Breaking Down Generational Barriers: Addressing Age Discrimination in the Workplace

Age discrimination in the workplace is a growing concern. In our recent study, “Breaking Down Barriers: For a Brighter and Fairer Future of Work,” Indeed found that 14% of workers in Canada perceive their age as a barrier to work—and this number doubles to 28% in individuals aged 65 or above. Despite efforts to increase workforce diversity, current data suggests that ageism can be problematic for the youngest and oldest cohorts. In this article, we identify age discrimination at work and review six strategies to reduce ageism to create a productive multi-generational workforce.

What is age discrimination in the workplace?

Age discrimination in the workplace, or work-related ageism, is when an employer discriminates against a candidate or employee because of their age. While both younger and older generations can experience age discrimination, individuals over 50 are typically the most targeted.

Human rights legislation protects employees and job seekers over 18 from age discrimination in all Canadian provinces and territories. Despite these protections, a recent Indeed study found that age was the highest-reported type of discrimination in Canada. While 42% of respondents who experienced discrimination said it was due to age, this number increased to 54% among those between 50-64 and 69% for those 65+. The youngest cohort also reported age-related discrimination. Almost half of respondents (45%) aged 18-24 experienced workplace discrimination due to their age.

How to identify age discrimination in the workplace

Age discrimination can take many forms, so what constitutes age discrimination at work? Some common examples include:

• Microaggressions: Even if they aren’t intentional, age-related microaggressions, such as impulsive comments, jokes, or behavioural slights that demean or diminish someone because of their age.
• Stereotyping: Age-related stereotypes, like saying “older workers are less productive, incapable of learning new skills, and can’t use technology”, or that “younger workers are lazy, irresponsible, and unreliable”. Inaccurate age-related stereotypes create barriers to a productive work environment, as they fail to respect employees as individuals and build unnecessary generational divides.
• Overlooking older/younger employees: Younger and more senior employees may be unfairly dismissed for important projects or promotions. Employers may tell older workers that they should step aside to let others have a chance to grow. In contrast, younger workers may hear that they need more experience to advance even when they demonstrate all the necessary skills.
• Forced retirement: While federal and provincial human rights codes prohibit mandatory retirement based on age (unless age or physical capability are genuine job requirements), corporate policy and social pressure can still push workers to retire before they feel ready. Some employers even terminate employees as they approach 65 or target older workers in layoffs.

Addressing age discrimination in the workplace

How can employers create a more inclusive, multi-generational workplace? Here are six ways to address ageism at work:

1. Re-word job postings: Job posting phrasing may unintentionally bias searches toward a specific age group. Review and revise job postings that use terms like “fresh talent” or “digital native,” which can unfairly dictate applicant age.
2. Create an inclusive screening and interview process: To create an inclusive hiring process, look for skills rather than years of experience. Also, try to avoid screening out candidates due to age-based assumptions. For example, an older applicant may be interested in a more junior position when considering a career change. In comparison, a younger applicant may have the skills to excel in a senior role.
3. Address ageism in your company policies. Age is an often-overlooked component of a company’s approach to diversity. To tackle ageism, explicitly address age discrimination in your Diversity, Equity, Inclusion, and Belonging (DEIB+) strategy, behavioural code of conduct, and other corporate policies. You can also reflect your commitment to generational diversity in your candidate-focused branding materials, such as your company profile.
4. Offer training and development opportunities to all workers. Consider creating clear expectations for promotions and pay raises through an institutionalized career development plan. Allowing all employees to develop new skills and advance their careers, regardless of age, can build loyalty among your employees.
5. Forge cross-generational ties. Break down intergenerational barriers through an ad hoc mentorship program that connects older and younger employees. You can also encourage employee-led initiatives, such as an age-focused Inclusion Business Resource Group (IBRG), to discuss the opportunities and challenges of a multi-generational workplace.
6. Track age-related demographics. It’s challenging to address problems that you don’t see. Monitoring age-related demographics can help you better understand the generational breakdown of your workforce, identify potentially worrying trends as they develop, and track the efficacy of changes.

Embracing a multi-generational workforce

Addressing age discrimination at work is well worth the effort. Age-diverse organizations can gain a competitive advantage through improved employee loyalty and wellbeing, and by harnessing the institutional knowledge and diverse viewpoints of a multi-generational workforce.