Murthy Nibhanipudi VS’ Post

🔥 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗕𝗮𝗰𝗸 𝗧𝗶𝗺𝗲 𝗼𝗿 𝗧𝗮𝗽𝗽𝗶𝗻𝗴 𝗶𝗻𝘁𝗼 𝗧𝗶𝗺𝗲𝗹𝗲𝘀𝘀 𝗧𝗮𝗹𝗲𝗻𝘁? 🕰️ I really enjoyed this insightful article by david buchanan and Steve Macaulay, which highlights the often-overlooked benefits of an age-diverse workforce. 🤝 It got me thinking about the common misconceptions surrounding older workers and the pervasive nature of ageism in the workplace. We tend to automatically equate age with declining abilities. We talk about being "over the hill" or "past our prime," without considering that these years might actually be packed with valuable expertise and hard-won life lessons. The article makes a compelling argument: Older workers often demonstrate exceptional communication skills, life-acquired problem-solving abilities, and an unwavering commitment to their roles. These qualities don't just fade with age. Instead, they can become even more refined over time. And THAT is something worth celebrating. 🎉 🚫 𝗧𝗵𝗲 𝗱𝗮𝗺𝗮𝗴𝗶𝗻𝗴 𝗽𝗼𝘄𝗲𝗿 𝗼𝗳 𝘀𝘁𝗲𝗿𝗲𝗼𝘁𝘆𝗽𝗲𝘀 Unfortunately, negative stereotypes about older workers persist – they're seen as less adaptable, resistant to change, and technologically challenged. The fact is, research often shows the opposite. The idea that older workers are unwilling or unable to learn is so outdated. Continuous learning is vital for everyone regardless of age. 📚 Organizations that foster a lifelong learning culture benefit tremendously from the diverse perspectives and collective knowledge of their workforce. 💼 𝗧𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗰𝗮𝘀𝗲 𝗳𝗼𝗿 𝗮𝗴𝗲 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝘃𝗶𝘁𝘆 The call for inclusivity in L&D is spot-on. We need to break down ageist barriers and focus on the unique strengths that older employees bring to the table. This means ensuring they have access to training, upskilling opportunities, and mentorship – just like younger colleagues. It's a win-win for both the individual and the organisation. Beyond the obvious talent advantages, there's a strong business case for building an age-inclusive workplace. Companies with multigenerational teams often see positive outcomes in customer service, innovation, and the transfer of knowledge. Can you imagine the untapped potential when we intentionally bridge the experience gap? 📖 𝙍𝙚𝙖𝙙𝙮 𝙛𝙤𝙧 𝙢𝙤𝙧𝙚? I encourage you to read the full article "Years older, or years better?" https://lnkd.in/eTbwH-SC. And while you're at it, take a moment to visit 55/Redefined for additional resources supporting workers at all stages of their careers. What are your thoughts on creating truly inclusive workplaces? Have you encountered ageism in your organisation? Let's spark a conversation! #AgeWisdom #WorkplaceInnovation 💼#GenerationalSynergy 🤝#LifeLongLearning 📚#InclusiveLeadership 🌍

Some great thoughts here about the benefits of a multi-generational workforce. Find out more about the benefits in our Age-friendly Employer Pledge: https://lnkd.in/egcAnn_3

