In the workplace, age-related stereotypes and biases create a complex landscape. Older employees are often perceived as slower to adapt and less adept with technology, while younger workers are frequently seen as impulsive and lacking commitment.

These age-related prejudices, whether directed towards older or younger individuals, contribute to a myriad of challenges within professional environments.

According to the International Labour Organization, over 50% of workers aged 50 and above have faced some form of age-related discrimination. This discrimination manifests in various ways, such as difficulties in securing employment, professional stagnation, or job loss due to corporate restructuring.

Prejudice against younger workers

While statistics on discrimination against younger workers are less readily available, anecdotal evidence suggests a growing phenomenon termed "youngism."

Recent research, highlighted in the BBC News, which surveyed 6,000 individuals in the US and the UK, suggests that younger people may face even more age-related bias today than their older counterparts.

Michael North, a professor of management at New York University, notes that young adults are seen through a dual lens: on one hand, they are admired for their problem-solving skills, ambition, and technological prowess; on the other, they are viewed as ungrateful, disrespectful, and naively radical.

North observes that, overall, the current generation of young people is judged more harshly than previous ones.

Young workers also grapple with job insecurity, wage inequality, and high unemployment rates. Their access to employment opportunities is hindered not just by socioeconomic challenges but also by prevalent biases, which demand levels of experience and preparation that many find inaccessible.

Read More: Gen Z vs employers – who's looking for what?

Bias against older workers

Meanwhile, older individuals face their own set of prejudices, particularly regarding their ability to learn and innovate. Research from VU University Amsterdam reveals an unconscious bias towards associating creativity and innovation with youth.

Contrary to this belief, recent studies from MIT and Northwestern University indicate that older entrepreneurs often experience greater success than their younger counterparts. For example, the average age of U.S. startup founders is 41.9, with those over 45 leading some of the fastest-growing companies.

Additionally, a 50-year-old entrepreneur is 1.8 times more likely to achieve high growth compared to a 30-year-old.

The notion that older individuals are unwilling to learn is also debunked by research from the IZA Institute of Labour Economics, which shows that those nearing retirement are just as eager to acquire new skills as their younger peers.

Read More: Singapore raises workers' retirement age

Why promote age diversity

Positive change is occurring, driven by the COVID pandemic's impact on work dynamics and increased focus on diversity and inclusion.

As Baby Boomers, Generation X, Millennials, and Generation Z work side by side, there is a growing recognition of the benefits of multigenerational collaboration.

This shift towards valuing age diversity presents an opportunity for organisations to harness the strengths of each generation.

How to promote age diversity

To effectively leverage the diverse potential of different age groups, leaders can implement the following strategies:

Encourage open communication

Foster an environment where team members feel comfortable sharing ideas and perspectives across generational lines. Promote intergenerational discussions and actively listen to diverse viewpoints.

Promote mentoring programmes 

Establish mentoring initiatives where experienced employees guide younger colleagues, and vice versa, allowing for the exchange of knowledge and skills across age groups.

Embrace flexibility

Acknowledge and accommodate varying work styles and preferences. Offer flexible work arrangements, such as telecommuting options and adaptable schedules, to meet the needs of different generations.

Value diversity of thought

Recognise the value of diverse perspectives and experiences. Encourage teams to draw on their collective insights to address challenges and foster innovation.

Lead by Example

Demonstrate respect for all team members, regardless of age, and actively participate in initiatives that promote intergenerational collaboration.

By adopting these practices, organisations can create a more inclusive and dynamic workplace where age diversity is not a barrier but a catalyst for success.