How to avoid age discrimination in the workplace

The Equality Act 2010 outlines nine protected characteristics, which include age, race, disability and sexual orientation, and includes key provisions regarding age discrimination employers must adhere to, including:

1. Direct and indirect discrimination: Employers cannot treat individuals unfairly due to their age or enforce policies that disproportionately affect certain age groups.
2. Protection at all stages: The Act protects against age discrimination throughout employment, from recruitment and pay to promotion and termination.
3. Harassment and victimisation: Age-related harassment and victimisation for raising discrimination concerns are both prohibited.
4. Coverage for all: Protection applies from day one, including job applicants, with no minimum employment requirement.

Despite this, many organisations struggle with unconscious age biases, often fuelled by stereotypes like older workers being resistant to technology or younger workers lacking experience. These misconceptions can both hinder professional growth and negatively impact workplace dynamics.

Understanding the scope of age discrimination

Despite an increased focus on inclusion, age diversity is still overlooked in many UK workplaces. Our research shows that over half of businesses have yet to implement strategies to promote age diversity, which is particularly concerning given that 46% of recruiters admit to viewing candidates over the age of 57 as “too old.”

With the UK workforce consisting of a growing number of older employees, a lack of age diversity initiatives represents a missed opportunity. According to the Centre for Ageing Better, closing the employment gap for workers over 50 could increase the UK’s GDP by at least £9 billion annually, while also boosting income tax and National Insurance contributions by £1.6 billion a year.

Addressing ageism can therefore foster a more inclusive culture that helps employers tap into a wider talent pool, improving their workforce and contributing to broader economic growth with reducing the potential for age discrimination claims.

Biases and stereotypes against older colleagues

Younger workers also have to grapple with stereotypes that can adversely impact their career prospects. Common biases they face include:

• Perceptions of inexperience: Younger candidates are often viewed as lacking in necessary experience.
• Assumptions about professionalism: There is still a prevailing stereotype that younger workers are committed than their older counterparts.
• Preferences for older candidates: Employers may prioritise older candidates for leadership roles, assuming that younger workers are not ready for the responsibility.

Application processes and the language used in job descriptions can significantly impact who feels encouraged to apply for an opening. In fact, our research found that 37% of candidates over 50 avoid applying for jobs they feel are tailored to younger workers.

To ensure inclusivity and age diversity in the hiring process, employers can:

• Avoid age-specific terms: Steer clear of terms like “energetic” or “digital native”, which can signal a preference for younger candidates.
• Use universal language: Opt for terms like “reliable,” “experienced,” and “approachable” that appeal to jobseekers of all age groups.
• Eliminate aged requirements: Avoid processes that require applicants to disclose their age early on, focusing instead on skills, experience and cultural fit.

2. Offer training to overcome age bias

Diverse interview panels made up of individuals from various age groups can help guard against unconscious biases that may otherwise influence hiring decisions.

Furthermore, involving younger and older employees in the interview process provides a more balanced perspective and helps challenge ageist assumptions. This diversity can help candidates feel more comfortable, as they can see that the evaluation process is both equitable and inclusive.

4. Support lifelong learning for all employees

A commitment to lifelong learning benefits all employees, regardless of their age, with our research showing that workers over 50 are just as eager to upskill as younger employees.

To support this, employers can:

• Offer continuous learning opportunities: Ensure access to professional development for all ages in the workplace.
• Tailor training programmes: Help older employees stay competitive by providing targeted training, especially in fast-evolving sectors.

Flexible working arrangements are hugely popular among workers of all age groups, with almost two-fifths willing to skip a pay rise to secure this highly desirable benefit.

Making these accommodations can be particularly useful in fostering loyalty and retention among older workers, with our research showing that 51% see flexible hours as an incentive to work beyond the standard retirement age of 66.

There are various ways employers can implement flexible working, including:

• Flexible working options: Allow for variable hours, job-sharing or remote work.
• Flexi-retirement plans: Consider part-time roles of project-based work to cater to the needs of experienced talent.

Mentorship is a great tool for bridging generational gaps, fostering collaboration and building mutual respect between younger and older employees at work.

Employers can look to access these benefits by:

• Promoting mentorship across age groups: Facilitate relationships where both older and younger employees share knowledge and experiences.
• Encouraging technology skill-sharing: Younger employees can assist older colleagues with new tools and trends, while simultaneously benefiting from the wisdom and experience of their senior counterparts.

Fostering a multigenerational workforce