A recent Foresight Project for the Government Office for Science highlights the inadequacies of a latent age diversity agenda across industries, in both private and public sectors. As the term suggests, diversity and inclusion is a key area of behaviour and resource focus, of which age has a place.

Diversity and InclusionHowever, it may prove worthwhile to raise the age profile. Age diversity awareness and targeting is clearly being shown to offer significant positive returns for organisations that adopt policy and governance to showcase commitment, both within the organisation and externally to the outside world of customers, partners and collaborators.

People in the UK are living longer than ever before – a major achievement of modern science and healthcare. Older people make up a growing proportion of the population, and so make an increasing contribution to society. They are our workers, volunteers, taxpayers and carers.

However, the UK is not making the most of the opportunities afforded by an ageing population. Too many people are forced out of work in later life by unwelcoming attitudes in the workplace.

The ageing of the population also challenges the UK’s model of service provision. If an older population means fewer workers at the same time as greater demand for public services, this raises questions about the sustainability of the current models of working lives and care provision.

The UK has a choice. Will the growing number of people in later life be predominantly empowered, skilled, healthy and able to contribute fully to society? Or will we be increasingly unhealthy, disempowered and dependent? Employers will need to adapt to an ageing workforce. Families and communities have a role to play in supporting their loved ones to age well. Individuals can, and must be supported to, make choices which will better prepare them for a happy, productive and fulfilling later life.

Longer working lives bring significant benefits to individuals, employers and wider society. Many of the benefits are non-financial, including cognitive and health benefits if work is appropriate in its nature.

Longer careers, a more dynamic labour market and the impact of automation on jobs mean that lifetime learning and training will be essential to the future of an ageing workforce. If successful, this can help the UK’s workforce, increase productivity and ensure people have higher levels of financial, social and mental capital going into later life. Failure, as can be seen to some extent in the workforce already, will likely result in skills gaps at the same time as older people are leaving the labour market.

There are a range of adaptations and approaches to overcoming barriers to working longer and enhancing productivity in the ageing workforce including addressing negative attitudes, health needs, workplace design, technology, and adaptations in HR policies and working practices.

Retaining older workers will be increasingly important for employers. Staff who have been in roles for long periods of time develop industry-specific knowledge and networks. These intangible assets are not readily available from new hires.

Beyond this, demographic projections reveal the importance of retaining older workers for businesses. One study estimates that between 2012 and 2022, 12.5 million jobs will be opened up through people leaving the work force. Over this period 2 million new jobs will be created, yet there will be only 7 million new workers entering the work force which leaves a significant gap. If current workforce exit rates continue for the over-50s, the UK will face a labour shortage.

In many countries, the pension system is a barrier to longer working lives because it provides a financial incentive for older people to retire. This is less of a factor in the UK, as the UK pensions system is already conducive to working longer, with recent reforms expected to further increase the number of older workers. But retention and recruitment policy towards experienced workers will offer value to maintaining the skills required in your business.

Champion Age Diversity

Negative attitudes towards older people, taking the form of outdated stereotypes, unconscious bias, and age discrimination, can prevent them from staying in or returning to work. A 2015 Eurobarometer report found that 42% of people regard age discrimination towards those over 55 as ‘widespread’.

Unfortunately, the UK does not fare well with this negative perception, and people in the UK are the second most likely in Europe to see ageism as a problem (see the table to the right).

So, what can we do about it!

To ‘Champion Age Diversity’ is to challenge and find solutions to the issues mentioned here, and in the report, of: negative bias; perceived discrimination; skills gaps; retention; learning; and recruitment. Become a Champion and showcase your commitment internally, and externally, creating a more inclusive resource pool that thrives on its diverse elements.

Help develop best practice and raise awareness, to incentivise positive change in all sectors. A balanced workforce improves opportunities for increased productivity and successful development, and building such a robust platform will support, not just sustainability, but growth potential for our economic and social communities.

Become a Champion!

www.primecandidate.org.uk/champions