Australia is going through just as much, if not more, of a rapidly changing workforce landscape. Ageism continues to be a significant barrier to developing a diverse and inclusive workplace. Bringing together five generations in one workplace has become a new and different challenge. To succeed, employers need to leverage the unique skills and perspectives that every generation brings. A recent survey showed that half of employers have difficulty filling their jobs. Just 56% say they are willing to hire employees between the ages of 50 and 64. This contradiction begs the question of age discrimination and its effect on the labor market.
Sarah McCann-Bartlett, CEO of the Australian HR Institute, calls for a fundamental paradigm shift in the nature of employment relationships. “We just have decades of an understanding of employment relationships where organisations would hire new employees based on potential, and they saw it as a long-term commitment, but we’re seeing such dramatic changes in what people want from employment relationships,” she stated.
This point about the dangers of ageism is powerfully highlighted by the experience of Robert Fitzgerald, the Age Discrimination Commissioner. In the first chapter, he identifies a major assumption. It’s a commonly held misperception that older workers, specifically those aged 51 and up, have a harder time adapting to newer technology than their younger colleagues. “That’s perhaps because we’re in an era of really fast-paced technological change, and we know that there is an assumption, not necessarily correct, that older workers are not as good with technology as younger workers,” Fitzgerald noted.
Dr. Marlene Krasovotsky, a member of Everyage Counts, a community organization that combats ageism across the U.S. She emphasizes how systemic biases influence hiring practices. “I’d say that probably the biggest thing that we see, and there has been no change in this over time, is that hiring managers often make the assumption that they want to hire somebody who’s going to give them a good return on investment,” she explained. Employers have a strong bias toward younger candidates. They think that older people are closer to retirement and potentially passing through the job more quickly.
Our Australian workforce is experiencing the demographic change of an ageing population. Increasingly, Americans of all ages are discovering they live in “the sandwich generation.” They balance the demands of caring for their older parents with the ongoing needs of their children. As these changes unfold, businesses must adapt to represent older faces and voices within their organizations. Professor Carol Kulik from the University of South Australia stated, “Businesses today need to recognise that Australian society is changing, their customers are changing, and there is a need in many businesses to represent older faces and older voices in their businesses.”
Research conducted by the Australian HR Institute and the Australian Human Rights Commission reveals that many employers find no significant differences in performance between older and younger workers. This proof flies in the face of the stereotypes that too often drive hiring decisions. In reality, younger workers than ever are hopping jobs at a greater rate than older employees have historically.
Despite these findings, the prevailing perception remains that workers over 50 may not be as committed or capable as younger employees. Australia has an official retirement age of 67. Many employers begin to think of people as “ageing” once they reach age 51. This misconception can make it more difficult for older workers to apply for jobs, continuing the cycle of age discrimination in the workplace.
