Before we can discuss the significance of age diversity in the workplace, it is critical to first define the phrase “Age Diversity”.  Craig Lewis describes simply and effectively as, “an acceptance of different ages within a business or professional environment” (2022). Age diversity means creating an environment where workers are treated equally valued for their individual experiences, and given opportunities to contribute effectively, regardless of their age.

Challenges for Older Workers

Older workers, particularly those over 50, face significant challenges in the modern workforce. Even though they represent an increasing proportion of the labour pool, they often encounter bias when it comes to recruitment and retention. A CIPD report noted that workers aged 50 and over account for more than 32% of the workforce, but their employment rates drop significantly as they age due to a range of factors like ill health, lack of flexible work, and early retirement.

One of the primary challenges for older workers is the persistence of ageism in recruitment stages. Despite possessing years of experience, many older employees are either sidelined or undervalued, especially in fast-paced industries. This issue stems partly from misconceptions that older workers are resistant to change or lack proficiency in new technologies. However, this view fails to recognise that many older employees bring critical expertise and the ability to quickly adapt to evolving workplaces.

Challenges for Younger Workers

Similarly to older workers, a significant issue that younger workers face starts at the recruitment stage, primarily due to their lack of professional experience. Many organisations expect candidates, even at entry-level positions, to possess a broad range of skills and prior experience, creating a disconnect between expectations and reality. This pressure can be overwhelming for young employees who are still learning to navigate workplace dynamics and develop critical decision-making skills. As a result, they may find it difficult to secure positions or feel confident in their roles once hired, which can lead to frustration and reduced career progression opportunities.

A key issue is the gap in communication styles. Younger workers are used to instant feedback and digital communication, which can clash with the more deliberate, in-person style preferred by older employees. These differences, when not acknowledged or managed, can lead to misunderstandings and workplace tension. Additionally, younger workers often feel pressure to prove themselves quickly, leading to burnout or job dissatisfaction if they do not receive adequate support and mentoring from older colleagues.

What next?

Now that we’ve covered these challenges, the question remains: how can we overcome them and encourage organisations to move beyond these biases? Stay tuned for next week’s edition, where we’ll explore ways to tackle these issues and maximise the strengths of a multigenerational workforce.

Louise Coquillaud | ADF Comms Lead

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