Combating Ageism in the Workplace

𝐒𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬. 𝐎𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐭 𝐛𝐲 𝐚𝐠𝐞—𝐛𝐮𝐭 𝐛𝐲 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. I believed leadership meant setting direction and ensuring alignment. But over time—I’ve come to see that real leadership isn’t just about strategy. It’s about 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯. That truth has never been more relevant than it is today. For the first time in modern history, 𝐬𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐨𝐞𝐱𝐢𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. It’s a leadership challenge few of us were trained for. 🔹 𝐒𝐢𝐥𝐞𝐧𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 (pre-1946): Still serving on boards; shaped by duty and discipline. 🔹 𝐁𝐚𝐛𝐲 𝐁𝐨𝐨𝐦𝐞𝐫𝐬 (1946–1964): ~12% of today’s workforce; value stability, loyalty, and legacy. 🔹 𝐆𝐞𝐧 𝐗 (1965–1980): ~27%; independent, pragmatic, delivery-focused. 🔹 𝐌𝐢𝐥𝐥𝐞𝐧𝐧𝐢𝐚𝐥𝐬 (1981–1996): ~34%; purpose-driven, collaborative, growth-oriented. 🔹 𝐆𝐞𝐧 𝐙 (1997–2012): ~27%; inclusive, tech-native, values transparency. 🔹 𝐆𝐞𝐧 𝐀𝐥𝐩𝐡𝐚 (post-2012): The emerging workforce—digital-first, fast-learning, entrepreneurial. These differences show up in how we work: → Senior leaders value hierarchy; Gen Z favors flat structures. → Boomers seek recognition; Gen X wants autonomy; Millennials want meaning; Gen Z asks, “𝘞𝘩𝘺?” → Gen Alpha? They're learning, building, and questioning earlier than ever. What feels like friction is often just generational dissonance. In a recent HBR piece, put it well: “𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢 𝘮𝘶𝘭𝘵𝘪𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦 𝘶𝘯𝘭𝘦𝘴𝘴 𝘺𝘰𝘶 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦𝘴 𝘵𝘩𝘦𝘮.” That’s the shift we need as leaders: From uniformity → to personalization From authority → to empathy From legacy leadership → to 𝘭𝘪𝘷𝘪𝘯𝘨 leadership I now ask myself not just, “Am I leading well?” but “Am I leading 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘭𝘺?” Because when we adapt our style—not our standards—we help every generation contribute at their best. Great leadership today means adapting with intention and embracing what makes each generation thrive. 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭: Connecting individual roles to a broader organizational mission fosters engagement across all generations. 𝐂𝐮𝐬𝐭𝐨𝐦𝐢𝐳𝐞𝐝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Recognize and adapt to the preferred communication styles of each generation to enhance collaboration. 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤 𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬: Offering flexibility can address the diverse needs and expectations of a multigenerational team. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬: Promote a culture of lifelong learning to support professional development for all age groups. What shift have you made to better lead across generations? #HarveysLeadershipRhythms #ThoughtsWithHarvey #ExecutiveLeadership #TheLeadershipSignal #GenerationalLeadership #LeadershipReflections #LeadWithIntention #MultigenerationalWorkforce #LeadershipCue #Mentorship

If you're setting goals to create a more inclusive workplace in 2025, my experience may save you time, money, and unmet expectations. ✅ Quick Wins (low effort, high impact) Start with team psychological safety. Inclusion is felt most in everyday team interactions—meetings, feedback, problem-solving. 👇 Use tools like: 1. The Fearless Organization Scan to uncover blind spots and team dynamics. 2. Debrief session with an accredited facilitator to discuss results openly and set clear, actionable improvements. 3. Action plan with small shifts in behavior, like leaders modeling vulnerability, asking for input first, or establishing "speak-up norms" in meetings. These micro-actions quickly build team inclusion and unlock collaboration. 🏗️ Big Projects (high effort, high impact): To create sustainable change, invest in structural inclusion. 👇 Focus on: 1. Inclusive hiring & promotion practices: build diverse candidate pipelines and train interviewers on bias mitigation. 2. Inclusive decision-making: ensure diverse perspectives are integrated into key business decisions. 3. Inclusive leadership: train leaders to actively foster diverse perspectives, intellectual humility, and trust in their teams. Empower leaders to align inclusion with business goals and make it part of their day-to-day behavior. 🎉 Fill-ins (low effort, low impact): Awareness events (like diversity month) are great for building visibility but should educate, not just celebrate. 👇 For example: 1. Pair cultural events with workshops on how diverse values shape workplace communication. 2. Use storytelling to highlight how diverse perspectives lead to tangible business wins. 🚩 Thankless Tasks (high effort, low impact): Avoid resource-heavy initiatives with little ROI. 👇 Examples: 1. Overcomplicated dashboards: focus on 2–3 actionable metrics rather than endless reports that don’t lead to change. 2. Unstructured ERGs: without clear goals and leadership support, these often become frustrating rather than empowering. 3. One-off training programs: A two-day training on unconscious bias without follow-up or practical tools is a missed opportunity. 💡 Key Takeaways 1. Inclusion thrives where it’s felt daily—in teams and decisions. 2. Start with quick wins to build momentum and tackle big projects for systemic change. 3. Avoid symbolic efforts that consume resources without measurable outcomes. 🚀 Let’s turn inclusion into a tangible, strategic advantage that empowers your teams to thrive in 2025 and beyond. _____________________________________________ If you're new here, I’m Susanna—an accredited team psychological safety practitioner with over a decade of experience in DEI and inclusive leadership. I partner with forward-thinking companies to create inclusive, high-performing workplaces where teams thrive. 📩 DM me or visit www if you want to prioritize what truly works for your organization. 

