Ageism – It’s Real, But It’s Not a Dealbreaker

This year, the bell tolled 40, and it got me thinking about ageism in the workplace – specifically during the job search process.

Suddenly, I’m no longer in the classical 30-40 bracket. This golden age is, thankfully, no longer a feature of published job descriptions, but it’s something often mentioned behind the scenes. Old enough to know a few things but young enough not to be ‘past it’.

40 is a milestone that has me reflecting on how age influences hiring decisions.

Ageism is one of those highly controversial topics, and almost everyone has an opinion on it. Many of my coaching clients talk about ageism as a reason their job search feels slow and demotivating. They often see age as fundamental to why, when they were younger, they received lots of interest and why they no longer do.

If you’re over 40, 50, or 60, chances are you may feel this way too.

Drawing from my experiences in the professional Talent space and conversations with thousands of hiring managers and applicants, I can say for certain that ageism is a real factor.

However, dealing with it means understanding why it exists. And it’s not as simple as “you’re too old.” This is not dismissing ageism as overblown or a non-issue. It’s very real and won’t go away if I write an article about it.

What might change is people’s approach to specific job search situations if they understood it better.

The Reality of Ageism: The Numbers Don’t Lie

The statistics back up my experiences and paint a sobering picture. A survey by WorkLabs revealed that 75% of workers over the age of 40 experienced ageism during their job search, with 53% encountering it in the workplace itself. Furthermore, a study by Resume-Now found that 90% of workers over 40 have faced some form of age discrimination at work, often leading to emotional and financial setbacks like lower wages and even depression.

This data isn’t just numbers – it represents the real experiences of real people struggling to remain relevant in a world that often places more value on youth. Ageism erodes confidence, leaving qualified professionals questioning their worth.

Why Ageism Exists: The Salesperson Example

Take a typical example: why might it be more challenging for a 50-year-old sales professional to secure a job than for a 30-year-old? It’s tempting to assume that it’s purely about age, but in reality, a significant factor is the structure of the role.

A senior salesperson has likely spent years building and maintaining relationships. Their value is built-in – established clients trust them. If they leave, most of those clients are likely to stick around, meaning an employer could hire a younger, cheaper salesperson to manage those existing relationships without the need for heavy new business development. This is especially true in established companies. So, if you’re 50, with a decent black book full of contacts, and you apply for a role at a business with a solid existing market share, do they actually need what you are selling?

On the flip side, the same worker’s deep knowledge and relationships might be of huge value to a start-up or scale-up. Their connections and insight can open doors and provide solutions far more efficiently than a younger hire could.

I saw this firsthand when hiring for a previous employer. Although we had made strides with new clients, we needed someone local with deep industry knowledge to expand those relationships. That’s why I hired a 50+ candidate instead of following the more common practice in the Recruitment Agency world of hiring a 20-35-year-old. The point isn’t to say, “I’m not ageist”. The fact is that I deeply considered the problems and the solutions and then factored that into what was available to me on the candidate market.

Second Ageism Factor: Relatability and Company Culture

Another consideration is the oft-loaded term: ‘Cultural Fit’. With ongoing multiple reorganisations at the more prominent firms in places such as Basel, much of the job growth is starting to come from start-ups and SMEs. These businesses are often led by younger, hands-on leaders, focussed on disruption and challenging the status quo, who naturally gravitate towards hiring younger teams. When someone older applies, the question in the hiring manager’s mind often becomes:

“Will they fit in with ‘our culture'”? “Can they keep up with the relentless pace and the latest tech?”

For older applicants, the key is not to view this through the lens of ageism but rather through a “relevance” lens. Ask yourself:

• How can I show that I’m relevant to this business?
• How can I prove I understand how I’ll fit into their culture?
• How can I demonstrate that I’m keeping pace with where the business is headed?

Overcoming Ageism in the Job Search

In reality, overcoming ageism in applications isn’t that different from tackling other job search challenges. The fundamental strategy is about building a compelling narrative that shows your relevance and value.

1. Build great stories: Use your experience to highlight situations where you’ve added value that younger candidates couldn’t.
2. Craft a relevant CV: Tailor your CV to show that you understand the employer’s problems and, more importantly, how to solve them.
3. Show you’re up-to-speed: Demonstrate that you’re not just coasting on past achievements but are actively engaged in staying current in your field.

As in the example I shared earlier, the 50+ candidate we hired didn’t just bring years of experience. He brought insight that helped us avoid pitfalls and solve problems we hadn’t even anticipated. His network of industry contacts was invaluable, and he had built strong relationships with all the key players. This made him a key asset when handling major accounts that generated more than half of the business unit’s revenue.

There were the usual internal questions regarding ‘cultural fit’, but the candidate knew their worth and could clearly and concisely articulate their value to the business, diminishing dissenting voices.

A younger candidate wouldn’t have had that knowledge, wisdom or immediate impact. And as a bonus, he didn’t bug me for unlikely promotions for every quick win.

Emotional vs Logical Decision-Making

One thing I always emphasise to my clients is the difference between emotional and logical decision-making in hiring. Hiring managers often make emotional decisions, even when they think they’re purely rational. In a competitive market, it’s essential to understand this and create emotional buy-in. Think about how you can trigger positive emotional reactions in your CV rather than simply following the traditional process of a reverse chronological potted history and hoping for the best.

You’re not alone if you’re struggling with your job search and think ageism might be holding you back.

As a positive step, try to place yourself in the hiring manager’s shoes, contemplate their problems and work backwards to begin tailoring your application. Then, you can start to eliminate other factors as to why you aren’t seeing more favourable responses.

John Bowler is The Basel Job Coach , empowering professionals to take control of their job search and find their dream job, faster.