Making a Statement: How to Combat Age Discrimination at Work

Franciska Krings, Professor of Organisational Behaviour at HEC Lausanne explores the use of age diversity statements to make a difference in bringing in the older workforce.

The workforce in the developed world is now older than at any other time in history. Over the past decade, the participation of older workers has increased by 8 percentage points, with employment rates for 55 to 64-year-olds reaching a record 64% in developed countries in 2023. This trend is expected to continue, with the share of the population aged 65 and over projected to rise from 18% in 2022 to 27% by 2050 in the OECD.

Many organisations are committed to age diversity and inclusion, aiming for fair treatment and balanced representation of younger and older employees. Yet today, older professionals aged 50 and over often face workplace discrimination and exclusion. This not only affects their morale and wellbeing, but also leads to a loss of valuable experience and skills within the organisation, meaning a loss of productivity and income for the economy.

Organisations have been struggling to find effective strategies that promote age diversity, and thus often fail to achieve their diversity goals. In addition, until now, age, as a diversity characteristic, has received relatively little attention when it comes to diversity, equity and inclusion (DEI) initiatives.

Diversity statements

However, as age-related bias could become a more significant issue, organisations need to find tools to drive greater participation from older people. One tool available is age diversity statements which can specifically help increase the numbers of older professionals who are recruited and included in work teams. 

Age diversity statements are short documents that state explicitly the organisation’s commitment to age diversity and how much it values it for success. They are signed by CEOs or senior management to give them credibility. Such statements can be presented to decision makers when recruiting people or when teams are being selected. 

So, could age diversity statements have an impact on age diversity within an organisation, or are they just window dressing?

Team selection impact

To answer this question, we recently investigated the impact of age diversity statements on selecting both older and younger individuals into teams. Across several studies, we found consistent evidence that when building teams, short age diversity statements increased the selection rate of older individuals, leading to more age-balanced teams, regardless of the decision maker’s own age or attitudes toward age and older workers. Moreover, we found no evidence for unintended undesirable side-effects that some diversity initiatives produce such as increased bias against other minority groups. However, in another line of research, we also found evidence that even if short age diversity statements effectively increase the number of older people brought into teams, they only boost their inclusion if the organisation shows a true commitment to change.

Age diversity statements are effective because they emphasise organisational values, guiding what should be done in alignment with these values.

They help override any negative attitudes and prejudices that employees might have towards older professionals and also foster corporate compliance within the organisation. 

Expertise and knowledge

By tapping into the rich expertise and knowledge of older workers, companies can benefit from their diverse perspectives and sometimes more robust problem-solving capabilities. Moreover, inclusive practices can lead to higher employee satisfaction and loyalty, fostering a positive work environment for all age groups. Encouraging age diversity can also help mitigate the potential staff shortages that ageing populations may face, ensuring that economies remain dynamic and competitive.

Organisations that clearly communicate with decision makers through such statements are more likely to achieve their age diversity goals. However, age diversity statements alone are insufficient to enhance the inclusion of older workers. They only positively influence inclusive behaviour if the organisation also shows a genuine commitment to actively involving older employees in meaningful roles within the company.

In conclusion, age diversity statements can be a valuable strategy for organisations who want to be more age-inclusive, but it is important to remember that they are not a cure-all solution. Organisations need to put in concrete efforts and policies to support and integrate older employees, with, for instance, providing opportunities for mentoring and training. Ultimately, to achieve true age diversity, an organisation must adopt a multifaceted approach addressing cultural attitudes and practical barriers.