Bridging the Gap: Confronting Age and Gendered Ageism in Our Workplaces

As of writing this article, I'm 51 years old.

As I've mentioned before, I had heart surgery in late 2022.

It doesn't mean I still don't have aspirations, goals and dreams.

Yet, in the workplace, I am told I still have time. You don't look your age. (Sure Black Don't Crack).

Last year, I was told once that ageism in the workplace does not exist. It was pointed out to me recently that roughly 25% have perceived discrimination based on age. This was not broken down by ability, race or gender, but this is intersectional.

In today's evolving landscape, organizations face many challenges, not least ensuring inclusivity and diversity within their ranks. This mission's under-discussed but vital aspect is confronting the multifaceted impact of age and gendered ageism in the workplace.

Check out my candid conversation about combatting ageism in the workplace with Victoria Tomlinson, Chief Executive of Next-Up Limited.

This article proposes actionable strategies to bridge the generational and gender divide, enriching our professional environments for all.

Understanding the Landscape

While exploring the current workplace dynamics, it's concerning to note that a mere 8% of organizations include age as a dimension in their EDI strategy. With five different generations active in the workspace, the absence of age in EDI strategies suggests a blind spot that could perpetuate ageism and its counterpart, adultism. The nuanced differences—comprising unique ideas, histories, worldviews, and assumptions—necessitate intentional strategy integrations to harness the strengths these variations can bring.

Furthermore, an insidious form of discrimination lurks often unchallenged - gendered ageism. This dual-faceted bias uniquely disadvantages women, impacting not just their career trajectories but also their confidence and sense of self-worth.

As illuminated by Helen Hirsh Spence, CEO of Top Sixty Over Sixty, gendered ageism is characterized by the intersection of age bias with traditional sexism. This form of discrimination affects women's work opportunities - as they grow older, the compounded effect of sexism amplifies, affecting everything from perceived competence to physical appearance. Women, particularly those in the prime of their careers, face the added pressure of conforming to societal standards of youthfulness and attractiveness, a standard less stringently applied to their male counterparts.

Organizations' failure to incorporate age in their diversity strategies contributes to the invisibility of this issue, even though older demographics, notably the baby boomers, hold a significant portion of the nation's wealth. This oversight ignores the value these employees bring as workers and their influence as consumers.

Ageism and internalized stereotypes regarding aging can manifest as decreased confidence among people transitioning into their late 50s and beyond. Moreover, the intersectionality of ageism with sexism creates additional barriers, often internalized by individuals to detrimental effect. Women, in particular, may grapple with these biases more acutely in the workplace due to the societal constructs that shape perceptions about age and gender.

The silent phasing out of older employees in favour of younger ones, despite their vast experience and knowledge, further exacerbates the issue. Such practices result in losing invaluable institutional knowledge and deprive organizations of the myriad benefits a genuinely diverse, multi-generational workforce provides.

Corporate culture needs a paradigm shift to create a more equitable workplace landscape and tap into the vast potential of an age-diverse workforce. This can be achieved by integrating age-related perspectives into diversity and inclusion initiatives, ensuring that older employees—particularly women—receive fair opportunities for advancement and professional development and are part of a workplace that prizes their experience and wisdom.

Isabel Jackson reveals a concerning trend—a third of people perceive that attitudes towards older workers have deteriorated. They are often stereotyped as resistant to change and slower at adopting new technologies. This perception impacts career opportunities and satisfaction for older employees and points towards a broader need for organizational cultural and procedural shifts.

Gendered Dimensions of Ageism

Gendered ageism is complicated yet further when conventional ageist stereotypes overlay sexist attitudes. Older women in the workforce encounter not only gender bias but also ageist misconceptions. Microaggressions such as comments on looks or dismissive statements about youth suggest underlying systemic issues that reinforce negative stereotypes and control expectations about women's roles at various ages.

Fayne highlights the specific challenges faced by women over 50, emphasizing that as they increasingly participate in the workforce, support structures must evolve to address and combat the stigma associated with menopause. This gendered ageism presents unique barriers that necessitate tailored responses from organizational leadership.

Similarly, Bratt et al. underscore the dual impact of ageism and gendered ageism - they affect individual careers and impede workplace dynamics and overall productivity. The intersectionality of age and gender discrimination requires nuanced understanding and action.

The Economic and Social Imperative

Economic models must evolve to include age as a factor—an age-diverse workforce brings a spectrum of ideas and perspectives that can drive innovation. Dismissal of older or younger workers based not on performance but age-related bias undermines an organization's growth and misses out on the comprehensive understanding and experience that a genuinely multigenerational team offers.

Ruffino and Mourshed in her podcast episode with Fusaro provide their critical perspectives on the economic implications of ageism. From hiring biases to missed opportunities for innovation, the cost of age-based discrimination extends far beyond individual workplaces, affecting entire economies. Fusaro's analysis particularly highlights that combating ageism can lead to lower job turnover rates, increased productivity, and potentially unlock billions in economic contributions.

Combating Ageism In the Modern Workplace

Fostering an inclusive workplace is not just a moral imperative but a strategic one. To combat ageism, deliberate steps must be taken, beginning with awareness. It is fundamental to recognize the value not just in years but also in the diversity of thought and experience that mature employees bring. These individuals often have a vast reservoir of industry knowledge, sophisticated problem-solving skills, and a strong work ethic, making them indispensable assets.

The inclusion of older professionals requires tangible action. Organizations should examine recruitment practices to ensure they are free from age bias, offering training to hiring managers to remove subconscious prejudices. It also involves fostering a culture that celebrates multigenerational collaboration, encouraging a flow of knowledge and mentorship in all directions.

Further, professional development should not have an age limit. Encourage a

growth mindset (see Dweck above), where biases, including those around age, are actively confronted. Diversify learning opportunities to ensure they are inclusive and respectful of all age groups and that they work to dispel stereotypes rather than reinforce them. There must be an investment in continuous learning for experienced employees signifies an acknowledgment of their valuable potential for growth, ensuring their skills remain sharp and relevant. In doing so, we not only bolster the proficiency of individuals but also enhance the innovative capacity of our organizations.

When multigenerational professionals feel valued and have the opportunity to contribute meaningfully, we create inclusive, equitable, more diverse, and robust workplaces. Thus, addressing and dismantling ageism will pave the way for the global community's fairer and more influential future. Recognize and confront the implicit ageism in standard workplace practices.

From casual remarks that seemingly compliment one’s youthful appearance or experience to assigning menial tasks disproportionately to younger employees, acknowledging these microaggressions is necessary for change.

Introduce a discipline of reflection on age-related assumptions, incorporating strategies to learn from differences rather than allowing them to divide. Training and workshops can also provide spaces for employees to challenge their beliefs, listen to others, and better understand the intent and impact of words and actions concerning age.

Conclusion

In conclusion, age and gendered ageism within the workplace constitute social and moral issues and economic and productivity concerns that require immediate and coordinated responses. Overcoming ageism and adultism requires intentionality and action. It calls for a commitment to re-evaluate and reshape the corporate mindset surrounding age, moving from mere inclusivity to active valorization of the diversity in experience and perspective that age brings.

By championing age diversity and establishing it as a cornerstone of organizational culture, businesses stand to gain innovation and productivity and advance equity and fairness—a win-win for individuals and the collective. As professionals and leaders, we can lead the charge in confronting these biases - not just to benefit our current workforce but to pave the way for a more inclusive, diverse, and productive future. In doing so, we affirm that the value of employees cannot and should not be reduced to a number, whether it pertains to their age or any other dimension of diversity.