Look around the room! Is ageism the last acceptable bias in UK workplaces?

I spoke to a friend who failed a job interview as she was too experienced for the role! What does that actually mean? For me its reflects what's going wrong with recruitment and how we are all missing out on creating a truly diverse workforce.

Be honest have a look around your office, is everyone about the same age?

In the UK, ageism appears to be the last form of discrimination that remains widely overlooked, despite significant strides made in tackling racism and sexism through legal frameworks. While issues of race and gender discrimination are addressed by strict legislation and ongoing social advocacy, age discrimination is less regulated and often underestimated. However, with an ageing population and workforce, it's essential that organisations examine the makeup of their staff and confront potential age bias.

Age Discrimination: A Growing Concern

Ageism has long been a concern in the job market, but the current confluence of mass layoffs, post-pandemic economic uncertainty, and rapid technological advancements—including the emergence of artificial intelligence (AI)—is exacerbating the situation. These factors particularly impact Generation X, the cohort born between 1965 and 1980, who are now aged between 44 and 59 years. According to a 2022 survey by AARP, around 80% of workers between the ages of 40 and 65 reported witnessing or experiencing age discrimination at work, the highest percentage recorded since AARP began tracking this issue in 2003.

The UK government’s recent report on the economic labour market status of people aged 50 and over highlights several concerning trends. From 2019 to 2023, the employment rate of older adults declined each year, from a high of 72.5% in 2019 to 70.7% in 2023. While the employment rate slightly increased by 0.2 percentage points to 70.9% in 2024, this was not considered statistically significant. This paints a picture of older workers struggling to maintain their positions in a rapidly changing job market.

Are Younger Recruiters Avoiding Experienced Employees?

Younger hiring managers and recruiters may unintentionally perpetuate age bias, as they might lean towards hiring individuals who mirror their own age group, often perceived as being more adaptable to technological advancements. This bias is problematic, as older employees bring a wealth of experience and stability that can be invaluable, particularly during times of economic turbulence.

However, there are also societal and corporate pressures that prioritise youth. Stereotypes about older workers being resistant to change or unable to learn new technologies contribute to this bias. In reality, many older workers actively pursue continuous learning and skill development, including in technology and digital tools. The assumption that older employees are not tech-savvy or flexible is often unfounded, but it persists and affects hiring decisions.

The UK’s Shifting Labour Market

The UK’s ageing population means that older workers are increasingly vital to the labour market. The average age of exit from the workforce has been steadily rising, reaching 65.7 years for men and 64.5 years for women in 2024—the highest recorded levels since data collection began in 1984. This trend suggests that many individuals are staying in work longer, either by choice or necessity.

Yet, the economic inactivity rate for people aged 50 to 64 remains above pre-pandemic levels, increasing from 25.5% in 2019 to 27.4% in 2024. The primary reason for inactivity continues to be health-related issues, including long-term sickness, which account for nearly 45% of those aged 50-64 not participating in the labour force. Women in this age group are also more likely than men to be economically inactive due to home or family responsibilities.

Regional and Qualification Disparities

The disparity in employment rates among older workers is also evident across different regions of the UK. Wales has the lowest employment rate for individuals aged 50-64, with a notable decrease of nearly 10 percentage points from 2023 to 2024, while England has the highest rate at 71.9%. Additionally, the employment rate gap between older workers with no qualifications and those with basic qualifications (e.g., GCSEs) remains substantial, reflecting a broader issue of educational inequality.

Why Organisations Need to Address Ageism

Ageism in the workplace is not only a social justice issue but also an economic one. With nearly 750,000 individuals aged 50-64 actively seeking employment or willing to work, the UK is underutilising a significant segment of its workforce. Organisations should evaluate their hiring practices and policies to ensure that they do not unintentionally exclude older candidates.

Moreover, inclusive practices should extend beyond hiring to training and development opportunities that cater to all age groups. Many older employees are eager to upskill, especially in areas related to technology and AI. Companies that invest in lifelong learning and skill development for employees of all ages can benefit from a more dynamic and diverse workforce.

Legal Protections: Are They Enough?

While the Equality Act 2010 provides some protection against age discrimination, it does not have the same weight or cultural recognition as anti-racism or anti-sexism legislation. Employers often overlook age discrimination claims, and older workers may be less likely to report ageism due to fear of retaliation or being viewed as a “troublemaker.”