There’s no denying this … We messed up. We confused “new” with “better.” We acted as if the future of work belongs only to the young. The reality? We now have 6 generations in the workforce. And workers over 60 still bring real value. What do they offer? 🔹 Built-in mentorship. 🔹 Deep institutional knowledge. 🔹 Steady leadership under pressure. 🔹 Perspective you only get from time. If your hiring strategy only focuses on early career, you need to fix this. Because when we overlook experienced talent, we miss out on what they know AND what they could still teach.

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

The only talent shortage is the one between your ears… …It’s all in the mind. We keep saying we can’t find talent. Then a 25 year old recruiter screens out anyone over 50. Let’s call this what it is. Age bias. And it’s alive and well. The facts are sobering, and sadly true. In Australia, a recent AHRI survey found HR and talent teams are now labelling people aged 51–55 as “older workers.” WTF?! Only 28% of employers say they’re open to hiring someone 65+. Yet nearly 60% admit that when older workers leave, critical skills walk out the door with them. Seriously?! We say we value experience, and yet our hiring behaviour says something else. In the US, 64% of workers aged 50+ say they’ve experienced age discrimination. This is how these biases present: “Not tech savvy” “Resistant to change” “Won’t keep up” Nearly 40% of over 50s now say ageism is their biggest fear when job hunting. This isn’t just perception. It’s structural. And we need to call it out before it’s too late. Because there is a new super mutant elephant crashing into the interview room. AI. Right now, most evidence points in one direction: AI is more likely to amplify age bias than reduce it. Why? Because AI is trained on historical data. And historical hiring data is biased. Algorithms don’t “see age.” They see proxies. What does this look like? Career gaps. Tenure length. “Over-qualification”. Less digital experience. Without context or explanation. All the things that quietly penalise mature workers. Just faster. At scale. Not helped when the mid-20s recruiter reinforces these biases. Research shows automation benefits skew heavily towards younger, tech-skilled workers. Older workers are less horizontal mobile across roles, so when jobs change, they wear greater risk. Unless we intervene, the next five years don’t magically fix this. They hard-code it. More over 50s are heading toward uncertainty. To CEOs and HR: If your shortlist suddenly gets younger when AI screening is turned on, that’s not efficiency, that’s bias with cool branding and asthetics. Don’t kid yourself. There is an AI upside, but only if we choose it: We can reduce physical load in demanding roles. Support advisory, care, governance and knowledge work. And, in doing so, enable flexible, extended careers for older workers. Otherwise, let’s be honest about the deal we’re making here. We complain about skills shortages. We talk about productivity. We worry about experience loss. Then we quietly filter out the very people who could help. Talent doesn’t expire at 50. Leadership doesn’t peak at 45. And real judgement isn’t found in a curated instagram reel, podcast or even a LinkedIn post. If AI is part of your “hiring stack,” the real question is simple: Are you using it to find capability or to automate your blind spots? If you think there’s a talent shortage. You are probably right. But not in the way you think. The only talent shortage is the one between your ears.

5 Generations. 1 Zoom Call. By 2030, Gen Z will make up around 30% of the global workforce. The same workforce that still includes professionals who sent their first CV by fax. This isn’t a trivia fact. It’s a leadership crisis few are willing to name. I’ve seen this tension play out daily. The problem isn’t age. It’s mindset. And most companies aren’t equipped to deal with it. The data already shows it: teams led by managers more than 12 years older are 1.5× more likely to report low productivity. And yet, the solution isn’t as simple as hiring younger managers. Or introducing another ‘engagement platform’ no one asked for. Every generation demands something different: 1. Gen Z wants asynchronous comms, mission-driven roles, mental health benefits and instant feedback. 2. Millennials want progression, flexibility and trust. 3. Gen X values autonomy and evidence of competence. 4. Boomers expect structure, hierarchy, and consistency. All valid. All incompatible if you're not intentional. So what happens instead? Companies opt for the path of least resistance. They default to legacy systems that please no one. Or they design around one dominant generation, usually whoever holds the power. Bridging the generational divide is less about culture fit and more about infrastructure. You have to: – Build a workplace that supports both structured mentorship and rapid experimentation. – Provide clarity without surveillance. – Design platforms that feel cohesive but flex to different working styles. – Train managers to lead through emotional context, not assumption. And perhaps hardest of all: you have to dismantle the sacred cows of “how things have always been done”. It’s not comfortable. But then again, neither is building a company that lasts.

