Is ageism causing your organisation to miss out on great talent?

It’s easy to assume that in an age where employers, HR managers and employees are educated about the value of an inclusive work environment, ageism would be on the wane. But sadly, this is not the case. In a report released by the Australian Human Rights Commission last year, 90% of Australians agreed that ageism exists, and that it’s the most accepted form of prejudice in Australia, with 63% experiencing ageism in the last five years.

Ageism is probably not what you think

Age Discrimination Commissioner, Dr Kay Patterson AO, says that ageism is arguably the least understood form of discriminatory prejudice, rarely recognised and discussed even less. 

While the automatic default is to assume ageism is about discriminating against older Australians, the AHRC report revealed that ageism in the workplace affects people across all generations.

Young adults may experience ageism by being condescended to, ignored, or passed over for a promotion because that role is traditionally held by someone older. Middle-aged people more often than not will be turned down for certain jobs, often being viewed as outdated, overqualified, less coachable or less flexible to work with. Older people are more likely to experience being ‘helped’ without asking for it, and left out of work events or training. Middle-aged and older workers are often perceived to be less technologically-savvy than their younger counterparts, and many employers assume they would be unwilling to learn new technology or software tools. These are just examples of what ageism can look like in the workplace.

The outcome is not just exclusion. It directly impacts a company’s ability to attract and retain the best talent for a given role.

Recognising ageism in the workplace

There are a number red flags that can arise out of both conscious and unconscious bias. In job descriptions, this is often seen in coded language intended to attract or ‘put off’ certain types of applicants. 

For example, terms like ‘energetic’ and ‘fast-paced’ may show a bias towards the idea that an older applicant may not be able to ‘keep up’. ‘Digital native’ and ‘tech savvy’ are also ways of excluding digital immigrants, even though they may be just as knowledgeable, having worked through the digital revolution and evolved along the way. Using social media to attract job applicants is another way of possibly trying to ‘weed out’ older applicants. Or using lots of cultural buzz words designed to leave no doubt as to how ‘hip’ an organisation is. Mandating a certain number of years of experience can discriminate against older and younger applicants alike.  Based on a single job listing, it can be hard to tell if these biases were a simple oversight or intentional. Usually how the company interacts with you at the interview stage is a better indicator of bias.

For example, while it’s illegal, it is not unheard of to be asked your age outright in an interview, which is a definite red flag. Or your interviewers may ask questions that try to draw your age out, like when did you finish college or when you plan to retire.

Another question often asked of older, more experienced applicants is if they would be comfortable working with a younger manager, or concerns may be raised that you’re ‘too experienced’, or that the job ‘won’t be challenging enough’. 

Other red flags in the workplace include being repeatedly passed over for promotion for less qualified people, not being invited to decision-making meetings, training or social events, patronising jokes or comments and, for older employees, frequent questioning from managers about your retirement plans.

Recognising the green flags

It’s always wise to do your homework before joining any organisation, especially on their positives. Here are some of the signs that indicate an inclusive work culture:

• The company’s D&I ethos and practices are transparent and demonstrated by tangible examples of age diversity amongst their workforce and leadership.

• They offer flexible working arrangements, such as flexitime, hybrid and remote working arrangements, and training opportunities to everyone.

• Their job descriptions show an effort to ensure diverse hiring practices, such as using non-exclusive language within the boundaries of the role. 

• The company uses blind hiring to evaluate its diversity metrics which tends to lower the chances of unconscious biases. 

• Equal career progression opportunities are offered, such as financial help for any certifications needed, paid time off to attend classes, or training and development during work hours, and mentorship.

How to reduce the risk of ageism in your team

Recognise stereotyping and try not to make assumptions

As a leader, your success at ensuring greater inclusiveness in your team begins with examining your own attitudes and challenging your assumptions. Established stereotypes are hard to ignore but can be damaging. Don’t assume an older employee is just marking time until retirement, or wouldn’t be interested in learning new skills. Or that that a younger employee will probably immediately leave for something better or isn’t committed. 

Offer training and promotional opportunities

Provide ongoing coaching and education, regardless of age. Make sure your onboarding process covers ageism in the workplace, as many employees lack education in this area.

Watch for social cues

Jokes are great for a laugh, but if they’re repeatedly about someone having a senior moment, or asking someone younger if they’ve had their smashed avo today, then it’s less about jest and more about bias. 

Build openness and trust

Creating a psychologically safe space where your team feels comfortable sharing concerns and discussing issues is vital to combating ageism. Cultivating open lines of communication helps to build trust and break generational boundaries that can form unintentionally.

Encourage mentorship

Mentorship programs are shown to lead to higher job satisfaction, commitment, career success and fulfilment. They also provide a great way to bridge generational differences and develop greater empathy to reduce unconscious bias. Older employees can share their experience and knowledge with younger employees, who in turn can share their expertise and knowledge in areas that their mentor may be less familiar, such as social networks and technology.

Interestingly, for the first time in history, we have five generations working alongside each other. While distinct characteristics influence each generation’s way of working, leadership, values and communication styles, the AHRC report found that the generations actually have a lot in common. It revealed that the usual tensions cited between the generations were created by stereotypes that, when questioned, most participants rejected. Which bodes well that ageism in the workplace can be overcome with a genuine commitment to change.