Leadership role in managing ‘Ageism and workplace inclusivity’

Promoting equity in the workforce is essential for preventing ageism and biases against matured individuals in the team. This is undeniable fact that leaders must acknowledge the skilled, resourceful, experienced, matured professionals who continue to contribute to the organization's success is very critical. Ageism in modern days’ workplaces has been topic of discussions in board rooms, leadership groups and general management committees. The idea of a three-staged life cycle – education, work, and retirement – has to be discarded and made obsoletely outdated. Whilst majority of matured individuals opt for early retirement, organizations in advanced and developed economies, find serious challenges and difficulties to retain, hire and develop individuals with considerable skills, experiences and insights, the matured individuals would offer, as ‘plug and play’.

As they say, “The older the fiddle the sweeter the tune.” Personally, I am passionate about the topic ageism because it’s a massive area of talent pool that organizations often overlook and never tap into. There has been acknowledged shortage of right talent in Iron & Steel Industry. With right blend of tuned mindset, time-tested methodology and refined material of deep knowledge & useful experience, those matured individuals would make effective impact and meaningful contributions to the industry. Strategic Workforce Planning is something we are yet to be perfected at (at overall industry level).

What is ageism?

The usual clinches "too old to be useful", “इतना बुड्ढा हो गया है, इससे क्या काम होगा”, “We can’t place him in hot metal melt shop, due to his age”, “He is very young, can he deliver in this role?” are few regular things I got to hear in my daily workflows. Ageism has wide aspects of negative effects, for people’s physical and mental well-being and our society as a whole. The negative stereotypes that fuel ageism often get aging all wrong.

Ageism is a term first coined by Dr. Robert Butler, in the year 1968. Ageism is reflected in workplace discriminations, usual community and social lives. Ageism is a form of discrimination against people because of negative and inaccurate stereotypes. Ageism is undoubtedly a stubborn prejudice in almost every walk of human life. People of all ages show bias against older adults, younger ones against older ones, older ones against young ones. The meaning of ageism is treating a person less favorably than others because of his or her chronological age. Here in our connotation, ageism is discriminations at workplaces based on age and generational gaps.

The World Health Organization (WHO) classifies ageism into various forms: “how we think (stereotypes), how we feel (prejudices), and how we act toward others or even ourselves (discrimination) because of age”. Considering all these collectively, the WHO reports, “those types of behaviors can affect physical and mental health and can even shorten people’s lives by up to seven and a half years.”

The research findings by Justyna Stypińska and Konrad Turek reveals, ageist behaviors at work can take two forms: hard and soft. Hard age discrimination could be illegal in few nations and often prohibited behaviors, such as firing, demoting, or severely harassing someone directly because of age. Soft discrimination, like a joke or useless comment, could not be illegal and could mostly occur in interpersonal interactions. The soft form is the more common one, and specially matured women workers experience it more often than matured men workers. Soft discrimination is mostly rooted in stereotypes, which may lead to people not valuing coworkers’ contributions, ideas, perspectives and even negatively assessing their qualifications & skill sets.

Ageism in the workplaces - a reality:

With sharp inflations, rising living costs, soaring food shortage, shrinking industrial productions in advanced economies, especially post COVID-19 pandemic after 2021, older adults' return to the active workforce is anticipated to see increasing growth. Globally workers over 50 often face age discriminations in one form or another. Stereotypes, and biases that limit their career overall progression, ultimately leading them to quit the active work force entirely. Worldwide, ageism, in form of expressed negative attitudes towards individuals because of their age, is pervasive in the talent density. This phenomenon is not merely a personal setback for individuals but a significantly gross social and economic losses. With their extensive experience and expertise, these individuals could be contributing significantly to businesses and the overall growth of the economy.

In China, there is a phenomenon known as 'the curse of 35'. This refers to the perceived bias against individuals who are above this age in the employment market. These discriminations counter act in the career progression of individuals above thirty-five years of age. Research findings and data show the situation of ageism in NAFTA and EU is worst. In the US and Canada, 78% of individuals aged 50 or over have reported age discriminations. In Europe and UK only 5% perceive their companies and organizations as actively trying to employ mature workers. Research reveals that job seekers aged 45+ are judged more harshly by recruiters in almost every part of the world.

Why matured individuals in the team matter?

