We’re an ageing population, with people living and working longer than ever. A key trend in recent years has been the growth of the 50+ workforce.
In 2011, 28% of the working population, and 31% of managers, were over 50. This trend has only grown since then, with more older people employed in all aspects of work, including in professional roles such as project management. In 2021, 33% of the working population was at least 50 years old, and 35% were in management positions.
That means well over a third of working people, including those in leadership roles, are at least 50 years old.
The modern workplace comprises older staff with several years of service in their industries. And that’s great! It means plenty of experienced people willing to provide their expertise to the company for longer.
Unfortunately, however, many companies don’t see it that way. Work environments need to do more to retain or encourage older workers – some even actively encourage ageism. But 56% of workers want to work beyond the retirement age in the UK.
In contrast, over half of employers are encouraging people to retire before they turn 65. These ageist policies make it hard for older people to continue working in meaningful roles.
Why is it important to get older people involved in the workplace?
Getting older people involved in the workplace now is a form of future-proofing. The OECD estimates that by the mid-2050s, the ratio of people aged 65 and over will increase from 1 in 4 to 2 in 5. As a result, the median age of the population will also increase to 45.
While people are increasingly working into their older age, progress in tackling ageism is uneven. But boosting employment at an older age is critical to mitigating the potential negative economic consequences of ageing.
Also, as the population ages, the number of people retiring is growing relative to the number of people entering the workforce. Labour shortages are already a fact of life. This situation is likely to be exacerbated unless employers find ways to tackle all types of discrimination.
Let’s remember that a diverse workforce can benefit organisations greatly. Older people bring a wealth of experience and knowledge to the workplace, which can be invaluable to organisations. They have been in the workforce for longer than their younger counterparts, often with decades of service under their belt.
Their years of experience can provide a valuable perspective on any given situation or task and insights into past experiences that would not otherwise be available. Having employees of all ages working together also helps to promote a more positive work environment.
What does ageism in the workplace look like?
Getting older people involved in the workplace now is a form of future-proofing. The OECD estimates that by the mid-2050s, the ratio of people aged 65 and over will increase from 1 in 4 to 2 in 5. As a result, the median age of the population will also increase to 45.
While people are increasingly working into their older age, progress in tackling ageism is uneven. But boosting employment at an older age is critical to mitigating the potential negative economic consequences of ageing.
Also, as the population ages, the number of people retiring is growing relative to the number of people entering the workforce. Labour shortages are already a fact of life. This situation is likely to be exacerbated unless employers find ways to tackle all types of discrimination.
Let’s remember that a diverse workforce can benefit organisations greatly. Older people bring a wealth of experience and knowledge to the workplace, which can be invaluable to organisations. They have been in the workforce for longer than their younger counterparts, often with decades of service under their belt.
Their years of experience can provide a valuable perspective on any given situation or task and insights into past experiences that would not otherwise be available. Having employees of all ages working together also helps to promote a more positive work environment.
What does ageism in the workplace look like?
While diversity and inclusion are becoming increasingly prominent, older people still face workplace discrimination. And ageism continues to be neglected as a diversity issue. Research shows that more than a third of older people would be disadvantaged due to their age when applying for jobs.
But that’s not all – a staggering 20% of older workers felt underrepresented at their organisation because of their age. In addition, women in their 50s and 60s reported dancing further discrimination based on gender and age. And those with disabilities above the age of 45 reported more significant employment gaps than those with disabilities across younger age groups.
This paints a clear picture – age-based discrimination is rife. Age diversity is not a priority in many companies. Age is a protected characteristic, yet many employers participate in direct and indirect discrimination against older co-workers.
And even if it wasn’t a protected characteristic, the benefits of age diversity speak for themselves. So companies wanting to capitalise on older talent should find ways to tackle ageism within their organisations.
How do we tackle ageism in the workplace?
Ageism in the workplace is a serious issue that needs to be addressed. At the very least, it can have a detrimental effect on productivity and morale within the workplace, leading to underperformance. To tackle ageism in the workplace, businesses could start by implementing anti-ageism policies in their recruitment processes and ensuring mentoring opportunities are available to people of all ages.
The recruitment process should reflect the company’s anti-ageism policies
Did you know that, when polled, 95% of older workers said they were unsure what proactive steps management was taking towards recruitment diversification?
When it comes to recruitment, employers must ensure that their hiring practices are fair and non-discriminatory towards candidates of all ages. Potentially discriminatory LinkedIn adverts and recruitment processes could lead to discrimination claims by job applicants.
And given the glaring ageism issue in many industries, it’s an excellent opportunity for hiring managers to take positive action to curb potentially discriminatory hiring practices.
There are insidious forms of discrimination that hiring managers might not be aware of. Discrimination against older people is not always as obvious as putting an age limit in an ad (a big no-no, by the way). For instance, merely using language targeted at younger people could discourage older people from applying. Wording like “youthful energy” or “marketing rockstar ninja guru” might encapsulate your branding on social media, but it could put older applicants off.
Mentoring opportunities should be available to all age groups
Mentoring opportunities are often reserved for recent graduates and young people. But, they should also be provided for all age groups, as this allows for professional development regardless of tenure or experience level. Mentorship programs provide a platform for professionals from different generations to exchange ideas, build relationships, and develop skills which will serve them well throughout their careers.
Mentorships benefit not only the mentor but also the mentee; through involving older employees in these programs, we can create more inclusive workplaces where everyone feels valued regardless of their age or level of experience.
Reskilling and further training shouldn’t be limited to a particular age group
Many organisations tend to neglect older employees when providing training opportunities. According to surveys, only about a third of workers aged 55 to 64 engage in learning.
And while 79% of those surveyed reported their organisation offered training opportunities, it was also noted that reskilling opportunities decrease with age.
Employers can take all sorts of steps to bridge the reskilling gap, from talent management strategies, coaching, and apprenticeships to online courses.
By taking proactive steps towards creating meaningful reskilling opportunities for their older staff, companies will reap both short-term and long-term benefits from retaining experienced workers with relevant skill sets.
Redundancy processes should be clear and transparent
No redundancy process should be based on protected characteristics like age, sex, or disability. But if an employee believes they’ve suffered victimisation or discrimination during the redundancy process, an employer could face an employment tribunal.
Transparency is vital to ensuring the redundancy process is fair. Employers must be upfront about how they’re planning on choosing people for redundancy, for instance.
Seemingly innocuous criteria, like making someone redundant for taking too many sick days, could lead to a discrimination claim. That’s because if the number of sick days taken is related to a protected characteristic, it could be considered discrimination under the Equality Act 2010.
Ideally, if you’re making an older person’s role redundant, you’ll want to point them in the direction of other internal opportunities that could use their experience and many years of service within the company.
Ageism in the workplace: An overview
We’re facing an ageing population. People are living longer, and many want to continue working longer. So it’s up to employers to create opportunities for older people to thrive in their jobs for as long as possible.
A robust ageism policy tackling age discrimination in line with employment law is a significant first step. Providing training opportunities for older people and making them feel like valued members of the team is a great way to retain valuable staff longer.
