Ageism in the Workplace: An Acceptable Bias?

Our clients have increasingly been asking us about boosting their productivity and how to become more of an employer of choice lately.  In many cases, these clients have been managing today’s younger workforces and dealing with the associated issues of reliability, training and turnover that is more common to those demographics. 

Some companies are now moving to acquire their talent from older demographics, especially during these times of change, where experience, loyalty and work ethic can be a competitive advantage.   But many other companies are still harbouring an environment of ageism in their business.  And a lot of opportunity is being missed. 

In today’s modern workplace, diversity and inclusion have become critical priorities. But there’s one form of discrimination that often goes unchallenged: ageism. 

Ageism, or discrimination based on age, remains a persistent and often overlooked issue in professional environments. Whether it’s the assumption that older workers can’t keep up with technology or that younger employees lack commitment, age-based bias impacts people across the spectrum—but it disproportionately affects those over 40. 

These attitudes can permeate a workplace, creating a culture where experience is undervalued and older employees feel invisible. 

What Does Ageism Look Like at Work? 

Ageism can be subtle or overt. Some common examples include: 

• Being passed over for promotions or new roles based on assumptions about retirement plans or energy levels. 

• Jokes or comments that mock age or imply diminished ability (“You’re too old for this”). 

• Exclusion from training opportunities due to an assumption that older employees won’t “get it”. 

• Bias in hiring where younger candidates are preferred for being "cheaper" or "more adaptable." 

What Does Ageism Look Like In Canada Today? 

• Prevalence of Ageism in Canadian Workplaces - Widespread Discrimination: Approximately 60% of Canadians aged 45 and older have experienced age discrimination in the workplace.  

• Gender Disparities: Nearly 75% of women reported experiencing age-based stereotypes or assumptions, with over half feeling disrespected by colleagues due to their age.  

• Hiring Bias: Older Canadians, particularly those over 45, face higher rates of age-based discrimination during the job application process compared to younger age groups.  

• Workforce Participation Among Older Adults:  As of 2023, 15% of Canadians aged 65 and older were active in the labour market, more than double the rate from 1994.   By 2030, workers aged 55 and older will make up a significant portion of the labour force in many countries. This means organizations must rethink their approach to talent acquisition, retention, and development to remain competitive 

• Employment Necessity: A significant portion of seniors continue to work out of financial necessity, with many employed in sectors like retail, health care and transportation.  

• Perceptions and Attitudes Toward Aging - Negative Stereotypes: A majority of Canadians associate aging with negative outcomes, such as decreased mobility and independence.  

• Underestimation of Prevalence: While 54% of Canadians are familiar with the concept of ageism, 87% fail to recognize its widespread occurrence in society.  

• Legal Framework Against Age Discrimination:  In Canada, age discrimination is prohibited under the Canadian Human Rights Act and various provincial human rights codes. These laws protect individuals from age-based discrimination in employment and other areas. 

The Real Costs of Age Discrimination 

Ageism is not just unethical—it’s also bad for business. Here's why: 

• Loss of institutional knowledge: Experienced employees bring critical insights and historical context that help companies avoid repeating past mistakes. 

• Lower engagement and morale: Feeling undervalued or excluded can cause even the most committed workers to disengage or leave. 

• Legal and reputational risk: Age discrimination violates labour laws in many countries, exposing companies to lawsuits and public scrutiny. 

An Opportunity Exists: Redefining Experience and Value 

As the global workforce evolves, one demographic is steadily growing and reshaping how we think about work—older employees. With people living longer, healthier lives, many are choosing or needing to work well beyond traditional retirement ages. This shift presents both opportunities and challenges for organizations aiming to build inclusive, dynamic, and resilient teams. 

Today’s workplaces can include up to five generations working side by side—from Gen Z to Baby Boomers. This diversity is a strength, not a liability. Age-diverse teams are more innovative, more productive, and better at solving complex problems.  But to realize this potential, companies must actively dismantle ageist practices. 

Inclusive companies are stronger, more resilient, and more innovative. Age diversity fosters better decision-making, richer perspectives, and greater empathy in leadership. It’s time to treat age inclusion with the same urgency as other DEI efforts.   

Intergenerational Collaboration Is a Strength.  When multiple generations work together, innovation flourishes. Younger employees bring fresh perspectives and tech-savviness, while older colleagues provide context, stability, and leadership. Together, they create a richer, more balanced organizational culture. 

Combating Ageism: What Organizations Can Do? 

Creating an age-inclusive workplace starts with awareness and intentional action. 

Here are actionable ways companies can support aging employees: 

• Implement anti-ageism training alongside other DEI efforts. 

• Offer flexible work arrangements, including part-time roles or phased retirement. 

• Invest in lifelong learning programs to keep skills current. 

• Leverage mentorship models that allow knowledge transfer across generations. 

• Adapt the physical workplace to support mobility and ergonomic needs. 

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  Update hiring practices - Use age-neutral language in job descriptions and ensure interview panels represent a range of ages. 

• Promote lifelong learning - Offer training and development for all ages. Upskilling isn't just for the young—it’s for everyone. 

• Encourage intergenerational mentoring - Create opportunities for knowledge sharing across age groups, both upward and downward. 

• Educate managers on unconscious bias - Include ageism in diversity training and provide tools to recognize and address it. 

• Support flexible work options - Older workers may prefer phased retirement or reduced hours. Flexibility can keep valuable talent in the pipeline. 

Conclusion: Age Has No Expiration Date 

No one should feel “too old” to be valued, heard, or hired. Ageism may be one of the last acceptable biases, but it doesn’t have to be. By recognizing and addressing age discrimination, we can build workplaces that truly reflect the value of every generation. 

Ageism remains a significant barrier in Canadian workplaces, affecting hiring practices, career advancement, and the overall well-being of older employees. By acknowledging these statistics and fostering inclusive policies, organizations can tap into the valuable experience and skills that older workers bring to the table. 

It’s time to stop seeing age as a liability—and start seeing it as one of our greatest assets.