexibility create unconscious bias when hiring new team members. Potential candidates of all ages universally value flexibility, emphasising the need to eradicate age bias from hiring processes in order to create an equitable workforce.

It is also necessary to debunk myths about older workers. The belief that they lack creativity has been refuted by several studies including a 2019 study that looked at the ages of 31 Nobel Prize laureates, painters, novelists, poets, and scientists.  

Contrary to the common stereotype of grumpiness, research has also indicated older individuals tend to be happier, translating positively to workplace satisfaction. It is known as the Positivity Effect, the more good memories you have the more they can block the negative ones and the older you are the more you have!

The Centre for Retirement Research debunked the misconception that older workers had decreased productivity. They produced a report that revealed they actually consistently outshine their younger counterparts in key performance areas which makes sense when you take into account their life experience, larger social networks, and organisational citizenship.  Organisational citizenship is defined as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organisation.”

One of the most common stereotypes is that older people struggle with technology. This is completely unfounded, as studies suggest they are actually highly adept at learning and adapting to new technologies. This stereotype is particularly harmful in training environments, where lower expectations lead to subpar training for perceived older individuals.

Hiring older workers may incur slightly higher costs, however research suggests that the higher remuneration cost is outweighed by performance-based compensation and increased retention.

Dispelling harmful, ageist myths is crucial in order to create a more inclusive and equitable workforce. If you are looking for a new team member, give me a call. I can help you to find the right person for your role, no matter their age.