Ageism and the Value of Older Workers
As the workforce becomes increasingly older, with nearly one in five Americans aged 65 and older employed in 2023, businesses face a growing challenge: ageism. Age-based discrimination can undermine productivity, limit collaboration, and create a culture of exclusion. Older workers bring valuable experience, often work more hours than in previous decades, and possess higher education levels. Yet, persistent stereotypes and biases prevent many employers from fully leveraging their contributions.
Why Ageism is a Problem
Ageism in the workplace takes many forms, from subtle microaggressions to institutional barriers. These biases lead to missed opportunities, reduced employee engagement, and, in some cases, legal consequences. For example, older employees are often stereotyped as being resistant to change, less tech-savvy, or less capable of handling physically or mentally demanding tasks. This not only affects their job satisfaction but also prevents organizations from benefiting from their full potential.
A 2023 Pew Research survey found that older workers are more satisfied with their jobs and less stressed compared to their younger counterparts. Despite this, they face limited opportunities for promotion, fewer training programs, and assumptions about their retirement plans. If companies fail to address these issues, they risk alienating a significant and growing portion of their workforce.
Practical Solutions to Manage Ageism
1. Combating Stereotypes with Skills-Based Training
Problem: Older workers are often viewed as being less adaptable to new technologies.
Example 1: An older employee is excluded from a digital transformation project because of assumptions about their tech skills.
Example 2: During a software upgrade, the team automatically assigns younger employees the task of training others, assuming older workers won’t understand the new technology as quickly.
Solution: Implement cross-generational training programs where employees of all ages can learn and share knowledge. Ensure equal access to digital skills development for all employees, regardless of age. For example, reverse mentoring programs, where younger employees teach older colleagues about new technologies, help break down stereotypes while fostering collaboration. In addition, offering tech-skills workshops or tutorials for all employees, without singling out older workers, promotes a more inclusive learning environment.
2. Ensuring Equal Opportunities for Advancement
Problem: Older employees are passed over for promotions in favor of younger colleagues, with assumptions that they are closer to retirement or lack ambition.
Example 1: A company consistently promotes younger employees to managerial roles, despite older workers demonstrating stronger performance metrics.
Example 2: An older employee is discouraged from applying for a new leadership position because management assumes they are not interested in long-term career growth.
Solution: Make promotion criteria transparent and based on performance metrics, not age-related assumptions. Conduct regular career development reviews for all employees, ensuring that older workers have the same opportunities for advancement and leadership roles as their younger peers. For example, set up mentorship programs where both older and younger employees can benefit from career development discussions, and create an age-neutral leadership pipeline that evaluates potential candidates solely on merit and experience.
3. Addressing Microaggressions and Bias in the Workplace
Problem: Subtle, everyday comments and actions, known as microaggressions, reinforce negative stereotypes about older workers. This includes comments like "You're too old to keep up with this" or "This technology might be a bit too advanced for you."
Example 1: An older worker is constantly told to "leave the hard tasks to the younger folks," implying that they are less capable.
Example 2: During meetings, older employees' suggestions are dismissed with comments such as "That’s the old way of doing things."
Solution: Foster an inclusive workplace by educating employees about age-based microaggressions and their impact. Conduct regular unconscious bias training to address ageism and create a culture where all employees are treated with respect and dignity. Managers should be trained to recognize and mitigate such behaviors before they become ingrained in the culture. For instance, establishing clear guidelines about respectful communication and reinforcing the importance of valuing every employee's input can reduce age-based microaggressions.
4. Designing Age-Friendly Jobs
Problem: Some roles are designed without considering the needs and preferences of older workers, especially when it comes to physical demands or work schedules.
Example 1: An older employee is assigned physically demanding tasks, despite the availability of less strenuous roles that align better with their abilities and preferences.
Example 2: An organization schedules early-morning meetings or long work shifts, which may not suit older workers who prefer a more flexible or part-time schedule.
Solution: Redesign roles to be more age-friendly by offering flexible work schedules, remote work options, or tasks that allow for greater autonomy. According to research, jobs such as insurance salesperson, guide, or financial manager, which do not require intense physical exertion, are particularly age-friendly. Flexibility allows older workers to stay engaged and productive without the strain of tasks that may not suit them physically. Employers can also introduce "job-sharing" roles, where two workers share the responsibilities of one full-time position, providing flexibility and reducing physical strain.
5. Fair Distribution of Benefits
Problem: Older workers may face disparities in accessing employer-provided benefits such as health insurance or retirement plans.
Example 1: An older worker nearing retirement is given less favorable terms for health benefits compared to younger employees, or they are excluded from certain wellness programs that are only targeted at younger workers.
Example 2: A company offers professional development funds primarily to younger employees under the assumption that older workers won’t use them due to approaching retirement.
Solution: Ensure that benefits are equally accessible to all employees, regardless of age. Older workers, in particular, should have transparent access to retirement and health plans, which are critical to their financial well-being. Address disparities by reviewing and standardizing benefit packages to ensure they meet the needs of an aging workforce. For example, offer wellness programs that include options for all age groups, and provide ongoing education about how older employees can maximize retirement benefits. Also, ensure that older employees are included in professional development programs, debunking the idea that they are not interested in continued learning or career progression.
Next Steps Cheat Sheet for Your Organization to Follow:
Identify and Address Biases:
Conduct training sessions on age bias for all employees and management.
Implement regular assessments to identify and rectify discriminatory practices.
Provide Equal Career Opportunities:
Ensure job postings and promotional opportunities are accessible to all age groups.
Establish mentorship programs that pair experienced employees with younger staff.
Design Inclusive Jobs and Benefits:
Create roles and responsibilities that leverage the strengths of older employees while accommodating their needs.
Review and adjust benefits packages to address the specific requirements of an aging workforce.
Promote a Supportive Culture:
Foster an inclusive culture that values diverse age perspectives.
Encourage intergenerational collaboration and knowledge sharing within teams.
For further insights and to create a comprehensive plan moving forward, take our course: Combating Ageism: Using the Experience of an Aging Workforce
