CEO AdvisoHR | Ageism, Identity, and The Substance of Talent

Question of the Week: "What value do we place on experience in our fast-paced, youth-focused business world?"

Dear CEO

Recently, I came across The Substance, a film starring Demi Moore, that explores themes of identity, worth, and societal perceptions in a compelling, speculative narrative.

While the movie uses the metaphor of a mysterious substance to delve into questions about self-worth, power, and societal expectations, it resonated with me deeply on a different level—particularly when we think about the challenges faced by talented professionals over 50 years of age in today’s business landscape.

Just like the film's narrative about identity transformation and societal standards, our workplace often imposes unspoken limitations on individuals simply because of their age.

The business world today, much like the thematic undertones of The Substance, has a tendency to overlook the “substance” that experienced professionals bring to the table. As organizations increasingly focus on agility, tech-savviness, and innovation, there’s an unfortunate tendency to associate these qualities with younger employees, inadvertently sidelining seasoned professionals who may offer unparalleled insight, stability, and mentorship.

What we can learn from the movie’s core themes and how it mirrors the silent yet profound issue of ageism in the workplace?

The Substance of Experience: Why Over 50 Doesn’t Mean Outdated

In The Substance, there’s an exploration of what truly defines a person’s value and whether external appearances—or superficial attributes—should determine one’s worth.

Similarly, in the corporate world, age is often a superficial metric used to assess potential, overlooking the rich "substance" that seasoned professionals bring.

Here are key takeaways that resonate with the themes explored in the film:

1. Challenging Superficial Biases: In the same way the film questions the validity of superficial standards, we need to question our biases about age. Often, talent over 50 is overshadowed by assumptions about adaptability or tech literacy. However, studies show that older professionals often possess heightened emotional intelligence, resilience, and an ability to navigate complex social dynamics, which are critical for organizational stability.

2. Embracing Identity Beyond Age: The Substance forces its characters to confront who they are beyond their outward appearances. Similarly, we must value employees for their unique skills, experience, and wisdom rather than arbitrary numbers. Older professionals bring unique perspectives on problem-solving and strategic foresight—qualities that are developed through decades of hands-on experience.

3. Recognizing the Longevity of Value: Just as the movie reflects on the essence of identity, it’s essential for organizations to recognize that talent doesn’t expire at a certain age. In fact, employees over 50 can be indispensable, especially in mentoring roles, as they provide historical context and institutional memory that younger employees may lack.

The Role of HR in Combating Ageism

As HR leaders, it’s our responsibility to foster an inclusive workplace that recognizes the value in all age groups. Here’s how HR can help combat ageism and make the organization more inclusive:

1. Promote Diverse Hiring Practices: HR can spearhead initiatives that ensure hiring decisions are based on skills, potential, and cultural fit rather than age. This includes setting policies that discourage asking for age-related information in the recruitment process and training hiring managers to focus on experience and competence.

2. Encourage Lifelong Learning and Upskilling: One common stereotype about older employees is that they resist change or struggle with new technology. To combat this, HR can actively offer upskilling and reskilling programs that make it easier for all employees—regardless of age—to adapt to new tools and trends. Promoting a culture of lifelong learning reinforces the idea that all employees have the potential for growth.

3. Foster a Culture of Inclusion and Respect: HR can lead the way in creating intergenerational mentorship programs, pairing younger employees with more seasoned professionals. These programs promote knowledge exchange, foster mutual respect, and help bridge generational gaps.

4. Publicly Recognize Contributions of All Ages: Recognition is powerful in combating biases. HR can create platforms to publicly celebrate the accomplishments of older employees, emphasizing the impact of their contributions on the company’s success. This can shift the company culture to one that values diverse contributions rather than valuing youth alone.

Beyond The Surface—Redefining Talent and Value

Just as The Substance leaves its audience reflecting on the true nature of worth and identity, so too must we reflect on the value that every employee brings to the organization. Embracing a multi-generational workforce isn’t just a nice-to-have; it’s a strategic advantage that can strengthen the resilience, diversity of thought, and depth of experience within an organization.

In a world that often races to embrace the new and the young, let’s not forget the value—the real substance—that lies in experience.

By fostering an inclusive culture that values every generation, we not only enrich our teams but also future-proof our organization for the challenges ahead.

Regards,

Helder Figueiredo

HR Leader & Advocate for Inclusive Workplaces

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In addition to this newsletter, I am also an author, with a few books published on Amazon, where I try to delve deeper into various aspects of HR and leadership.

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