Age discrimination: is it a real problem in the workplace?

Draw a mental picture of your ideal employee. Who do you see?  How old are they?  It is entirely possible that you have just discriminated on the basis of age.

We understand the law.  We know our obligations under the Age Discrimination Act (2004).  But without realising, we respond to our age-based predisposition towards employees.

As managers we are generally very careful when actively recruiting.  We make sure not to disregard an application because it included date of birth.  We are guarded in our interviewing so candidates do not sense our preferences.  We try very hard not to directly discriminate.

But it is the other areas of employment where we are not always so diligent.  The terms and conditions of an offer of employment may favour a particular age group.  We may limit access to promotion and training on the basis of age.  We may also form age related stereotypes about retirement and redundancy.  All of which is against the law.  And definitely not good business practice.

With Australia facing a skills shortage and looming employment crisis, we must see further than the stereotype of the ideal employee.  Young candidates may require training, but they are energetic, enthusiastic and receptive to new ideas.  The mature age worker has vast experience and is willing to adapt to new technology. 

Australia’s population is ageing.  By 2051, one in four Australians will be over the age of 65.   According to the ABS 1998 “Population Projections” there will be just two people of working age for each person over 65 compared with the four we have currently.  The tax-paying onus of funding the health and welfare system in Australia will fall on fewer productive shoulders.

It is therefore imperative that we change our prejudice against older and younger workers.  Industry must take on young workers and provide them with training and development. 

Business must also encourage mature workers to remain in the workforce beyond the age of retirement.  Workers with good physical and mental health are still valuable members of the workforce.  With a different mindset from business, mature workers can continue to make a productive contribution to the workplace and economy.  Recent Australian Institute of Management research found that older and more senior employees are generally strongly committed to their organisation.  Why pack them off to retirement if they are not ready to go?

We must aim for age diversity in the workplace.  The employment pool is being drained of experience and knowledge as the population ages.  Astute managers should not only comply with the law, but proactively plan for the future.  Subliminal stereotypes of the ideal workforce must be shed.  Good managers recognise the good sense in embracing the vibrancy of the young and the wisdom and experience of older workers.