Age discrimination in the workplace is often swept under the rug, manifesting through biased hiring practices, limited opportunities for older workers or assumptions that younger workers are more suited to a role.
Yet by sidelining older workers, businesses risk losing out on a wealth of experience, diverse perspectives, and technical expertise. Older workers often bring invaluable institutional knowledge, mentorship capabilities, and problem-solving skills- which can significantly transform a workplace.
Nearly one in two people globally hold ageist attitudes, and in the UK, a staggering 36 per cent of workers over 50 feel their age is a barrier to career progression. With the global workforce ageing and retirement ages rising, addressing ageism is critical for organisations to thrive in the competitive landscape that is our modern world.
Changing with the times
With today’s workforce consisting of nearly four generations working alongside each other, organisations must ensure that their workplace is inclusive to support their multigenerational employees. Whether it’s through stereotypes, prejudice, or discrimination against people because of their chronological age, ageism is harmful to older workers’ careers and livelihoods.
Older workers often face stereotypes like being labelled as less adaptable, lacking physical capabilities, or resistant to change. Nearly 24 percent of workers aged 50 to 69 feel they’ve been overlooked for a job or promotion due to their age. This can result in older workers being less likely to be shortlisted for interviews, hired, offered training opportunities, or promoted. For businesses to evolve and support their older workers, age-related stereotypes must be challenged.
Hiring practices should be reviewed regularly to ensure they aren’t discriminatory against older workers. This may involve removing age-related questions from job applications and focusing on evaluating candidates based on their skills and experience rather than age.
Changing with the times can be hard, but having the right strategies and tools to navigate the evolving workforce is essential. Employers should offer programs that raise awareness among managers and employees about ageism and its impact.
Retraining at 40
Retraining and upskilling is crucial for those re-entering roles, to meet the demands of a rapidly evolving tech industry. Experiential learning plays a vital role in retraining at 40, as it allows individuals to learn new skills through hands-on practice and real-world application. This method bridges the gap between theoretical knowledge and practical expertise, enabling learners to build confidence in their new roles.
Simulated work environments, mentorship programmes, and project-based training can replicate workplace challenges, fostering a deeper understanding of the tasks and tools needed in a chosen field. Experiential learning not only accelerates skill acquisition but also enhances adaptability, making it an invaluable component of effective retraining strategies for mid-career professionals.
Retraining is certainly not a one-size-fits-all approach, and it needs to be tailored to specific learning styles and career goals. While the idea of a career change can feel daunting, retraining at 40 often leads to rewarding experiences and fresh opportunities.
Organisations must invest in strategies that support employees retraining at 40, whether that’s through providing communities for support or offering comfortable learning methods like online courses or flexible programs to ease the transition into new fields. The costs of retraining vary and it’s something all companies need to consider, but the UK government offers loans and bursaries for learners over 40, and at FDM Group retraining is accessible and cost-free too.
Retraining at 40 can also unlock new career possibilities in fast-growing areas such as IT Operations and Data and Analytics. It is not a second chance, it’s a pathway to innovation and growth, empowering individuals and contributing to the success of forward-thinking organisations.
Creating a multigenerational workforce
Millennials and Gen Z may be under the impression that older generations are inherently conservative, yet different generations bring different skills and certainly different life experiences to the table. 80 percent of Gen Z said they would like more time in the office on a weekly basis, offering more opportunities for older workers to share knowledge and skills with the workforce. Multigenerational workplaces can be extremely productive and dynamic if industry leaders build a corporate culture that capitalises on the strengths of individual workers.
Creating this workforce, means employers need to make sure the fundamentals are in place through awareness, authenticity, and accountability. Building a foundation where leaders understand and address the unique needs, expectations and strengths of each generation involves recognising the value of diverse perspectives and promoting open communication. Awareness training can help teams appreciate generational differences and encourage mutual respect.
Building a culture of authenticity requires organisations to actively demonstrate that they value contributions from all employees, regardless of age. Policies and equal opportunities work hand in hand for professional development, building a sense of trust and belonging for all workers. Leaders need to take this responsibility seriously and provide genuine engagement by implementing policies like flexible hours for workers. Older workers need to know their needs will be met and they’ll be supported throughout their careers, not just organisations ticking boxes.
Accountability across the workforce ensures that diversity efforts are impactful and thorough. Organisations need to set clear goals, define measurable outcomes for inclusion initiatives and track their progress, like increasing the percentage of employees aged 50 and older in its workforce by 15 per cent over three years and adjusting hiring practices or measuring progress annually and publishing results in a diversity report.
Final Thoughts
Ageism has no place in the modern workplace and as businesses face the realities of an ageing workforce and longer career spans, inclusivity and adaptability are critical for success. By challenging stereotypes, revising hiring practices, and offering tailored retraining opportunities, organisations can unlock the full potential of their employees at every stage of life.
Embracing the strengths and experiences of workers from all generations, companies foster innovation, collaboration, and resilience, building a dynamic culture prepared for the challenges of the future. Addressing ageism isn’t just ethical; it’s a smart strategy for growth and sustainability in today’s competitive landscape.
Sheila has over 30 years of experience in both the public and private IT sectors. She spearheads FDM’s global Women in Tech initiative and Returners Programme. Sheila was awarded a CBE in the 2020 New Year Honours List for services to gender equality in IT, and graduate and returners’ employment.
In 2022 Sheila was elected President of techUK, the trade association which brings together business, government and stakeholders to realise the potential of what digital technology can achieve. She has been invited to advise government committees on improving the digital skills shortage and gender pay gap in the UK.
Her work has been acknowledged by numerous awards, including inclusion in Computer Weekly’s ‘Most Influential Women in UK Tech, Hall of Fame’. At the 2020 European Tech Women Awards, the Department of Trade and Industry recognised her outstanding achievements by conferring Sheila with a ‘Career Recognition’ award.
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