Reconciling Ageism and Youngism in the Multigenerational Office

Nearly 80% of older workers report having experienced age discrimination in some form or another. Ageism is when individuals are discriminated against based on their age. Conventionally, we think of ageism only in terms of older employees. However, even youngism exists in the workplace. In this case, young employees are discriminated against.???

With Gen Z now entering the workforce, multi-generational workplaces are becoming more common. Multi-generational workplaces have many benefits like synergies from different worldviews, priorities, career models, and motives. Organizations can leverage the strengths of each generation.

Asian economies in particular are becoming more global and catering to specific demographic segments. In the post-World War II phase, countries like Singapore have seen five generations work together. These generations are the silent generation, boomers, Gen X, millennials, and Gen Z. As diverse generations come together at the workplace, ageism and youngism are bound to crop up.

Here are my thoughts on reconciling these challenges in the multi-generational office.?

Examining Generational Prejudice?

Prejudice may not always be visible. Most of the biases in workplaces are subtle and hidden. It is essential to first identify where generational prejudice exists.

For example, older workers may be unjustly categorized as inflexible, out of touch, and excluded from certain events/tasks. Younger workers may be unfairly categorised as clueless and inexperienced. In the modern multi-generational workplace, ageism can be a key issue affecting productivity and morale.

How it Impacts the Workplace?

Source: California Employer’s Association

Ageism and youngism can have real and demonstratable negative consequences for a company. If age discrimination is allowed to perpetuate, productive employees can begin to feel alienated and disconnected.?

Employees may feel unwelcome and underappreciated because of something as arbitrary as their age. Ultimately, this may affect team performance as well as the bottom line. Organisations need to evaluate employees based on their contribution to the company and not any other factor.?

Questions of Law and Ethics?

Age discrimination has formed the basis of protective laws in Singapore and numerous other countries. The Retirement and Re-employment Act, 1993 , in Singapore and other subsidiary legislations are meant to deal with this issue. This law primarily prohibits firing employees based solely on age before they turn 63.?

Why Multi-Generational Workplaces Make Sense??

Making the Most of Age Diversity???

Source: Alysia Blackham on X

Every generation has its strengths and weaknesses. There is always something one generation can learn from another. Thus, multi-generational teams can leverage the experience of people from diverse age groups to be more effective.?

In addition, wisdom does not just flow from the old to the young. Many companies rely on reverse mentoring . This can involve younger executives helping older executives gain advanced and newer technical skills.?

Creating a Culture of Learning

Companies can develop actionable plans to combat age discrimination. There are many ways to create a culture of learning among generations. Some methods include structured interviewing (which includes asking questions in the same format and order to all candidates across generations), institutional mentorship programs (which include cross-generational mentoring), and building multi-generational teams to work on projects.??

Hiring Multi-Generational Employees?

Source: Deccan Herald

According to Gartner, employees who work in diverse and inclusive teams see a 12% rise in performance . Age diversity can serve as an asset for organisations when leveraged correctly. Ensuring diversity includes having an unbiased approach to hiring. Some good practices in this direction include doing blind resume reviews, standardising interviews and tests , and creating effective job descriptions.??

An example of an organisation leading the way to combat age-related discrimination is Sodexo. Sodexo has built an inclusive culture that does not discriminate basis age, gender, origin, sexual orientation, identity, or ability. The company has even found a spot on Bloomberg’s Gender Equality Index.

Ageism and Youngism in the Asian Workplace??

Asian Workplace Cultural Nuances

Asian workplaces are no strangers to age discrimination. 57% of older employees in Singapore reported that they received fewer training opportunities when compared to younger employees. These instances of discrimination tend to paint younger workers as inexperienced while older employees are painted as inflexible. Roles can even be allotted based on age with more technical or digital roles being assigned to younger workers.?

The Role of Senior Leadership?

Against this backdrop, senior leadership in Asian companies has an essential role to play in combating ageism and youngism. Their responsibility is to lead by example. Senior management needs to make decisions under the premise that age is just a number. This cultural message needs to trickle down throughout the company.?

Companies can also become age-friendly with several initiatives. Some steps include consciously checking decision-making for age-related biases, not allowing age-related comments, and re-evaluating appraisal practices.

Case Studies from Asian Companies?

As age discrimination gets noticed, Asian companies are taking steps to make multi-generational workplaces more inclusive. For example, Dan Ni, who is the CEO of a software company , ensured that his older employees did not fit into any prejudicial labels generally applied to older workers. They are more productive and have a better work ethic. The organisation undertakes company-wide training on new technology, promotes inclusive communication, advocates mindfulness when it comes to off-site visits, and encourages open communication.??

Wrapping up

There can be great benefits to having cross-age teams in companies. Each generation can bring their collective strengths to the table and make a greater impact. Therefore, it is essential to address the issues of ageism and youngism in workplaces. After all, age is just a number!