Ageism in the Workplace

  

Agism is the last bastion of prejudice in the North American workforce.

 

It’s rarely blatant – that’s illegal – but many employers send subtle but clear messages to older workers that they’re not wanted.

 

And at a time when the generation that still dominates the workforce – KAA-Boomers – are now mostly over 50, that’s not a wise business decision.

 

Companies should be doing all they can to retain the decades of industry and organizational experience and wisdom this demographic holds.

 

That message of not being welcome begins with the job ad. Job postings often include youth-oriented code words such as “flexible,” “energetic” and “fresh.”

 

Any Boomer knows that applying for these jobs will be a waste of time.  The message is again clear on corporate web sites featuring pictures of fresh-faced 20-somethings and in interviews when recruiters ask older candidates questions such as, “Where do you see yourself in five to 10 years?” This is appropriate for someone just starting out or in mid-career, not for someone who may be focusing on helping an organization work towards its goals by contributing a lifetime of knowledge.

 

Ageism exists in the workplace when employees over 50 are passed over for promotions, career opportunities and training and where social committees and workplace lunch ‘n’ learns focus their attention on the needs and wants of younger workers.

 

It’s obvious when an employee, having marked his or her 25-year milestone at the company, suddenly starts having their work criticized by their boss or is told that their skills no longer match the job.

 

It’s not uncommon to see older employees who are suddenly assigned work well below their positions to nudge them toward the door.

 

Interestingly, It’s often not until a manager lets a mature employee go, then tries to fill that position, that the realization sinks in: It will take two or three new hires to meet the requirements of that position as it now exists.

 

So it’s a subtle prejudice, but it’s a reality.

 

But why do we accept this? Because of myths and stereotypes about older workers that permeate western society: that those over 50 are resistant to change, technophobic, less energetic, less creative and less innovative, don’t want to learn new skills and new processes and are just putting in time until retirement. So why bother to develop the career of someone who is 55? It’s a poor return on investment.

 

Of course, none of this is correct. And regarding the last point, the reverse is actually true. Younger workers have higher turnover rates than older workers — according to the U.S. Bureau of Labor Statistics, workers 45–54 stayed on the job twice as long as those 25–34 – so concentrating training on those under 40 should be deemed the higher risk.

 

The truth is that older workers don’t differ much from their younger counterparts.

 

Organizations that sincerely want all their employees to reach their full potential and have high commitment, retention and productivity levels need to create an equitable workplace where workers of any age feel valued and respected. So where to begin? 
 

 

Legislation alone won’t eradicate ageism in the workforce.

 

Organizations play a huge role in creating a fair, inclusive workplace that not attracts, but retains, the talents and skills needed to ensure ongoing growth. And that includes welcoming and embracing workers of all ages.