The global population is aging.
It is projected that the world population of those 60 and older will increase steeply starting in 2025 and reach 2 billion in 2050. Meanwhile, research on work-life expectancy has shown that many people are able to work efficiently well into their 70s, leading many to question the validity of the “common” retirement age of 65, which was established decades ago and did not account for improved physical and cognitive health of the population nor our increased life expectancy. Today, as the labor shortage continues, organizations would be wise to ensure their talent pools include older workers, yet there are real barriers, misguided assumptions and age-based biases that undervalue and overlook their contributions.
“Ageism is defined as discrimination against older people because of negative and inaccurate stereotypes — and it’s so ingrained in our culture that we often don’t even notice.”
Kirsten Weir, “A New Concept on Aging,” |
Hiring older workers certainly has several potential advantages:
Knowledge and Experience. Older employees often possess a wealth of professional skills and knowledge. Those who choose to continue to work in the same industry, or even the same organization, may require considerably less time and resources to be onboarded or go through on-the-job training. Such experience may also enable them to achieve a higher level of performance at a faster pace.
Soft Skills. Decades of work experience can not only sharpen older employees’ technical skills and job knowledge but may also have enabled them to develop a wide range of soft skills that are equally if not more valuable for the company’s productivity, such as skills in building relationships, communication and collaboration and even developing others, as research has shown that older employees and experienced retirees are more likely to enjoy mentoring and developing others.
Intrinsic Motivation. Older professionals’ motivations for remaining in or returning to the workforce vary, from financial need to a desire for social interaction or a sense of purpose. Whatever the reason, research has shown that older employees tend to be more satisfied with their job and have stronger intrinsic motivation (motivated to perform for the job’s sake, instead of external rewards), stronger satisfaction with coworkers and supervisors, stronger commitment to the organization, and greater loyalty to the organization.
Cost Benefits. Finally, hiring older workers, especially early retirees, may have financial benefits, since early retirees are often willing to work for a lower wage and will accept a more flexible employment contract (e.g., flexible work hours, part-time employment).
Despite the myriad advantages we’ve highlighted, many organizations are not prepared to deal with an aging and more age-diverse workforce. Numerous barriers can exist, including:
Age Bias in HR Practices. Current recruitment, selection and hiring practices of many organizations are designed for a younger workforce, and unconscious biases and stereotypes against older workers still widely exist.
Age Bias in Talent Management. In some organizations, the way talent is managed tends to be based on perceived age-related differences in cognitive and physical abilities, career aspirations or commitment.
How is this manifested?
Without age-agnostic HR and talent management processes as well as an age-diverse work environment, older workers may be misunderstood, devalued or dismissed, and as a result, they may be less engaged, unable to contribute their best or have little trust in the organization.
Older employees are often attracted to and thrive in accommodating work environments with flexible work arrangements (e.g., part-time hours, work from home), a culture of inclusion (e.g., free of affinity bias, zero-sum thinking, fear and conformity) and the opportunity to mentor and train other employees. Therefore, when looking to recruit and retain high-quality older talent, organizations should:
Organizations must also rethink their talent practices to accommodate an aging workforce. This includes consideration of age-related modifications to talent assessment, training, development practices, etc. to ensure equal opportunity, inclusivity and freedom from bias. The strategies below will help to ensure your organization is prepared for the future as the workforce continues to age and change.
Unconscious bias training: Provide unconscious bias training for hiring managers, HR professionals and supervisors to raise awareness about age discrimination and other forms of bias. Training should include strategies such as perspective taking, where participants learn to mentally walk in someone else’s shoes, and goal setting, which involves setting specific and measurable objectives for diversity outcomes. Conducting a thorough process audit of talent management practices through the lens of potential ageism can also help to identity areas of unintended age discrimination that can then be adjusted to remove such bias.
Adopt bias-free assessment/evaluation methods: Incorporate methods designed to reduce the potential for discrimination and unconscious biases during various selection or evaluation processes in which assessments are used. These can include:
Last but not least, it is important to continuously review talent management processes to identify potential areas of age bias and discrimination. Regularly analyze data related to hiring, promotion and performance evaluations to detect patterns or trends that may suggest age discrimination. Implement a comprehensive employee listening program to provide you with insight into the experience of inclusion for all employees, including older workers. Make necessary adjustments to processes based on these findings to foster inclusion, fairness and objectivity, and to take advantage of this often underutilized and underappreciated talent pool.
1. United Nations. (2022). World population prospects, 2022 revision.
2. Sammarra, A., Profili, S., Maimone, F., & Gabrielli, G. (2017). Enhancing knowledge sharing in age-diverse organizations: the role of HRM practices. Age Diversity in the Workplace, 17, 161–187.
3. Ng, T.W., & Feldman, D.C. (2010). The relationships of age with job attitudes: A meta‐ analysis. Personnel Psychology, 63, 677–718.
4. Lindsey, A., King, E., Membere, A., & Cheung, H.K. (2017). Two types of diversity training that really work. Harvard Business Review.
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