Strengthening age discrimination laws and raising awareness of ageism as a legitimate issue are necessary steps for the UK to truly create an inclusive workplace. Employers should also consider setting diversity targets that include age, similar to those for race and gender.

Time for a Cultural Shift

With the ageing workforce, the time is ripe for a cultural shift in how age is viewed in the workplace. The UK needs to recognise that older employees are an asset, not a liability. Addressing ageism requires more than just policy changes; it requires a rethinking of how society values experience and wisdom.

Organisations should take proactive steps to diversify their teams by age and foster a culture where people of all ages feel valued. It's not only a matter of fairness but also a strategic advantage in a labour market that increasingly relies on the contributions of older workers. Addressing age discrimination now will help future-proof the workforce for generations to come.

A Lesson from Japan: Valuing Older Workers

Japan offers a compelling case study on how to approach the integration of older workers in the labour market. With one of the world's oldest populations, Japan faces significant demographic challenges, including a shrinking workforce and increasing dependency ratios. However, rather than sidelining older workers, Japan has embraced policies that extend working life and actively encourage the employment of older adults.

The Japanese government has implemented measures to raise the mandatory retirement age, encourage companies to retain older employees, and provide subsidies for organisations that hire workers over 65. As a result, Japan boasts one of the highest employment rates for older workers among developed nations. The employment rate for people aged 65 to 69 in Japan is nearly 50%, far higher than in the UK, where it stands around 20%. This is a stark contrast that highlights the benefits of policies that actively engage older workers.

What the UK Can Learn from Japan

The UK's approach could benefit from adopting similar policies. Japan's strategies illustrate that extending the working life of older employees is not only feasible but can also contribute to economic growth. By offering flexible work arrangements, investing in retraining programs, and adjusting retirement policies, the UK can better utilize the skills and experience of its ageing population.

One key lesson from Japan is the cultural respect and value placed on older people, which extends to the workplace. In Japan, age is often associated with wisdom and reliability, and older workers are considered valuable mentors. This cultural attitude contrasts with the UK, where older employees may be viewed as outdated or resistant to change. Changing cultural perceptions about age can play a crucial role in tackling ageism in the UK.

Encouraging Intergenerational Collaboration

Japan's approach also emphasizes the importance of intergenerational collaboration. Many Japanese companies have programs that pair older workers with younger colleagues to foster knowledge sharing and mutual learning. This not only helps older workers stay engaged and valued in the workplace but also allows younger employees to benefit from their experience.

For the UK, adopting similar practices could address the skills gap while also dismantling the stereotypes that contribute to age discrimination. Programs that encourage older and younger workers to collaborate can create a more inclusive work environment where the strengths of all age groups are recognized.

To follow Japan's example and tackle ageism effectively, the UK should consider the following steps:

1. Raise Awareness of Ageism: Like Japan’s respect for its older workforce, the UK needs cultural campaigns to highlight the value of older employees and combat stereotypes.
2. Extend and Promote Retraining Programs: Encourage lifelong learning by offering government-backed training initiatives aimed at workers over 50, particularly in areas such as technology and AI.
3. Incentivise Employers to Retain Older Workers: Provide tax breaks or subsidies to companies that hire or retain employees aged 65 and above.
4. Flexible Working Arrangements: Support older workers by offering part-time positions, job-sharing, and phased retirement options to accommodate varying needs.
5. Legislate to Strengthen Age Discrimination Protections: Just as racism and sexism are tackled with stringent laws, ageism should be similarly addressed, with more robust legal recourse for those facing discrimination.

A Path Forward

As the UK's population ages, addressing ageism in the workplace becomes not just a social imperative but an economic necessity. The Japanese model shows that valuing older workers, creating inclusive policies, and changing cultural attitudes can help maximize the potential of the ageing workforce.

Incorporating these lessons from Japan could help the UK overcome its own challenges, ensuring that older employees remain an integral part of the economy, rather than being sidelined due to outdated perceptions of age. By taking action now, the UK can promote a culture where age is seen as an asset, enriching workplaces and driving sustainable growth.

One day your face may not fit lets change that before its too late

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