Ageism in the workplace is a pervasive issue that affects both individuals and organizations. Despite growing awareness and legal protections, older employees often face discrimination based on age, which can manifest in various forms, from hiring practices to everyday workplace interactions. Ageism refers to stereotypes, prejudice, and discrimination against individuals based on their age. In the workplace, it often targets older employees, who may be perceived as less adaptable, less tech-savvy, or more expensive due to higher salaries and healthcare costs. These assumptions can lead to unfair treatment, affecting everything from hiring and promotions to everyday interactions and workplace culture. Older applicants often face significant barriers during the hiring process. Studies have shown that resumes of older candidates are less likely to receive callbacks compared to those of younger applicants with similar qualifications. This bias can stem from stereotypes that older workers are less innovative or unwilling to learn new skills. Within organizations, older employees may find fewer opportunities for advancement. They may be overlooked for promotions in favor of younger colleagues, regardless of experience and qualifications. This can create a ceiling effect, where older employees are stuck in positions without room for growth. Ageist attitudes can permeate workplace culture, leading to exclusion and isolation of older employees. They may be the subject of age-related jokes or comments, which, although often dismissed as harmless, contribute to a hostile work environment. Moreover, older employees may feel pressured to conform to the behaviors and attitudes of a younger workforce, which can be stressful and demoralizing. The impact of ageism on older employees is profound. It can lead to decreased job satisfaction, lower self-esteem, and mental health issues such as anxiety and depression. Professionally, ageism can result in stagnation, reduced opportunities for career development, and premature exit from the workforce. For organizations, ageism is not just an ethical issue but also a business concern. Discriminating against older workers can lead to a loss of valuable experience, skills, and institutional knowledge. Diverse age representation can enhance creativity, problem-solving, and decision-making processes. Companies that embrace age diversity often see improved employee engagement and retention, leading to better overall performance.

*Ageism in the workplace* Ageism in the workplace refers to prejudice or discrimination against individuals based on their age. This can affect people of all ages but is most commonly directed towards older employees. Here are some key points about ageism in the workforce: *Manifestations of Ageism* *1. Hiring Practices:* o Older candidates are being overlooked in favor of younger ones, even if they have comparable or superior qualifications and experience. o Job advertisements often include language that implies a preference for younger applicants, such as "young and energetic." *2. Promotion and Advancement:* o Older employees are passed over for promotions in favor of younger colleagues. o There are assumptions that older workers are not interested in or capable of handling more responsibilities. *3. Training and Development:* o Opportunities for professional development and training are disproportionately offered to younger employees. o Older workers are often excluded from technology training under the assumption that they are less adept at learning new skills. *4. Workplace Culture:* o An organizational culture that celebrates youth can marginalize older employees. o Jokes or comments about age, though often seen as harmless, can create a hostile work environment for older workers. *5. Performance Management:* o Older employees are being unfairly judged as less productive or less capable of adapting to change. o There are assumptions that older workers are "winding down" their careers and thus not as motivated. *Consequences of Ageism* • Employee Morale and Engagement: Discrimination can lead to decreased job satisfaction, motivation, and engagement among older employees. • Turnover: A hostile or unwelcoming environment might push older workers to leave, resulting in loss of valuable experience and knowledge. • Legal Implications: Age discrimination is illegal in many jurisdictions, and organizations can face legal action, including lawsuits and penalties. • Diversity and Inclusion: Ageism undermines efforts to create a diverse and inclusive workplace, which can affect the overall health and culture of the organization. *Combating Ageism* *1.* Awareness and Training: Implement training programs to educate employees and management about the value of a diverse age range in the workforce and the harms of ageism. *2.* Inclusive Policies: Develop and enforce policies that promote age diversity and prevent discrimination. *3.* Fair Recruitment: Ensure hiring practices are age-neutral and focus on the skills and experience of candidates rather than their age. *4.* Career Development: Offer training and development opportunities to all employees, regardless of age, and encourage lifelong learning. *5.* Encourage Inter-generational Collaboration: Foster a culture of collaboration between employees of different ages to leverage diverse perspectives and experiences.

In today's rapidly evolving workplace, the task of recruiting often falls to younger team members. However, this shift has highlighted a critical issue: age bias, particularly against candidates perceived as "overqualified" or likely to find the job "boring." It's essential to recognize that many applicants prioritize meaningful work over merely cruising through their tasks. This understanding is crucial as we strive to embrace age diversity, which mirrors our diverse customer base and enhances creativity, innovation, and decision-making within our teams. Legally, age discrimination is prohibited under the Age Discrimination in Employment Act. Despite this, a significant AARP study from 2017 revealed that two-thirds of individuals aged 45 to 74 have faced age-related bias in the workplace. These biases contribute to a troubling trend where unemployment rates among older workers are increasing faster than among younger cohorts, often pushing them towards unwanted early retirement. The benefits of age diversity are comparable to racial and gender diversity, including higher engagement levels, better decision-making, and stronger innovation. Older workers contribute invaluable intellectual and social capital, and their experiential knowledge enhances pattern recognition and problem-solving capabilities. It is a myth that older workers cannot adapt to new technologies or trends. While certain types of intelligence might decline with age, experiential knowledge grows, often offsetting these declines and positively impacting workplace performance. Collaboration across different age groups enhances organizational performance and equips us to tackle complex global challenges effectively. A 2020 Journal of Applied Psychology study supports this, showing that mixed-age teams boost motivation and commitment. The success of integrating age diversity is fundamentally linked to organizational culture. Companies must cultivate environments where every employee feels valued and integrated, regardless of age. By committing to age diversity as a cornerstone of our workplace inclusion strategies, we build a more resilient organization and one better positioned to innovate and thrive in a competitive landscape. Something happened...no one is supposed to age past 45

