In today’s rapidly changing workforce, one group continues to face persistent stereotypes, older or midcareer workers. Despite their experience, loyalty, and value, a recent survey by the Centre for Ageing Better as part of its Age Without Limits campaign reveals that 1 in 4 people still believe hiring workers over 50 is a bad business decision.
This view is not only outdated, but is impacting organisations productivity, recruitment, retention, and ability to innovate.
The survey of over 2,000 people found that:
- 24% felt hiring workers over 50 was unwise
- 22% viewed training employees aged over 50 as a waste of money
- 32% believed older workers become less proficient with technology over time.
These perceptions, while common, are not supported by any proof. In fact, older employees often bring deep industry knowledge, emotional intelligence, and workplace stability, qualities that are particularly valuable in today’s fast-paced and multi-generational workplaces.
Dr. Carole Easton, CEO of the Centre for Ageing Better, described these findings as:
'worryingly high, but sadly not surprising'
And age discrimination in the workplace remains one of the most common, and most tolerated, forms of discrimination across the world.
The research by Centre for Ageing Better also revealed interesting patterns about who is more likely to hold ageist attitudes, with men more likely than women to believe hiring and training older workers wasn’t worthwhile, whist those with higher levels of education were also more likely to be ageist.
Less surprising, although perhaps most striking, is the generational gap in attitudes to age, with nearly half (48%) of respondents aged 18 to 24 believing that hiring older workers didn’t make business sense.
Younger people are potentially more ageist due to a lack of intergenerational experience and their psychological distance from ageing so some of the ways to potentially change this intergenerational fairness, ensuring both young and older workers are supported in adapting to changing workplace demands may include:
- Mixed-age teams
- Cross-generational mentoring
- Ergonomic and flexible work adjustments
These initiatives don’t just support older staff, they benefit entire organisations by fostering collaboration, inclusion, and innovation.
Ageist assumptions don’t just harm individuals, they weaken teams, limit innovation, and undermine workforce resilience. By contrast, supporting midcareer workers, strengthens organisations, boosts performance, and prepares organisations for a future where multi-generational teams are the norm.
The perception that hiring workers aged over 50 is a bad idea, incredibly the view of roughly 1 in 4 people, stems from persistent ageist stereotypes and misconceptions, and not evidence, specifically:
Assumptions about technology
Some employers believe older workers struggle to adapt to new technologies, whilst in reality, many workers over 50 use digital tools daily and are more than capable of learning and adapting. Data indicates that hardware adoption amongst people aged 50+ exceeds that of every other age demographic except in the case of wearables.
Employer concerns about health and absenteeism
There’s a common misconception that older employees are more prone to illness or take more time off. However, research shows that older workers are just as dependable and often have lower absenteeism rates than their younger counterparts, unless of course and ironically enough, they feel discriminated against.
Higher wage expectations
Employers sometimes assume that midcareer workers expect higher salaries due to their experience. While experience does often warrant higher pay, many midcareer workers are flexible, especially if the role offers purpose, stability, or part-time options.
Fears of lower productivity or slower performance
Some hiring managers wrongly equate age with diminished capacity or motivation. Studies repeatedly show that older workers bring strong problem-solving, people skills, and loyalty—often leading to higher long-term productivity.
Limited career longevity
The idea that someone over 50 may retire ‘soon’ discourages investment in hiring or training, but with retirement ages increasing and average life expectancies, many people plan to work for many years to come. In addition, people hired in their 20s have an average tenure of around 18 months, whilst those hired in the 50s have an average tenure of over 6.5 years - disproving the theory that ‘lifetime’ value come from nextgen hiring.
It’s time to challenge the outdated thinking that age is a barrier to performance. The reality is that workers in their 50s and beyond bring valuable experience, loyalty, and resilience—qualities every business needs.
By breaking down ageist stereotypes and creating age inclusive workplaces, employers not only do the right thing, but they also make smarter hiring decisions.
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