As the wisdom goes, “A family with an old person has a living treasure of gold.” The multigenerational team provides a myriad of benefits to an organization and its culture.

Matured individuals bring in the right-combination of “Education-Expertise-Experience”. As we are highlighting the importance of 3Es, let us briefly refresh, what these three Es mean in our context here, 

Education is the transmission of knowledge, skills, and character traits that manifests in various forms. Education(formal) occurs within a structured institutional framework, such as schools, colleges or universities following a curriculum. Modern time has changed the variety of education and informal education systems have been gaining wider acceptance in modern days businesses and industries. Self-taught, home-schooling, self-learning – are real values individuals across the world are benefiting through.

Expertise is consensually understood as exceptionally high levels of performance on a particular task, in specific function, into a particular role or within a given domain.

Experience refers to conscious events in generic sense, and in specificity to perceptions, and to the practical knowledge and familiarity that is produced by those processes. A pragmatic sensibility and knowledge acquired through series of doing, acting and experimenting.  

Matured individuals could be true asset in a team, as they are valuable to contribute to few key aspects, as we attempt to summarize below:

Diverse Perspectives

Every generation, shaped by its unique experiences and historical events, brings its distinctive perspective to the table. This diversity of thought can lead to innovative solutions, as diverse generations approach problems and challenges from various angles. By leveraging the strengths of each generation, companies can promote a more creative and dynamic problem-solving environment.

Aligned Strengths

Each generation excels in differential areas of specialty. While older generations bring a wealth of experience, strategic thinking, and very strong work ethic, the younger talents bring fresh ideas, digital savviness, latest trends, technical proficiency and a strong desire for meaningful work. Together, they create a well aligned team where strengths are diversified and weaknesses are mitigated.

Mentorship Opportunities

A multigenerational team offers ample opportunities for mentorship. Older employees can share their wisdom, experience, and practical skills with younger colleagues. Meanwhile, younger employees can help their older peers stay up-to-date with the latest technological advances and modern work practices. This reciprocal learning can promote a culture of continuous professional growth and development.

Superlative Customer Relationship

Multigenerational teams can better understand and relate to a wide range of customers. They can provide valuable insights into different generational preferences and behaviors, helping the company to tailor its products and services to meet diverse customer

Enhanced Employee Engagement

A diverse team that respects and values the contributions of all generations can promote an inclusive environment and strong culture at workplaces. This can boost employee engagement, as employees feel valued and understood, regardless of their age. This sense of inclusion can lead to higher job satisfaction, increased productivity, and lower turnover rates.

Matured individuals bring a deeper understanding of industry below surface truth, time-tested best practices, and greater problem-solving understanding. They can guide younger talents, lead by example while fostering a culture of shared learning and development. They often provide stability during transitions and turmoiled phases of the organization, hence always act as saviors during bad waves and bad weather times. Young team members bring innovative ideas and a whole-hearted willingness to challenge the status quo. Younger individuals are prompt learner, quick adaptor and swift embracer of infusion of technology, latest trends and tools. They bring in enthusiasm and required dynamism that can invigorate the workplace. In order to optimize the real benefits of diversity, leaders and board should combine trans-generational individuals in the team. While seniors share their wealth of knowledge, insightful experiences, the young would combine with their core of latest technology, new mindset and methods. Build teams with a mix of age groups to leverage both energy and expertise. Encourage cross-generational learning where everyone adapts to changing industry and business requirements as one team together. Foster an environment where everyone respects, appreciates, honors and values each other's contributions. When combined, matured experience provides the foundation while youth adds innovations, creating an agility, brining-in charged energy to transform the organization for future challenges.

My industry senior colleague, a true veteran in Tinplate Packaging Industry, Khalajith Prabha Nediyath, profoundly opines that “Confluence of culture of traditions and modernity at workplace is critical for organizational success.” He has always been pro diversity of gender and generations. He is 67 years old and yet keeps fit with his proactive lifestyle, football and outdoors. “The energy, enthusiasm and efficiency what young people can have, when put into right equation with experience, expertise and education of matured people – would be of super productive and great results”, as he says. 

Leadership challenges about ageism:

Many service-oriented organizations especially global consulting and advisory firms struggle with usual age-related employees’ turnover. With majority of senior employees quit in the age between 55 and 65. However, these are the very valuable people whom those companies must retain – due to their knowledgeability, effective networking, influential connections, precious client relationships and developed insights: these people are critical for companies’ survival and growth trajectories.

