Ageism in Hiring: What If Trump and Musk Weren't Famous?

Imagine a world where public figures like Donald Trump and Elon Musk didn’t have the platform of fame or wealth. How might they navigate the modern job market as older professionals? Would Trump, at 78, be overlooked for his decades of leadership experience? Would Musk, at 53, be dismissed as "past his prime" in a tech-driven world often obsessed with youth? The truth is, without their notoriety, both might face a harsh reality: ageism in hiring.

While Diversity, Equity, and Inclusion (DEI) initiatives have gained traction, age diversity remains a glaring blind spot. Too often, organizations undervalue older professionals, equating age with stagnation rather than wisdom. This mindset leads to missed opportunities for creating multigenerational teams, which research has shown to be more innovative and effective than those limited to a single demographic.

Defying Ageism: The Success Stories of Older Professionals

History is rich with examples of lesser-known individuals who made transformative contributions later in life, proving that age is an asset, not a liability:

• Laura Ingalls Wilder published her first "Little House" book at age 65, creating a literary legacy that inspires readers to this day.
• Nola Ochs, at 95, became the world’s oldest college graduate, earning her degree and going on to pursue a master’s at 98, challenging stereotypes about lifelong learning.
• Anna Mary Robertson Moses, better known as "Grandma Moses," began painting in her late 70s and became an internationally acclaimed artist despite no formal training.
• Harry Bernstein published his first book, The Invisible Wall, at age 96, proving it’s never too late to launch a career as a successful author.

These individuals didn’t just succeed despite their age—they succeeded because their age gave them unique perspectives, perseverance, and a lifetime of accumulated wisdom.

What Team Photos Reveal About Inclusion

One simple exercise can shed light on an organization’s approach to age diversity: look at the team pictures posted on company websites and social media. How many older professionals are represented? Are there visible signs of a multigenerational workforce, or does the imagery skew overwhelmingly young?

These images often reflect hiring patterns and cultural priorities, subtly reinforcing the exclusion of older professionals even when it’s unintentional. Organizations that lack visible age diversity aren’t just missing older talent—they’re losing credibility in their DEI efforts and sacrificing the strength that comes from diverse perspectives.

The Reality of Longevity and Retirement Challenges

As life expectancy rises and economic pressures grow, many older professionals cannot afford to retire—and they don’t want to. However, the workplace hasn’t kept pace with this shift.

In a world where traditional retirement savings are insufficient for many, older professionals face barriers such as:

• Prejudices around age that wrongly assume diminished capacity or outdated skills.
• Limited access to training programs to keep skills sharp.
• Overlooked contributions, despite their ability to solve problems with seasoned insight.

This creates economic risks and complications, not just for individuals but for businesses and industries losing institutional knowledge. The mismatch between longevity and workforce realities leaves a critical gap that needs urgent attention.

Government Incentives: A Path to Progress

One way to address ageism is through government-led hiring and retention incentives that encourage businesses to embrace age diversity. Potential approaches include:

1. Tax Credits for Hiring Older Workers: Similar to incentives for hiring veterans or individuals with disabilities, tax credits could make hiring seasoned professionals more attractive to businesses.
2. Subsidies for Upskilling Programs: Government-funded training programs for older workers can help them stay competitive in evolving industries.
3. Longevity Incentives for Retention: Employers who retain older employees for longer periods could receive grants or other financial benefits, promoting multigenerational teams.
4. Support for Flexible Work Arrangements: Policies that fund or incentivize part-time roles or consulting opportunities for older workers could keep them engaged in the workforce while accommodating changing needs.

By creating incentives, governments can send a clear message that age diversity is not only ethical but also economically smart.

The Business Case for Multigenerational Teams

Diverse teams perform better, and this includes age diversity. Studies from organizations like AARP and Deloitte reveal that multigenerational teams:

• Solve problems faster due to varied perspectives.
• Build more robust, sustainable strategies.
• Have higher retention rates, as older employees bring stability and mentoring capabilities.

Organizations willing to invest in age diversity are better equipped to adapt to challenges, sustain institutional knowledge, and innovate effectively.

Shaping the Future

Famous or not, every professional deserves a fair chance to contribute based on their talents and experiences. By embracing the value of older professionals, companies can unlock untapped potential, bridge generational divides, and build stronger, more resilient organizations.

As individuals live longer and work later into life, organizations have an obligation—and an opportunity—to adapt. Age diversity isn’t just about fairness; it’s about building better businesses and a stronger society.

Let’s make age inclusion a priority—not just for those who have the spotlight, but for every seasoned professional waiting for the chance to shine.

What steps is your organization taking to combat ageism? Let’s start the conversation.