What message is sent when candidates interviewing for open roles are all under 40? What message is ... [+]
Did you know that age bias impacts workers at both ends of the age spectrum? And, that people under 40 are more likely to report age bias in the workplace than older employees? As businesses continue to bring employees back to work post-pandemic, leaders must recognize how age inequities negatively impact a culture of belonging.
While companies can actively create workplace diversity and acts of inclusion, they cannot create belongingness. A sense of belonging is an innate response to an external environment.
What makes employees feel like they belong?
- How aligned they feel with the company's mission.
- How much respect they have for management, leadership and coworkers.
- Whether or not they can contribute to the full extent of their knowledge, skills and abilities.
These are a few components that build feelings of trust and respect and are foundational for cultivating a sense of belonging.
Importance of Employee Culture
A 2019 Glassdoor survey of 5,000 people reported that 77% would consider a company's culture before applying for a job. More than half (56%) said that company culture is more important than salary when it comes to job satisfaction.
Years of studies reveal that companies with a diverse, engaged workplace outperform the competition. And, employees who feel a sense of belonging are more productive and drive customer satisfaction and revenues.
Employees who feel a strong sense of belonging experienced a 56% increase in job performance, the turnover risk is reduced by half and sick days decrease by 75%. Furthermore, employees who feel they belong are 167% more likely to recommend their company as a great place to work to others. That number is vital for any company's internal and external reputation.
This sense of belonging is what companies want their employees to cultivate because it translates to higher productivity, engagement and loyalty.
Age Bias Across the Age Spectrum
An HBR article in 2020 focused attention on the fact that age bias occurs across the age spectrum. Age bias is at play anytime a comment or decision about oneself or another person is based on their age and the assumed stereotypes associated with that particular age group.
On top of this, Glassdoor released a 2019 diversity and inclusion survey in the U.S., UK, France, and Germany that found younger employees (52% of ages 18-34) are more likely than older employees (39% of ages 55+) to have witnessed or experienced ageism at work.
Age bias toward younger employees typically manifests when older workers dismiss them, don't provide opportunities to lead or ignore their recommendations because they are seen as too out of the box from traditionally thinking.
It manifests in language, too. References to youngsters, kids, girls or phrases like when you have more experience under your belt are condescending references to younger people.
Generational references can also convey age bias. Comments such as, You Millennials are too demanding or Boomers need to move on perpetuate age-related stereotypes that challenge workplace relationships across the age spectrum.
A Global Sense of Urgency
Age-related challenges are not confined to the U.S. — this is a global phenomenon. The World Health Organization and United Nations have been addressing the issue for the last decade.
Their 200-page report, released in March, demonstrates many ways that ageism manifests in younger and older people. The report summarizes the most effective strategies known to reduce ageism and concludes with three recommendations for action, which include policy and legislation, education and intergenerational intervention.
Needed: Workplace Disruption
The most significant disruption the workplace needs now is creating a genuinely age-inclusive workplace culture where employees develop and contribute meaningfully, no matter what their age.
That won't happen unless companies recognize how age-related myths, biases and stereotypes threaten organizational productivity, increase liability and perpetuate societal views that distort the concept of generations productively working together around a shared vision.
It's imperative that companies become highly attuned to the messages they send employees and external stakeholders.
- What message is sent when there are no employees over age 55?
- What message is sent when candidates interviewing for open roles are all under 40?
- What message is sent when younger employees are given busy work instead of an opportunity to develop and lead?
These messages undermine a sense of belonging and must be addressed and eradicated. Otherwise, no amount of diversity and inclusion effort will influence a culture of belonging.
Because people are wired to seek belongingness, companies should focus on creating an age-inclusive workplace. It all starts when companies include age equity as part of their DEI strategy and engage talent across the age spectrum to redefine the perception of age and aging in today's workplace.
