Editorial
Many employees face headwinds trying to pursue career growth and advancement when among other "isms'' standing in their way, age gets added to the mix. Even the appearance of age or lack thereof,when combined with gender, can have an impact for those in the workplace.
A recent study by Women of Influence+, a leading global organization committed to advancing gender equity in the workplace, found that close to 80% of respondents reported experiences of gendered ageism in the workplace. Their findings showed that ageism in the workplace takes subtle forms such as unfair treatment, limited growth opportunities and overall marginalization. The study also found that ageism among women in the workplace is not limited to the later stages of careers. 40.7% of respondents reported experiencing age-based discrimination in the first decade of their career, while 55.9% reported age-based discrimination as early as 21 years into their careers.
There are common age-related myths that limit career growth and advancement for early-stage as well as later-stage professionals, especially women. Companies that let these myths persist may be losing out on the benefits of a cohesive intergenerational workforce, such as knowledge transfer, organic mentorship, increased innovation and reduced turnover.
Here are the common myths and what companies can do to address them.
Myth #1: “They Will Lack Credibility or Relevance With Our Stakeholders”
Hiring leaders and teams often need to "sell" their services internally within an organization and their success comes from how well they can influence the actions of other individuals or teams.. In these contexts, the appearance of credibility sometimes overshadows true sources of credibility, such as knowledge and experience, and this is where age or the appearance of age can impact career opportunities. Someone who looks younger may be perceived as lacking experience or credibility, while someone who looks older may be seen as out of touch or unrelatable.
Solution: Companies can address this myth by reinforcing a merit-based culture which can help build assurance that opportunities are granted based on skills and capabilities. When trust in merit is absent, employees will turn to incorrect proxies of credibility such as appearance, age, gender and other characteristics and in turn, introduce bias.
Related Article: Why a Retiree May Be Your Next New Hire
Myth #2: “They'll Be Too Demanding”
Stereotypes about employees both in the early stages of their career or later stages often involve the perception of higher burden on the employer. For early-stage professionals, this is the burden of training and the sense of entitlement that has characterized millennial and Gen Z individuals in the workplace. In an increasingly fast-paced world, many companies are more unwilling to hire someone that requires training, thus making the barrier to entry into the workforce increasingly difficult for entry level talent and those looking to make career transitions.
For later stage professionals, companies may incorrectly assume that they will require more training and support, particularly with technology, and assume that they may incur higher costs in absenteeism and healthcare. Helen Hirsh Spence, the founder of Top Sixty Over Sixty, an organization helping companies adopt age-inclusive strategies and build cohesive intergenerational teams pointed out, "older adults have a performance edge because of their life experience. They are also absent far less than younger generations and their turnover rate is lower. This results in saving the costs of hiring and training or retraining. "
Solution: Design onboarding programs that give all employees an opportunity to understand their job effectively and the resources available to support them in their growth and development. This approach will give all employees a level playing field and the ability to access relevant training so that they can start having an impact as soon as possible. A positive onboarding experience can help employees feel better connected to the organization and therefore more motivated to have an impact, which lowers the risk of turnover and absenteeism and increases their motivation to learn the job quickly.
Myth #3: “They Won't Stick Around”
The final myth is an assumption about how long an employee will stay with a company and like others, this myth applies for early as well as mid to late career professionals but takes different forms. Younger employees tend to be labeled compulsive job-hoppers, unwilling to give any job a fair chance before moving on to the next opportunity. For women in early stages of their careers, companies may assume that once they choose to start a family, they may either drop out of the workforce altogether or have an unsteady commitment to work. For older workers, companies may assume an employee is less likely to adapt to new technologies, have less energy and unable to cope with the pace of work. “Nothing could be further from the truth! Several studies have shown older workers are eager
to learn, upskill, and reskill, so they may contribute in meaningful ways beyond the traditional retirement age. What they are asking for is flexibility in their work arrangements,” notes Mehbs Remtulla, Founder of Whats neXT?! a group dedicated to empowering transitioners to lead engaged and purposeful lives.
Solution: Support employees in finding career opportunities that align with their skills, interests and passions. What is often seen as "job-hopping" is actually younger employees seeking companies and work that align with their skills, interests, passions and values. Helping employees see a career with your organization as opposed to just a job can help strengthen retention for early and later stage professionals.
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Building flexible work arrangements can also help employees better transition back to work following parental leaves, and help later stage employees access greater flexibility in their workday without exiting the workplace altogether.
What the myths about age in the workplace point to is less about true chronological age, but rather the appearance of age. Gendered ageism is particularly hard on women. "Women are tasked with not only having the qualifications for the job, but also looking the right age for the job,” Hirsh Spence said.
With increasingly intergenerational workforces, companies need to build cohesion across generations and break down myths and misconceptions that limit opportunities for people based on age or the appearance of age. Not only can this better unleash value for the business, but it can help create positive work environments that truly help people thrive at work.
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