5 Signs of Ageism in the Workplace Ageism can be subtle and unintentional, often ingrained in organizational practices. Recognizing these signs is crucial for creating an age-inclusive workplace that values the contributions of employees across all age groups. Here are some signs that a workplace might be ageist.   Inequitable Opportunities Workers face inequitable barriers to career advancement, promotions or training opportunities compared with their counterparts of a different age.    Age-Related Jokes or Comments Inappropriate jokes or comments about an individual’s age are tolerated or prevalent in the workplace, creating an uncomfortable or hostile environment.   Exclusion from Decision Making Employees, based on age, are consistently excluded from decision-making processes, suggesting a lack of recognition for their insights or experience.   Ageist Recruitment An ageist recruitment process favors younger candidates, with job advertisements containing language that may discourage older applicants or requirements that disproportionately favor recent graduates.   Inflexible Policies Policies that lack flexibility may disadvantage employees of certain ages, especially those who may benefit from alternative work arrangements or phased retirement options but aren’t considered eligible.  Recognizing these signs can be the first step toward addressing ageism in the workplace and promoting a culture of inclusivity and respect for individuals of all ages. Eliminating ageism from the workplace will make the best use of talent, foster a positive workplace culture and promote innovation and creativity. These advantages contribute to the wellbeing of individual employees and to the overall success and sustainability of the organization.

Definitely a workplace issue. We provided tools to help with this in Chapter 6 of Future Ready Leadership. The chapter entitled The New Age(s) of Collaboration - working with whoever, wherever, whenever delves into the issue.

Generational differences in the workplace & how to manage? As the businesses grow in the present day, organizations are facing dilemmas in managing the diverse work force. Experts, while analysing the workforce trends have made efforts to breakdown the workforce broadly in to 4-5 categories – Traditionalists, Baby Boomers, Gen X, Gen Y & Gen Z. The older generations are on the verge of retirement, the just graduated younger generations enter the workforce, creating an environment where the younger generation are to work with peers who are decades old. Generational differences, can cause friction, resentment and affect the organization morale & productivity. Generationally diverse workplace have benefits too – it brings diverse perspectives, training & learning from the best, mentorship & coaching, understand how to balance communication system & enable mature decision making. How generational differences may occur in the workplace & how to handle them? ·       Morale/Stereotyping: Older generations may consider the younger workers lazy, and the younger generations may feel the older workers are outdated. Team building exercises & training would help both sides get to know each other and work better together.  ·       Communication styles: Older generations prefer direct or phone to communicate; younger generations prefer modern day gadgets medium – texts, email etc. Adopt and train everyone on a companywide tool that allows both video calling and texting so everyone is in the loop.  ·       Work styles: Older generations prefer to be grounded, younger ones prefer remote or hybrid. Both are fine, you can educate your management team to evaluate teams based on "output vs. time in the office". Still you can make arrangement for collaboration.. The best way is to understand your employees’ preferences, motivations, and shortcomings & make decisions that build harmony and trust. Successfully navigating these differences requires leadership that fosters inclusion, open communication, and understanding. In order to bridge the gap we may consider: encouraging cross-generational mentorship, implement diverse communication styles, offer tailored professional development opportunities, implement flexible work policies, foster a culture of mutual respect, celebrating generational diversity to become "equal opportunity employer", learn to manage from rich experiences, promote inclusivity in decision-making processes etc. As human beings, from the past or in the present, all the associates have three basic desires: “(1) Want to be seen, (2) Want to be respected (3) Want to grow.” It’s all about how well leaders manage to inspire employees to work together. If it is managed properly, workplace will become a place anyone can join and feel valued. Adam Hayes in his article “Generation Gap: What It Is and Why It’s Important to Business” (Investopedia – July 2024) makes an attempt to understand the issue & its impact on the business.

