Welcome to the beginning of a brand new month, it always brings with it new
hope and new opportunities. With each passing month there is another 30 days or
so that have gone forever and have left their mark on us, it’s called ageing.
For those of you that know me well, you will recall that at the end of 2024
I hit 60. GULP, sit down and take life slowly. Heck! … no chance!. I feel
younger, fitter and ready to take on the world, not sit down and prepare for
the calling.
Who recalls the days when 60 was the retirement age? When I was a child I
thought 60 was old; I pictured old ladies with walking sticks and grey hair
(who knew it would be a trend now?) and old men with a pipe and slippers rocking
by the fire. Judgemental or what?! But let’s look at this. Today’s society has
its own judgements and they are actually bordering, if not stepping over the
line of discrimination.
Most of us can’t retire at 60 and collect our state pension anymore, yet we don’t get
the same breaks in employment because of our age. We are expected to accept the
mediocre and get passed over for promotion due to it.
The modern workplace, while increasingly diverse, still grapples with
the ongoing issue of ageism. This subtle yet damaging form of discrimination
impacts individuals across the age spectrum, hindering career progression,
diminishing job satisfaction, and ultimately affecting organisational
productivity. Understanding the nuances of ageism and implementing effective
strategies to combat it is crucial for fostering a truly inclusive and
equitable work environment in the UK. Expert guidance can be invaluable in
navigating these complex challenges, offering support to those experiencing
discrimination and providing frameworks for organisations to build
age-inclusive cultures.
Ageism in the workplace occurs when an employee or job seeker faces unfair
treatment due to their age. While it can affect individuals of any age, it is
frequently observed impacting those over 45 (Who knew I was over the hill back
then?!! 😁).
This discrimination manifests in various forms throughout the employment
lifecycle.
Stereotypes, which are unfair generalisations about a particular age
group, often fuel prejudice, leading to biased attitudes and discriminatory
practices. For older workers, common stereotypes include assumptions of being
stubborn (who me?), less adaptable to technology, taking more sick days, or
being generally slower. These preconceived notions can insidiously influence
decisions related to hiring, promotion, training opportunities, and even
termination. Flip this. Being stubborn is an opinion of someone who doesn’t
always listen and hasn’t got the clear picture of the expertise that is being
presented. The skill set of the more mature employee has taken years to develop
and the fact that they HAVE developed is testament to how adaptable and
trainable they are. For those that still want to work, make a difference and
progress; the qualities we have to offer far outweigh the
prejudices.
Discrimination in hiring is a significant barrier, with employers sometimes
explicitly or implicitly favouring candidates based on age. Job advertisements
might use coded language like "fresh", "young" or
"digital native", deterring older applicants. Recruiters may overlook
"overqualified" older candidates or make assumptions about their
tech-savviness based on their age. In terms of promotion, age-bias can lead to
qualified older employees being passed over in favour of younger colleagues
with less experience, or vice versa, based on assumptions about ambition or
long-term commitment. Access to training and development is also often skewed
by ageist stereotypes, with older workers being denied opportunities under the
assumption they are resistant to learning. I have studied more and gained more
qualifications in the last 10 years than I did in my first 50! Ultimately,
ageism can contribute to unfair termination, including layoffs that
disproportionately target older employees or pressure for early retirement as a
cost-saving measure. Have you ever heard it said that, "they are an expensive
member of the team?"
The prevalence of ageism in the UK workplace is a concerning reality
highlighted by numerous studies. Data indicates that a notable proportion of
adults in the UK perceive age as a significant obstacle when seeking
employment. A huge 45% believe they have personally experienced discrimination
or unfair treatment at work due to their age. For older workers, the statistics
are particularly stark. Research suggests that nearly half of UK recruiters
hold a view that candidates beyond a certain age (around 57, with the state
retirement age being 67 at the moment) are TOO OLD for hiring. A significant
percentage of HR professionals admit that age-based assumptions influence their
hiring decisions. Moreover, a large proportion of job seekers over 50 express
worry about facing age discrimination, and a tangible number report being
explicitly rejected from roles due to their age. In fact, a substantial segment
of the adult population aged 50 and over in England has experienced age
discrimination within the past year, with the workplace being the most common
setting. This contributes to a considerable number of individuals in their 50s
and early 60s being out of work despite wanting to be employed, with ageism
identified as a key barrier. These figures underscore the systemic nature of
age bias in the UK job market, impacting both ends of the age spectrum.Last year I studied a Lean Organisation Management course and boy was it an
eye opener. The legal framework in the UK offers protection against age
discrimination through the Equality Act 2010. This legislation safeguards
individuals of all ages from direct and indirect discrimination, harassment,
and victimisation across all aspects of employment, including recruitment,
terms and conditions, promotions, training, and dismissal. Direct
discrimination occurs when someone is treated less favourably because of their
age, while indirect discrimination involves policies or practices that
disadvantage a particular age group. Harassment includes unwanted conduct
related to age that creates a hostile or offensive work environment, and
victimisation protects those who have made or supported a complaint of age
discrimination. While the Act provides broad protection, an exception exists
where age-based decisions can be lawful if they are objectively justified and
proportionate to achieve a legitimate aim. It is also important to note that
the default retirement age has been abolished, meaning employers can no longer
force employees to retire solely based on their age in most circumstances.
