Addressing Ageism and Ableism in the Workplace

By Jeff Gibbs

A recently released report sheds light on the persistent challenges of ageism and ableism in the workplace, emphasizing their interconnected nature and how older workers often internalize these biases. Urgent measures are recommended for employers to combat ageism, enhance access to training, and prioritize employees’ health for sustained competitiveness in the post-pandemic recovery.

The report, conducted by the International Longevity Centre and drawing on research from the Vrije Universiteit Amsterdam and the University of Kent, reveals that despite the formal prohibition of ageism and ableism under the Equality Act of 2010, these biases remain prevalent in the workplace, frequently overlapping.

Key fndings and recommendations from the report include:

1. Urgent Action on Ageism:

• Employers are urged to promptly address ageism in the workplace.

• Better access to training and professional development opportunities for older workers is essential for competitiveness in the postpandemic recovery.

2. Training Perception Gap:

• There is a perception gap where both employers and older workers view training and professional development as more relevant for younger individuals.

• Ageist and ableist language is still common, with older workers often unfairly characterized as less motivated or less capable of undertaking training.

3. Internalization of Age Norms:

• Older workers frequently internalize age norms, believing they are “too old” for training and promotions.

• This self-imposed ageism hinders older employees from seeking health support, potentially exacerbating conditions and leading to premature retirement.

4. Economic Impact:

• Eliminating ageism at work has the potential to signifcantly boost GDP, as demonstrated by ILC research across G20 countries.

• Enabling older workers to participate at rates observed in Iceland could result in an average annual GDP boost of 7%.

5. Inclusive Work Environments:

• Employers must create inclusive work environments to effectively navigate an aging workforce.

• Educational initiatives are recommended to dispel ageist and ableist assumptions among managers and staff.

6. Social Model of Disability:

• Employers should adopt the social model of disability, emphasizing that conditions are disabling only when environmental barriers exist.

• This shift focuses on ensuring work aligns with the individual rather than expecting the individual to conform to the workplace.

7. Occupational Health Support:

• Occupational health services should act as advocates for workers, providing ongoing support to enable them to remain in work rather than merely returning to work.

Dr. Brian Beach, Senior Research Fellow, emphasizes the need for organizations to act proactively to create inclusive work environments, while Dr. Mariska van der Horst advocates for challenging the decline narrative associated with aging and emphasizing the social model of disability.

The report concludes that efforts to address ageism and ableism must go hand in hand, requiring a comprehensive approach to create workplaces that truly value and support their diverse aging workforce.