The Elephant in the Room- Embracing Age Inclusivity in the Modern Workplace As a former Head of HR, I've witnessed firsthand the detrimental effects of ageism in the workforce. Recognizing the invaluable contributions of older employees, I took proactive steps to challenge this pervasive issue. At a previous workplace, I spearheaded adjustments to our retirement policy, ensuring that productive and capable employees could continue contributing to the company. Rather than sidelining older workers, I leveraged their wealth of experience by appointing them as coaches and mentors, fostering a culture of intergenerational collaboration. Ageism, whether against younger or older individuals, hampers organizational growth and stifles innovation. It's high time for employers to view older workers not as liabilities but as assets with knowledge, skills, and maturity. These individuals possess specialized expertise acquired over years of dedicated service, offering invaluable perspectives that can drive organizational success. Companies must implement inclusive strategies to harness the full potential of our multigenerational workforce. Pairing older employees with younger counterparts facilitates knowledge transfer and skills development, enriching the workplace environment. Inclusive policies, such as flexible work arrangements and lifelong learning programs, ensure equal opportunities for growth and development across age groups. The United Nations recognizes the urgency of combating ageism, aligning with its Sustainable Development Goals to promote age-inclusive practices. Organizations can create environments where older and younger employees thrive by fostering a culture of respect and appreciation for workers of all ages. Embracing age inclusivity isn't just morally imperative; it's also a strategic move towards sustainable economic growth. Let's champion diversity in age and reap the rewards of a workforce united in purpose and mutual respect. #ageism #equalitydiversityinclusion #equalopportunity #multigenerationalworkforce #sustainabledevelopment #sustainabledevelopmentgoals

Addressing ageism specifically within the context of unconscious bias involves several focused strategies: 1. Awareness and Education: - Training: Provide training sessions on ageism to help team members recognize and understand age-related biases. - Content: Include information on the value of age diversity and the unique perspectives and experiences older employees bring to the table. 2. Promote Age Diversity: - Inclusive Hiring: Ensure job descriptions and hiring practices are age-neutral and do not discourage older applicants. - Balanced Teams: Strive for a mix of ages within teams to benefit from a variety of perspectives and experiences. 3. Challenge Stereotypes: - Myth Busting: Actively dispel common myths about older workers, such as resistance to technology or lack of innovation. - Positive Examples: Highlight and celebrate contributions of older team members to counteract negative stereotypes. 4. Equal Opportunities: - Career Development: Ensure that training, promotions, and development opportunities are accessible to employees of all ages. - Feedback and Reviews: Conduct performance reviews and provide feedback based on merit and performance, not age. 5. Mentorship Programs: - Cross-Age Mentorship: Encourage mentorship programs that pair younger employees with older ones, fostering mutual learning and respect. - Knowledge Sharing: Utilize the experience of older workers in knowledge-sharing sessions. 6. Flexible Work Arrangements: - Accommodations: Offer flexible working hours or part-time roles that might better suit the needs of older employees. - Supportive Policies: Implement policies that support work-life balance for employees at different life stages. 7. Promote Inclusivity in Culture: - Celebrate Milestones: Recognize and celebrate milestones and achievements of all employees, regardless of age. - Inclusive Language: Use inclusive language that respects all ages and avoids terms that could be perceived as ageist. 8. Regular Reviews: - Policy Review: Regularly review company policies to ensure they do not inadvertently favor or disadvantage any age group. - Feedback Mechanisms: Establish channels for employees to report and discuss experiences related to ageism. By integrating these practices, you can work towards creating a team environment that values and leverages the strengths of employees of all ages, fostering a culture of respect and inclusivity.