Ageism in the Workplace: Recognising, Confronting and Overcoming the Last Acceptable Bias

“I’d never really thought that much about Ageism but like old-age it crept up and then one day you find yourself surrounded by bright energetic young things, humorously being referred to as the Dad of the team” this insight was shared with me by a long-time business associate when I caught-up over coffee at an industry event. He went on to question me on what had prompted me to change jobs at 59 and whether I had experienced Ageism when looking for the new role, or whether I had come across it in my new workplace?

It got me thinking, I hadn’t really appreciated the potential risks posed by Ageism and because the ideal role presented itself via a LinkedIN contact, I hadn’t applied for other roles, it also meant that I hadn’t really considered that switching employer in late 50’s or early 60’s is perceived by many as high risk.

Want to know why Ageism is a problem, here’s the facts, signs and how to tackle it.

Older Workers Are Here to Stay

In the UK today, people aged over 50 make up nearly one in three of all workers, and according to the Office for National Statistics (ONS, 2025), there are now more than 1.4 million workers aged 65 and over, with employment among the 60–64 age group rising by almost 20% in the past decade. The abolition of the Default Retirement Age (DRA) in 2011 means there is no legal upper age limit for employment, and individuals are free to work for as long as they wish and are able.

This is not simply a demographic inevitability—it’s a societal asset. Older workers bring institutional memory, maturity, emotional intelligence, and mentoring skills that enhance the cohesion and capability of teams. They often act as stabilising forces during change, offering perspective and resilience honed over decades. Studies by the Chartered Institute of Personnel and Development (CIPD) and Centre for Ageing Better repeatedly show that multigenerational teams outperform homogeneous ones in decision-making and innovation.
Yet, despite this, ageism remains one of the most pervasive and least acknowledged forms of discrimination in the modern workplace.

Understanding Ageism: The Hidden Discrimination

Ageism refers to prejudice or discrimination against individuals or groups based on age—most often, against older workers. Unlike other forms of discrimination, ageism can be subtle, insidious, and easily rationalised under the guise of “fit,” “energy,” or “digital adaptability.”

Common Signs and Manifestations
• Subtle exclusion: Older workers being left out of strategic projects, training opportunities, or new initiatives under the assumption they are “winding down.”
• Language and tone: References such as “old school,” “stuck in their ways,” or “we need fresh energy” can betray underlying bias.
• Performance assumptions: Presuming older staff cannot keep pace with technology or innovation, without evidence.
• Promotion barriers: Passing over experienced employees for younger counterparts, citing “future potential” rather than demonstrated competence.
• Redundancy patterns: When restructures disproportionately affect older workers, especially under cost-cutting narratives.

Such biases can manifest unconsciously—even among well-meaning managers—creating a workplace culture that marginalises senior employees and undermines inclusivity.

The Impact of Ageism

On the Victims
• Psychological harm: Persistent bias leads to anxiety, lower morale, and loss of professional confidence.
• Economic consequences: Forced early exits, stalled careers, or reduced hours directly affect financial wellbeing and retirement security.
• Health impacts: Research from The Lancet Healthy Longevity journal links workplace age discrimination to increased stress, depression, and poorer long-term health outcomes.

On the Organisation
Ageism doesn’t only harm individuals—it damages the organisation itself.
• Loss of experience and continuity: Departures of older staff erode institutional knowledge.
• Reduced innovation: Studies by McKinsey and Harvard Business Review show that age-diverse teams produce 20–30% more innovative solutions, yet ageism suppresses this potential.
• Lower productivity: When older workers feel undervalued or sidelined, engagement and output suffer.
• Reputational risk: In the era of ESG (Environmental, Social and Governance) scrutiny, an organisation perceived as ageist can face significant reputational and legal consequences.

Early Indicators of an Unhealthy Culture
Leaders should be alert to the following warning signs:
• A narrow age profile at senior levels, despite a mature workforce.
• Training and upskilling budgets disproportionately favouring younger employees.
• Informal social cliques or internal communications that marginalise older staff.
• Increased turnover among experienced workers, or early retirement uptake inconsistent with wider market trends.
• Dismissive language in meetings, recruitment ads, or appraisals (“energetic team player,” “digital native,” etc.)—which can be indirect age proxies.
If left unaddressed, ageism can fester into a wider culture of exclusion, paving the way for other forms of discrimination—gender, race, sexual orientation, or disability—since it signals that bias is tolerated.

Management Toolkit: How to Identify and Address Ageism

1. Audit recruitment and promotion data
   o Analyse applicant age profiles, interview shortlists, and promotion outcomes. Look for hidden biases.
2. Review language in job descriptions and internal communications
   o Remove coded terms that may deter older applicants (“recent graduate,” “young dynamic team,” “fast-paced digital natives”).
3. Implement reverse mentoring
   o Pair younger staff with older colleagues to exchange skills—technical and experiential alike.
4. Train managers on unconscious bias
   o Mandatory training should specifically include age-related bias alongside gender and race.
5. Value experience explicitly
   o Reward mentorship, institutional knowledge sharing, and crisis management—areas where maturity excels.
6. Flexible work arrangements for all ages
   o Avoid assuming flexibility only benefits younger staff with childcare; older workers may need it for health, volunteering, or caring responsibilities.
7. Establish safe reporting channels
   o Ensure employees can raise concerns about age-related comments or behaviours without fear of reprisal.

Individual Toolkit: What to Do If You Suspect Ageism

Step 1: Recognise the patterns
• Keep a diary of incidents—comments, exclusion from projects, or changes in treatment. Patterns are often more revealing than one-off events.

Step 2: Check for objective performance evidence
• Compare your reviews, workload, and targets to peers’. This helps distinguish between bias and fair criticism.

Step 3: Seek feedback and allies
• Discuss concerns with a trusted colleague, HR representative, or union rep. Peer perspectives can clarify whether your experience is systemic.

Step 4: Confront constructively
• Address the issue professionally: “I’d like to understand why I wasn’t considered for this project—was it based on experience or skill fit?”

Step 5: Know your rights
• The Equality Act 2010 protects against age discrimination in recruitment, promotion, redundancy, and workplace treatment.

Step 6: Keep your skills sharp
• Enrol in professional development or digital skills training—both to counter stereotypes and strengthen your confidence.

Step 7: Explore internal mobility
• If the culture feels entrenched, consider lateral moves or new environments where your experience is valued.

Building a Multigenerational Future

The future of work depends on collaboration across generations, not competition between them. As we live and work longer, the idea of a “three-stage life” (education–work–retirement) is obsolete. Organisations that embrace this shift—valuing wisdom as much as novelty—will enjoy higher retention, richer innovation, and stronger resilience.

Age diversity should not be viewed as an HR compliance exercise, but as a strategic advantage. The most forward-thinking employers are already realising that the key to productivity is not youth or seniority—it’s the blend of both.

In summary:
• Ageism remains widespread but often hidden behind coded assumptions.
• It harms individuals’ confidence and careers, and damages organisational performance.
• The remedy lies in data, awareness, leadership accountability, and inclusion training.
• Older workers are not a cost burden—they are a competitive asset.

In an age where we rightly value diversity in all its forms, tackling ageism is both a moral imperative and a business necessity.