Managing a multigenerational workforce isn’t just a nice-to-have— It’s a strategic advantage (if done right). But too often, it’s treated as a challenge instead of an opportunity. Let’s break it down. Right now, your team could include: ➟ Baby Boomers (1946–1964) – Loyal, experienced, process-oriented ➟ Gen X (1965–1980) – Adaptable, independent, pragmatic ➟ Millennials (1981–1995) – Collaborative, tech-savvy, growth-focused ➟ Gen Z (After 1995) – Digital natives, purpose-driven, agile Each brings a unique mindset, but that also means friction is possible. To turn that friction into fuel, you need two things: ➟ An inclusive mindset ➟ A cross-generational strategy Here’s how to approach it: 1. Forget Stereotypes Don’t assume older employees resist tech or that younger ones lack loyalty. People surprise you when you stop boxing them in. 2. Ask Questions—Not Just Give Instructions Bridge generational gaps through honest, thoughtful conversations. “Which communication styles work best for you?” “What would help you grow here?” Answers will surprise you—and inform your strategy. 3. Encourage Collaboration, Not Competition Put Boomers and Gen Z on the same team? You get wisdom + innovation. It’s not about age—it’s about synergy. 4. Address the Tech Gap Train. Re-train. Upskill. And most importantly, normalize learning at all levels. 5. Benefits That Fit Everyone Don’t just offer flexible hours for Gen Z or pensions for Boomers. Design perks that are customizable across generations. 6. Support Work-Life Balance 72% of employees (across generations) value it. So prioritize it, not just for the young parents, but for the 58-year-old caregiver, too. Do you know the hidden advantage? A well-managed multigenerational team brings serious ROI: ✅ Innovation Fusion – Diverse viewpoints spark new ideas ✅ Knowledge Transfer – Experience meets fresh thinking ✅ Market Insight – Each generation reflects a unique consumer segment ✅ Employee Retention – People stay where they feel seen and valued ✅ Adaptive Leadership – Future-ready, human-first leaders are born But it’s not without its hurdles: ❌ Communication breakdowns ❌ Tech skill gaps ❌ Misaligned career expectations ❌ Resistance to change ❌ Leadership blind spots Which means you need intentional leadership— Built on empathy, flexibility, and inclusion. So the real question isn’t: “Can we manage all these generations?” It’s: Are we designing a workplace where every generation thrives? ♻️ Repost to help your network lead with empathy—and strategy. —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #Leadership #Inclusion #Workforce #Growth #Teamwork

Hiring younger people nearly broke our business. Years ago, I built teams almost entirely in their 20s. At one point we had 15 tailoring consultants. What did we get? ❌ Inconsistent service ❌ Low engagement ❌ A worrying sense of entitlement from some There were exceptions, but they were just that. If I were hiring today, I’d be extremely reluctant to recruit anyone purely because they’re young. Not because youth is bad but because experience beats enthusiasm when clients are paying serious money. Which brings me to something I find utterly backwards… Age bias in hiring. CVs quietly binned once someone spots ‘too much experience’ 🤦🏻 Apparently wisdom doesn’t fit modern hiring software. Meanwhile, I know countless people in their 40s and 50s who show up daily. Care deeply. Don’t need managing like children. And understand what professional standards actually mean They can’t even get an interview. In tailoring, a craft built on trust and judgement, overlooking older talent isn’t progressive. It’s negligent. Has anyone else seen age bias in action? And if you’re a mature professional in tailoring who’s been written off because of a birth year let’s talk. Experience is not a liability. It’s the whole point.

Age bias rarely announces itself—and this poll reflects that reality. What I find most revealing in these results is that there isn’t a single dominant assumption. Instead, the bias is spread across several familiar narratives. 30% believe the assumption is that older professionals resist change 30% say the belief that they “cost too much” drives bias 21% think it’s the perception they’re close to retirement 19% point to assumptions about technology skills In other words, ageism isn’t built on one myth. It’s built on a collection of small, persistent stories about what later career professionals are supposedly like. Yet in my experience, mentoring hundreds of second-half leaders, the opposite is often true. Many of the most adaptable people I meet are those with decades of experience. They’ve lived through multiple waves of technological and organisational change. They understand how to navigate uncertainty. And perhaps most importantly, they bring the kind of judgment that only time can develop. The real issue, then, isn’t capability. It’s perception. When organisations assume that someone is less adaptable, less up to date, or less committed simply because of age, they quietly sideline precisely the people who could help them make better long-term decisions. This is why the conversation about age diversity matters so much, not as a social obligation, but as a strategic one. Because the companies that learn to value experience alongside youth will have an enormous advantage in the years ahead. Have you encountered any of these assumptions in your own career, either personally or within your organisation? #Agesim #agediversity #business #careerchange #entrepreneur #leadership