Fighting Ageism in the Workplace: Building an Inclusive Culture

Ageism has been defined as “stereotypes, prejudice, or discrimination against (but also in favour of) people because of their chronological age” (Ayalon & Tesch-R?mer, 2017, p.1 ). While ageism can be positive or negative for an individual, ageism generally has negative connotations. The typical experience of ageism is U-shaped across the lifetime, with both the youngest and oldest workers more likely to suffer from age-based discrimination (Duncan & Loretto, 2004; Marchiondo et al., 2015 ). That said, how harmful it is to be outside the optimal ‘middle age’, will vary by role, industry, and the economic environment at the time.

In a world of ageing populations, extending working lives is widely viewed as an economic necessity. With up to four generations working alongside each other,?organisations must ensure that their workplaces are inclusive, avoiding individual, interpersonal, and organisational harm.?

According to a systematic review by Kooij et al1 , multi-generational teams are teams that consist of members from at least three different generations, such as baby boomers, Generation X, Generation Y, and Generation Z. The authors identified four critical elements for multi-generational teams: #diversity, communication, #leadership, and learning. They also suggested some future research directions, such as exploring the effects of generational diversity on team performance, innovation, and creativity.

As a society, we need to recognize the value of mature candidates and work towards eliminating ageism in the workplace. By doing so, we can create a more diverse and inclusive workplace that benefits everyone.

To combat ageism effectively, leaders play a pivotal role in fostering an inclusive environment. Here are some strategies they can employ:

#Educate and Raise Awareness

Leaders need to educate employees about the detrimental effects of ageism and raise awareness about its existence. Conduct workshops, training sessions, or seminars to sensitize the workforce about biases and stereotypes related to age. Use scientific research to fight age stereotypes.

One of the recent #Deloitte’s research challenges the traditional approach of segmenting the workforce by age groups. The authors argue that age and generation are not the best predictors of employees’ preferences, habits, and behaviours. Instead, they propose a more nuanced and dynamic view of the workforce, based on factors such as life stage, career stage, and personal values. They also offer some practical tips for managers to foster a culture of inclusion and collaboration among multi-generational teams.

?#Promote Intergenerational Collaboration

Encourage collaboration among employees of different age groups. Pairing older and younger employees on projects can foster mutual learning and break down stereotypes. Create mentorship programs where experienced employees can mentor younger colleagues and vice versa. At Zwi?zek Pracodawców Polska Mied? , for seven years now, we have been running a successful #mentoring programme which utilises mature professionals’ expertise to develop newly appointed managers. Use mature professionals as advisors or trainers.

?#Review and Revise Policies

Evaluate existing policies to ensure they do not inadvertently discriminate based on age. Implement policies that promote equal opportunities for career development and advancement regardless of age. Make sure that policies are followed. Do not allow soft ageism, which can take the form of an off — colour joke or comment.

#Value Diverse Perspectives

Acknowledge and appreciate the diverse perspectives that individuals of different ages bring to the table. Encourage open discussions where everyone's viewpoints are respected and valued. In my managerial practice, I often asked the youngest team members for their opinion to ensure that not only the most experienced and the loudest are heard. On the other hand, you can involve mature executives in strategic planning. They can provide insights and perspectives that come from years of experience in the industry, helping the company make more informed decisions about its future.

#Lead by Example

As a leader, you should exemplify inclusive behaviour by avoiding age-related jokes or comments, treating all employees equally, and advocating for an inclusive workplace culture. You can ignite change by simply creating multi-generational committees and seating arrangements.

Several companies have implemented successful strategies to combat ageism and create inclusive environments:

— IBM has implemented a “Re-Employment Initiative” aimed at recruiting and retraining older workers, recognizing their valuable experience.

— Google promotes intergenerational collaboration through their employee resource groups, fostering connections and knowledge sharing among employees of different ages.

— Salesforce champions diversity and inclusion by offering programs and resources for employees of all ages, ensuring equal access to opportunities.

These companies demonstrate that when older and younger workers are integrated into teams effectively, productivity and innovation can soar. For instance, a team consisting of individuals with varied experiences can offer diverse solutions to complex problems, leading to more robust decision-making processes.

The way forward

In conclusion, eradicating ageism in the workplace requires a concerted effort from leaders and employees alike. By fostering an #inclusive culture that values the contributions of individuals of all ages, organisations can create an environment where everyone feels respected, valued, and empowered to thrive, ultimately leading to greater success and innovation.

If you need support in organising a mentoring programme in your organisation, I have a lot of experience of running them.

Use this link to book my time:?https://calendly.com/beatastaszkow/30min

Bye for now,

Beata