The business case for age diversity

Overview | The effects of prejudice | An ageing, shrinking workforce | The economic impact

Overview

'What's the point of them [HR] sending you someone who's 50? You're not going to interview them… it's just going through the motions.'

'If they're going to be difficult to replace you wouldn't actually block it; you couldn't… but then you wouldn't push it.'

'The old ones have more endurance…the young ones pack it in after half an hour.'

Managers' comments from Managers & Ageism, Austin Knight, February 1998.

The ageing of populations throughout the developed world presents a real and immediate threat to business productivity.

However, an equal danger exists within many businesses, inhibiting growth and thwarting potential; it takes the form of age prejudice.

Negative stereotypes

In these businesses, negative attitudes based on age are endemic. The problem often sits at middle-management level and above, where preconceptions about different age groups influence employment decisions such as recruitment, promotion and retirement. Where age prejudice is unchecked, a disillusioned and underachieving workforce can damage the financial performance of a business.

Age prejudice usually stems from stereotypical thinking. EFA research, seminars, discussion groups and surveys have identified the following as some of the negative stereotypes associated with older and younger employees:

Older workers are	Younger workers are
Unable to grasp new ideas Difficult to manage Not interested in training Not a good investment Out of date Coasting to retirement	Not likely to stay Unreceptive to authority Unreliable More interested in their social life than work Immature and impetuous Always taking time off sick

Mechanics These negative perceptions are contradicted by the experience of EFA members.

Decisions based on stereotypes ignore differences within an age group and have very little basis in fact. Just as importantly, they are often bad business decisions, which hinder the ability of a business to develop its human capital.

Any business planning to adopt age-diverse policies must first rid itself of internal prejudice. Unless this happens, it will be unable to recognise the opportunities offered by age-diversity and to exploit them fully.