Bosses shun age-old wisdom
MANY OLDER WORKERS DEMONSTRATE A RANGE OF HIGHLY FAVOURABLE CHARACTERISTICS, INCLUDING LOYALTY, STABILITY, RELIABILITY AND MATURITY.
IT IS rarely blatant but it is coming to a workplace near you – ageism.
Welcome to the not-so-wonderful world of ageism, an increasing trend, when employees, usually over the age of 50, are passed over for jobs, promotions and training on the grounds of age.
Most experts on workplace-based ageism agree that the foundation for age-related discriminatory behaviours is linked to the perception that older workers are technophobic and resistant to change, have lower levels of energy, are unable to learn new skills quickly and are generally less innovative and creative.
A second layer of negative perceptions relate to the health of older workers, who employers sometimes view as lacking an adequate level of fitness and regard as physically slower and more prone to injury.
For most older workers none of this true.
In fact, many older workers demonstrate a range of highly favourable and attractive characteristics, including loyalty, stability, reliability and maturity.
On top of this, many older workers have well-developed leadership skills, refined communication skills and often have strong networks, all of which can be a most valuable asset to the organisation.
But perhaps the greatest value older workers bring is experience – put another way, workplace wisdom.
Older workers have learned how to get along with other colleagues, how to solve problems without a fuss, and are willing to call for support when necessary.
There are many signs suggesting a workplace is ageist.
For example, in an ageist workplace there is often subtle pressure from management for older workers to stop working in order to make way for the younger generation. But it does not stop there.
Ask yourself these questions: Is there a pattern of hiring only younger employees?
Do employees frequently joke or tease about an employee’s age?
Are older employees encouraged to retire or to voluntarily accept redundancies?
Do workplace flexibility practices favour younger employees with a more rigid approach being applied to older employees?
Are the more challenging assignments and tasks frequently allocated to younger employees?
And do older workers tend to be isolated or excluded in workplace-related social activities?
If the answer to any of those questions is yes, you could well be working in an ageist workplace.
Employers interested in reaping the many benefits associated with older employees should look for signs of ageism in the workplace and work to remove the barriers that older workers may face.
They can train managers to help to eradicate biases and embrace age diversity, they can ensure that employment policies address issues related to discrimination on the basis of age, and they can ensure that older workers have access to training to ensure they continue to make meaningful contributions to the workplace.
Organisations play a fundamental role in creating fair and inclusive workplaces that both attract and retain the talent needed for ongoing success.
That includes embracing workers of all ages. Professor Gary Martin is chief executive officer of the Australian Institute of Management WA