When we think of ageism, we tend to consider older workers being treated unfairly. But research suggests younger generations – especially women – are increasingly experiencing discrimination and being overlooked for well-earned promotions because of their age.
According to the tenth edition of the McKinsey and LeanIn.Org Women in the Workplace report, 49% of women under 30 have experienced ageism, compared to 38% of women over 60. Women in their 20s and 30s are almost twice as likely as young men to receive unwanted comments about their age from their coworkers.
A separate study of 2,000 UK adults found 37% of workers aged 25 to 35, and 36% of those between 16 and 24, say they’ve experienced discrimination because of their age during the recruitment process.
And graduates are facing one of the toughest job markets in recent years. The average 21-year old applicant hears back from just 2.4 out of 10 job applications — and 1.1 of these are rejections.
So why are Gen Z and millennial workers being passed over for jobs simply because of their age — and what does this kind of discrimination look like?
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“For younger workers, it might be having their opinions or ideas dismissed because they don’t yet have as much experience as their colleagues,” says Sophie O’Brien, Gen Z hiring expert and founder of Pollen Careers. “It could also be that they’re withheld promotions or leadership roles because they don’t yet have enough experience, despite their competency and performance.
Older generations may also be averse to hiring Gen Z workers because of damaging, and untrue, assumptions about “snowflakes” and “quiet quitting“. Meanwhile, corporate culture has long tied seniority to skill.
“These stereotypes can come from misunderstandings of expectations from the workplace from both sides and could influence the way younger people are treated by co-workers,” says O’Brien. “For example, someone finishing their work and leaving on time could be judged as ‘lazy’ because setting boundaries hasn’t always been welcomed by previous generations of workers.”
Some people may be asked to do unfavourable tasks to “test” them in the world of work — like a rite of passage. “We’ve all heard of new trade workers tasked with finding ‘tartan paint’ or the intern who’s asked to do coffee runs and walk the boss’ dog,” O’Brien adds.
Workers, especially women, encounter ageism at every point in their careers. Younger women may be seen as “too inexperienced” for a promotion, while those in their 30s and 40s onwards may be seen as having too many caring responsibilities to take on more at work.
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However, it’s possible that older workers have the confidence, seniority and experience that helps them cope with biases — or at the very least, stops them from reporting instances of discrimination.
But the impact of ageism can be far-reaching. It’s damaging and unprofessional to both young workers and the organisations which fail them by allowing discrimination to take place.
For some workers, it can put them off a career in a certain career path entirely, leading to a dearth of young women in fields like STEM and a serious lack of diversity. With fewer role models, fewer young women and people of colour will apply — and the problem becomes cyclical.
“Many graduates and young people we work with are so ready, passionate and excited to work — despite the stories you may hear — and arguably at their most motivated,” says O’Brien. “Withholding opportunities based on someone’s age is one of the quickest ways to dampen that motivation. It also doesn’t bode well for inclusivity or company culture credentials.”
Careershifters head career coach Natasha Stanley says it makes no sense for companies to opt to lose out on keen, driven younger workers, instead of creating a fair and inclusive culture.
“A frustrated charity sector professional in her 40s recently told me she felt she’d gone as far as she could go in her industry. She enjoyed her job, but it had become clear a promotion wasn’t on the cards. It seemed her only option was a total career change,” she says.
“I’d say to organisations — how would you design your workplace and what policies would you implement if you took for granted that the young women in your office would be running the show in five years from now?”
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Changing attitudes is never a quick fix, but workplace bias training may help managers recognise when they’re treating people unfavourably.
Workers should also be able to speak up if they’re experiencing discrimination, which can be particularly difficult for those who have just entered the workforce. And if they do voice concerns, these should be taken seriously — and not swept under the rug by employers.
“It’s also important to assess employees based on their skills, achievements and abilities in the workplace and not to judge their competency based on irrelevant personal information,” says O’Brien.
“Make sure your company and employees make an effort to create a welcoming environment for entry-level professionals, one that’s kind, caring, and nurturing that will support them to thrive in the role.”
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