Age Diversity in the Workplace: Why Older Employees Are Vital for Success

“Understanding the motivation of older workers is not only the right thing to do, it’s also a business imperative!” says Nicolas Behbahani, Head of Global People Analytics & HR Data TechnipFMC.

It's easy to conflate business success with modernity. We romanticise the adoption of new technology and the influx of exciting young talent in our workplaces. However, this perspective can overlook the value of experience and knowledge, in essence, older workers.

Hiring and retaining older employees offers significant advantages that can enhance a company's performance and culture. Understanding these benefits is crucial for businesses aiming to leverage their full potential in the modern marketplace - we explore these ideas below.

Preparing for the future workforce

One major reason that businesses should consider how to leverage older talent in their teams is because of population trends.

In the next decade, we'll see significant demographic changes in the workforce, leading to more older employees.

Although this trend is not uniform across all regions, high-income countries such as Japan and the UK are experiencing higher retirement ages, requiring many individuals to work longer. For instance, the current retirement age in the UK is 66 for both men and women and is set to increase again in 2026.

Another factor contributing to this shift is lower birth rates in many countries, which again means there will be a greater proportion of older workers in the future. A global study by Bain & Company projects that by 2030, 150 million jobs will shift to workers over the age of 55.

However, the importance of older talent extends beyond merely filling workforce gaps. These workers often bring invaluable experience and expertise to their roles, providing benefits that younger workers may not yet be able to bring to the table.

A poll conducted by Freshminds on LinkedIn in July 2024 showed that over 73% of respondents believed that age bias existed in hiring practices. By contrast, only 4% thought that older workers were valued, while 21% said that it depended on company culture.

The power of experience

Having working experience can mean a number of things. It can include the functional experience of a particular topic, being better able to navigate complex team dynamics, or being perceptive to shifting sector changes.

Clearly, these are useful skills in any workplace, and older workers can bring this in bucketloads.

Their familiarity with organisations and processes enables them to work independently and make informed decisions swiftly. Often, this results in strong problem-solving abilities, meaning they need less supervision and guidance, freeing management for strategic tasks.

They can also metamorphose into an important organisational role: leadership.

Experienced employees can mentor and train newer colleagues, fostering a culture of learning. They are often more adaptable to change due to their exposure to diverse situations. Additionally, they bring valuable professional networks and institutional knowledge, contributing to continuity and guiding new initiatives.

All in all, older workers bring credibility within and outside the organisation, their presence enhances trust and facilitates smoother negotiations and collaborations.

Addressing ageism in the workplace

Ageism in the workplace can impact youngerand older workers alike, but in this article, we’ll specifically address the challenges faced by older employees.

In work environments with significant generational tensions and competitiveness, these attitudes often lead to unconscious biases against older workers. Companies might question their abilities and contributions, leading to ageism manifesting in various ways.

Ageism can sometimes appear as:

Passive-aggressive comments about older workers being stubborn or unable to handle technology
Passing them over for promotions
Not providing training opportunities
Forcing or encouraging retirement

The modernity myth

The business world moves fast, with new technologies emerging at record speed. Organisations often feel pressured to utilise the latest software, tools, and trends to gain a competitive advantage.

The difficulty lies in the common perception that new technology is primarily associated with the younger generation and their “plugged-in" attitude to digitisation. This assumption not only undervalues the capability of older workers to “keep up with the times" but also overlooks a critical aspect of technology adoption.

Successfully embedding new tech within a team requires not just understanding how to use it but also communicating the “why" behind its necessity, fostering team collaboration, and implementing smart utilisation processes.

This is where older workers can bring incredible value with their experience, as they possess the skills to drive new initiatives teamwide.

Building teams from archetypes, not age

One approach to building effective teams in the workplace, without discriminating based on age, is through archetypes.

Archetypes are ways of categorising personality and behaviour types. Below are six examples based on a model by Bain & Company. For instance, you might want an Artisan on your team as a low-managing topical expert or the Giver as a project manager, ensuring project morale doesn’t wane.

Visual representation of the six employee archetypes.

Managing teams in this way focuses on individual skills, strengths, and natural personality tendencies. And while people won’t always fit neatly into categories like those shown above, this approach means that employees are more likely to experience job satisfaction and personal fulfilment - in other words, less project disruption.

Archetype-based teams bridge generational gaps; they aim for harmony and try to avoid stereotypes.

So, how can you utilise older workers?

Making the most of older workers in business involves recognising their unique skills and experiences, addressing any potential challenges they may face, and creating an inclusive work environment that maximises their contributions.

Here are some strategies to achieve this:

1. Hire them

Choose the right recruitment channels: Of course, you can’t utilise older workers until you hire them - ensure you have inclusive job descriptions, use age-friendly recruitment channels, and emphasise age diversity in your company. For instance, if you’re looking for experienced consultants, companies like Freshminds are able to access arich network of talentacross the age spectrum to find the right fit for you and your project.

2. Train them

Skill Enhancement: Provide training programs to help older workers update their skills, particularly in technology and new business practices.

Lifelong Learning: Encourage a culture of lifelong learning where continuous professional development is valued and supported.

3. Leverage their experience and knowledge

Mentorship Programs: Implement mentorship programs where older workers can share their knowledge and skills with younger employees. This can foster a culture of continuous learning and development.

Consulting Roles: Utilise older workers in consulting or advisory roles where their experience can guide decision-making and strategic planning. Older workers excel in consulting due to their extensive industry experience, deep expertise, and valuable networks. They bring maturity, professionalism, and strong problem-solving skills to projects.

4. Create an inclusive culture

Intergenerational Teams: Promote the formation of intergenerational teams that leverage the strengths of workers from different age groups.

Inclusive Policies: Develop and enforce policies that promote inclusivity and prevent age discrimination in the workplace.

By implementing these strategies, businesses can harness the full potential of older workers, benefiting from their experience, loyalty, and unique perspectives while fostering an inclusive and dynamic work environment.