Key regulations under the Equality Act 2010 have specific implications for
both employers and employees. Employers are prohibited from including age
limits in job advertisements and should avoid using language that suggests a
preference for a particular age group. While employers can ask for a
candidate's date of birth for purposes such as monitoring diversity or for
legitimate administrative reasons after a job offer, this information should
not be used as a deciding factor in the hiring process. The Act also extends
protection to agency workers, office holders, and business partners, ensuring
they are not subjected to age discrimination. For employees who believe they
have experienced age discrimination, the first step is typically to follow
their employer's internal grievance procedure. If this does not lead to a
satisfactory resolution, individuals have the right to seek further advice and
potentially bring a case to an employment tribunal, although strict time limits
apply. Understanding these legal protections is fundamental for individuals to
recognise discriminatory behaviour and take appropriate action, while also
guiding organisations in ensuring their practices are compliant with the law.
Individuals encountering ageism in their careers face a multitude of
challenges. As mentioned earlier, older workers often grapple with being
overlooked for both hiring and promotion opportunities due to negative
stereotypes about their adaptability and technological skills.
For individuals facing ageism, several practical strategies can be employed
to address and overcome discrimination. Documenting every instance of ageist
behaviour is crucial. This includes noting dates, times, specific comments or
actions, and any witnesses. Saving emails, memos, and other written
communication that may indicate bias can serve as valuable evidence. Honing
communication skills is also essential. Focusing on clear, concise, and
professional communication can help project competence and confidence,
regardless of age. Active listening and being mindful of both verbal and
non-verbal cues can also enhance interactions and build stronger professional
relationships. When applying for jobs or seeking promotions, it is important to
highlight relevant experience and transferable skills. Tailoring CVs and cover
letters to emphasise recent accomplishments and quantifiable results, while
addressing potential concerns about adaptability or lack of experience
proactively, can be effective. Building and maintaining a strong professional
network, staying current with industry trends through continuous learning, and
seeking support from career counsellors or legal professionals are also vital
steps. Finally, exploring flexible work arrangements such as part-time or
remote roles can sometimes provide opportunities where age bias might be less
prevalent.
Organisations committed to building age-inclusive workplaces can adopt
several best practices. Implementing inclusive hiring processes is paramount.
This includes using age-neutral language in job descriptions, focusing on
skills and qualifications rather than years of experience or graduation dates,
conducting blind resume reviews, and ensuring diverse interview panels.
Recruiting from a wide range of channels can also help attract candidates from
all age groups. Providing comprehensive training programs on age diversity and
unconscious bias is crucial for raising awareness, challenging stereotypes, and
fostering a culture of respect. Establishing mentorship and reverse mentorship
opportunities can facilitate inter-generational learning and break down age-related
barriers. Offering flexible work arrangements, such as flexible hours, remote
work options, and phased retirement plans, can accommodate the diverse needs of
employees across different life stages. Implementing clear anti-discrimination
policies with accessible reporting mechanisms is essential for creating a safe
and equitable environment. Encouraging inter-generational collaboration through
mixed-age teams and projects can foster mutual respect and understanding.
Recognising and celebrating the contributions of employees of all ages
reinforces a culture of inclusivity. Finally, organisations should regularly
review their policies and practices to identify and address any potential
sources of age-bias, ensuring a truly age-inclusive workplace.
Several companies have demonstrated success in tackling ageism through
proactive initiatives. Barclays, for example, runs the "Bolder
Apprentices" program aimed at helping older workers re-enter the
workforce. John Lewis has improved its appeal to older workers by offering
flexible working hours to accommodate caring responsibilities. McDonald's has
launched recruitment campaigns specifically targeting older workers. Unilever's
U-Work model seeks to combine flexibility and security, designed to support
workers over 50. Saga offers "Grandparents Leave," allowing employees
paid time off to celebrate the birth of a grandchild. Other UK companies like
ITV, AXA, NatWest, Dentsu, and Network Rail are also actively working towards
creating more age-inclusive workforces through various policies and programs.
These examples highlight the diverse approaches organisations can take to
foster age diversity. It is also important to acknowledge instances where
companies have faced legal action for age discrimination, such as a local
butchers shop who’s employee won unfair dismissal and was compensated because
he was replaced by a younger employee, or the Ruby Tuesday lawsuit alleging
preferential hiring of younger workers. These cases underscore the critical
importance of proactive measures to prevent ageism and ensure a fair workplace
for all.
If you are experiencing or indeed fear ageism in your profession, if you
want to stay ahead of the game, if you are that older person who knows they can
add value to the role then our coaching and consultancy services offer
comprehensive support to help you be the best and make your prospects bright. We
provide guidance along with personalised coaching to enhance communication
skills and build confidence. We assist with resume and career strategy
development, focusing on highlighting relevant experience and addressing
potential hiring biases. Furthermore, we offer support and resources for
navigating workplace challenges and understanding available legal options. For
organisations, we develop and implement tailored training programs on age
diversity and unconscious bias, and we design and support the implementation of
effective mentorship and reverse mentorship programs. We advise on creating
flexible work arrangements that cater to the needs of a multi-generational
workforce and help establish clear anti-discrimination policies with efficient
reporting mechanisms. We invite you to learn more about how we can partner with
you to address ageism and foster a more equitable work environment.
In conclusion, addressing ageism in the workplace is not only a matter of
legal compliance and ethical responsibility but also a strategic imperative for
individual well-being and organisational success. Age diversity brings a wealth
of perspectives, experiences, and skills that foster innovation, collaboration,
and a more positive and productive work environment. By understanding the
multifaceted nature of ageism, recognising its prevalence in the UK, and
implementing practical strategies at both individual and organisational levels,
we can collectively work towards creating truly age-inclusive workplaces where
everyone feels valued and empowered to contribute their best, regardless of
their age. We are committed to supporting this vital change and helping build a
future where age is recognised as an asset, not a barrier.
Take care, Dawn
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