Ageism in the workplace affects hiring, promoting and advancing decisions. In typical industrial organization settings, stereotypes associated with aging may influence work assignments and responsibilities decisions by supervisory and direct reporting superiors. 

Leaders need to be holistic and work proactively to tackle unconscious bias and educate recruiters about the value of mature candidates and prospective highly experienced job applicants.

The essential-age-positive actions leaders could undertake to make truly a diverse trans-generational workplace:

1. Recruit the Recruiters aligned with policy of inclusivity

Hire a more age-diverse recruitment team so that it reflects your candidates. Studies show that recruiters in their 20s are significantly more likely not to screen the CV of an older worker

2. Training and development of supervisory

Introduce ageism diversity and inclusion programs, and teach younger leaders how to reverse mentor when they are managing older workers. Train to retain, as well experimented practice.

3.  Compensations and benefits for diverse team

Re-evaluate the benefits organization offers to new matured individuals recruit. Work on the accessibility of social events for all team members without being biased to a particular age group. Reward the compensations and benefits to individuals to the realistic contributions they make to the organization, the value they being in and the changes they work and deliver in.

4. Realignment of purpose and passion for all

Leaders need to ensure there is equal access to continuous learning and upgradation programs. Best would be to design dedicated courses and schedules for matured candidates, to align career pathway routes acknowledge the additional skills infused for them. At different age group: the meanings of career are differential. What career meant to me at the age of 19, is not the same which I feel at this age of 40+. I believe, this phenomenon is not unique only to me. Discuss the roles, responsibilities, rigor, risks and rewards with matured individuals. Make them inclusive, refresh their sense of belonginess to the organization by making them feel integral part of shared vision and mission of the organization.

Leaders need to understand how ageist behavior and ideas could affect work flows and functionalities at workplaces. Leaders need to work on to change the culture and create an environment where everyone, however young or old, feel respected and reliable.  Supporting flexible working arrangements, offering purposeful work experiences, promoting comprehensive psychological safety net and unbiased inclusions are critical. Funding skills upgradation programs, learning & development courses, help create an equitable work environment. Matured and experienced individuals offer diverse perspectives, personalized & unique experiences and exceptional expertise, all assets enhancing organization’s business continuity and growth.

Appreciate people who are genuinely good, uniquely skilled, exceptionally insightful, remarkably knowledgeable and practically useful (without being prejudiced about his/er age, nationality, race and faith system). 

The ageist behaviors of employees and individuals need to be monitored and kept in check by leadership. Working and collaborating with all stakeholders for providing safe, secure and supported environment, whereby everyone can work together for common team and organizational objective, is the most critical role of leadership. Where all are allowed to express ideas, bring in innovations, go-beyond-boarder, feel appreciated & included, get honored & respected and fairly treated & rewards for their contributions they make.

Message to matured individuals:

Own your age, embrace your unique personal experience, preserve your exceptional insights, confidently articulate your matured behavior and demonstrate how you could be a real value for the team, and others in the organization.

As, Sir Winston S. Churchill, famously had said — “Success is not final, failure is not fatal: it is the courage to continue that counts.’’ Continuation in efforts with full energy and enthusiasm matters. Be the matured individual who tries, still tries and continues to try more and more. Be that person who musters up the courage to believe in self and holds unshakable conviction that a new attempt can manifest an outcome of success.

You have paid the price of your age, gained invaluable insights, developed impeccable skills, mastered the fine art of thoughts – now this is the right time to use those great assets for self, others around you and for the community & society. Share your knowledge, mentor and coach a few, teach in university, write your thoughts, coauthor a book and or research papers – leave a legitimate knowledge legacy when you leave active working life.

Getting older affords great benefits for self and others. As you age, you tend to become more agreeable and highly conscientious. Matured people tend to be better at regulating their emotions, controlling their behavior, showing respect for others and become more caring & kinder. Matured individuals tend to be compassionate, caring and collaborating with others at workplaces and beyond. Their exceptional abilities to keep team and outsiders in shared-loop is truly remarkable.

Yes, you are old and hence you are gold - be beautiful, be graceful, be useful, be valuable by remaining relevant, responsible and remarkable.