Changing the narrative of ageism in the workplace in Australia: time for a new approach

As we navigate the intricate modern corporate world, an unspoken issue – ageism in the workplace – simmers just below the surface. Despite the age diversity that enriches the Australian workforce, ageism continues to limit the potential and contributions of older workers. Ironically, experience and wisdom are not always perceived as assets. However, within this challenge lies an unprecedented opportunity for innovation, growth and transformation in the Australian workscape.

A look at the current situation

The World Health Organisation’s 2021 Global report on ageism found that one-in-two people worldwide are ageist, and this issue is widespread in Australia. The Australian Human Rights Commission’s ‘What’s age got to do with it?’ report found that 90% of adults agree that there is ageism in Australia.

If this isn’t cause for concern yet, then the findings of COTA’s latest Mature Workforce Survey are as alarming as they are revealing. Drawing insights from over 830 individuals aged 45 and above, the study uncovers a haunting reality: ageist attitudes and behaviours are ‘entrenched in many Australian workplaces’. An overwhelming 88% of respondents acknowledged the insidious existence of ageism, an experience echoed by personal and witnessed accounts of discrimination.

One survey respondent admitted to feeling ‘powerless’ to change perceptions of how others at work viewed their age, a sentiment likely shared by many of his peers. The sting of ‘well-intentioned jokes’ creates an experience of exclusion, causing feelings of worthlessness and marginalisation among the subjects of such misplaced ‘humour’.

Further corroborating this, a recent 2023 report by the Australian Human Rights Commission reveals that one-in-six organisations will not consider hiring people aged 65 or older at all, while only a quarter are largely open to hiring applicants aged 65+. This underscores a narrative of systemic exclusion, silently yet potently shaping corporate Australia’s landscape. Such stark revelations suggest that there may be untapped economic potential here – and it might be worthwhile to reassess prevailing corporate ethos and practices.

The trouble with ageism

In times when skilled workers are scarce, mature-age applicants are often perfectly positioned to fill those shortage gaps. Despite this, Australian Human Rights Commission data on mature workers found that they are still often faced with outdated stereotypes – from being slow to pick up new skills, not a good fit for the corporate culture or simply not as technologically savvy as their younger counterparts.

Sadly, these prejudices come at a cost. According to the World Health Organization, the cost of overlooking older job seekers is immense. Figures for Australia show that if only 5% more people aged 55 or older were employed, the national economy would benefit by as much as AU$48 billion each year.

Although these revelations are unsettling, they present unprecedented opportunities for innovation and reformation in addressing ageism in Australia. A diversified age demographic within the workforce is not a corporate liability but an untapped asset, teeming with potential to spur innovation, creativity and better overall organisational performance.

All things considered, the corporate sector’s most underutilised asset is the diverse, rich and multifaceted experiences and wisdom of the mature workforce. According to the Australian Bureau of Statistics, the underutilisation rate was 8.8% in 2021, up from 5.7% in 2011 and 5.1% in 2001.

Age diversity – the catalyst for a workplace revolution?

Although these figures may sound worrying, there are some corners of Australia where age is considered a testament to resilience and enriched skill sets. In communities like Queenscliff on Victoria's Bellarine Peninsula, for example, employers are systematically hiring over-60s without the need for a resume or experience in hospitality, according to ABC News. Arguably, this is a successful strategy for combating the current labour shortage! This silent revolution, where age is not a barrier but a bridge connecting diverse perspectives and skills, is not just a theoretical possibility – it’s a present reality, at least in some areas, which will hopefully inspire others to follow suit. The annual drive to recruit seasonal workers for Christmas jobs identified by Indeed Hiring Lab, in particular, is a huge opportunity to hire staff of all ages.

Making age inclusivity a strategic imperative

Addressing ageism transcends moral obligations; it is a strategic corporate venture with the potential to be transformative.

Age should not be a scale to measure relevance but a spectrum showcasing diversity of thought and innovation. As an ABC News article points out, it has been shown that age-diverse teams foster enhanced problem-solving abilities, creativity and innovation, and well-managed age-diverse teams can share a wide array of skills, knowledge and networks with one another. This means implementing age-inclusive policies and age diversity training programs can serve as a bedrock for an organisational culture where every individual’s contribution is valued equally, no matter how many candles were on their last birthday cake.

Prepare to combat ageism in the workplace

Rest assured that you’re not alone when it comes to tackling age discrimination. The battle against ageism in the workplace is a collective journey that requires concerted efforts from every echelon of the corporate hierarchy. For decision-makers, this is an important moment to not only react to alarming statistics but to proactively weave age diversity into their corporate DNA. Consider the following on your quest to combat ageism in your organisation:

Reforming policies

It might be necessary to overhaul your corporate policies to eradicate age biases. Hiring good employees is about focusing on skills, experience and potential, not age. Reassessing and remodelling recruitment and retention strategies to be age-blind and focus predominantly on skills and experience is fundamental. Such a shift can transform organisations into sanctuaries of inclusivity and innovation, where age diversity is not merely tolerated, but celebrated. You never know: workers age 75+ may be your next untapped talent pool!

Cultivating an inclusive culture

Research published in the Frontiers in Psychology journal suggests that organisations are well advised to ‘discourage the dissemination of negative stereotypes about older workers in the workplace because they may lead to older workers’ disengagement from the work domain and their loss of interest in development opportunities’.

To this end, training programs aimed at uncovering and dispelling inherent age biases – coupled with the aforementioned policies that enforce age inclusivity – are instrumental. In such an environment, every voice is acknowledged, and every contribution, regardless of the age of the contributor, is valued equally. This approach also needs to comprise a leadership model that connects executives with every employee, recognising their unique contributions.

Navigating the future

The question isn’t whether we can afford to promote age diversity – it’s whether we can afford not to. After all, an age-diverse workforce promises organisations strategic advancement, ethical stature and more growth.

Decision-makers have the power to change the narrative of ageism in Australia today. And this transformation – the fusion of experience and youth – isn’t some distant utopia. It’s a strategic masterpiece just waiting to be unveiled, a corporate narrative ready to be (re)written. So, are you ready to turn the page to a future where age isn’t a barrier but a bridge to corporate innovation?