Ageism in the Workplace

Jeanette Martin, Vice President and Employee Wellness Plan Administrator, BankUnited

Ageism is a widespread phenomenon and constitutes a significant threat to older people’s well-being. Identifying the factors contributing to ageism is critical to inform policies that minimize its societal impact. Ageism is a multifaceted concept including three distinct dimensions: cognitive (stereotypes), affective (prejudice), and behavioral dimension (discrimination). 

Ageism can operate both consciously (explicitly) and unconsciously (implicitly), and it can be expressed at three different levels: micro-level (individual), meso-level (social networks) and macro-level (institutional and cultural). Furthermore, ageism has two distinct targets: On the one hand, ageism can be directed at other individuals—“other-directed ageism”—such as when we think that other older people are slow or wise or we make assumptions that younger adults are inexperienced and lack good judgment. On the other hand, ageism can be directed towards oneself—“self-directed ageism” (having negative feelings regarding one’s own aging). 

Although the U.S. Equal Employment Opportunity Commission protects age discrimination, it still exists in the workplace and impacts employee productivity, job satisfaction, morale and retention. Age discrimination involves treating an applicant or employee less favorably because of his or her age. The Age Discrimination in Employment Act (ADEA) forbids age discrimination against people who are age 40 or older. It does not, however, protect workers under the age of 40, although some states have laws that protect younger workers from age discrimination. It is not illegal for an employer or other covered entity to favor an older worker over a younger one, even if both workers are age 40 or older. 

Ironically, with the recent attention given to diversity, equity and inclusion in the workplace, it would be reasonable to assume that a favorable shift in ageist ideology would also take place. So what can employers do to encourage fostering a truly ‘inclusive’ workplace culture: 

"When you’re looking for soft skills that are required to fill a role, you must be mindful of how you describe those skills."

1. Strive to maintain a diverse workforce. Hiring managers have a tendency to hire people who are similar to themselves, often without realizing their implicit bias. This can be problematic when it becomes clear that individuals aren’t being hired based on their qualifications for a particular job but rather on how well they fit in socially with your team. Put some checks and balances in place where needed to ensure new employees are being selected for the right reasons.

2. Avoid issues with your job descriptions. When you’re looking for soft skills that are required to fill a role, you must be mindful of how you describe those skills. For example, using words like “young,” “energetic,” “fresh-minded,” or “tech savvy” in a job description or identifying a position as “perfect for a stay-at-home mom” can be seen as a discriminatory practice. Instead, consider using words like “motivated,” “driven,” or “dedicated” that convey a candidate’s passion and work ethic without the connotation that they must be young to perform required duties successfully. 

3. Design your job application process with care. For instance, do you really need work history starting from the beginning of time? Or do you really need to know the year they graduated from high school or college? Instead, on your job applications and in interviews, be more specific with your questions. For example, “Do you have 10 years of experience in this field?” or “Can you use this software program?” Don’t ask for unnecessary information. If an applicant or employee files an age discrimination claim, it can be used as evidence to prove that your hiring manager was aware of the candidate’s age and that it influenced their hiring decision negatively. 

4. Steer clear of stereotypes. Never assume that an employee can’t keep up with new industry trends or won’t understand new technology. Likewise, never assume less experience in the job market equates to less value. Implicit bias training, along with discrimination and harassment training, can be incredibly helpful in preventing this type of inappropriate behavior. 

5. Understand the diverse and changing workforce. Hybrid work environments have grown in popularity due in large part to COVID-19. As a result, the communication dynamic has become a bit more complicated. Executive leadership must recognize and acknowledge these challenges and encourage an open, safe workspace for all employees to thrive. 

6. Watch your words. Playful, seemingly harmless comments have the potential to offend, and your choice of words could make employees feel discriminated against regardless of their age. Create an inclusive environment for all employees by avoiding comments that speak to ‘time,’ ‘experience,’ and ‘age.’ Instead, focus on the unique value each employee brings to the organization. 

 

Cognitive