Working Through Ageist Thinking and Practices

Patti Temple Rocks is an ageism consultant, communications leader, public speaker and author of the book, “I’m Still Not Done: It’s Time to Talk About Ageism in the Workplace.”

Ageism is no secret to older workers and it might be more prevalent than assumed.

The practice, according to the AARP, creates obstacles to getting hired, being seriously considered for promotions and retaining employment.

Some of its statistical findings are that, two in three adults age 50-plus in the labor force, think older workers face discrimination in the workplace today based on age, and among them, 93% believe that age discrimination against older workers is common.

Additionally, 92 percent of older workers, “support efforts to strengthen the nation’s age discrimination laws.”

Patti Temple Rocks doesn’t think these findings should be swept under the rug to be ignored and thus, she has written about it in a new book:

“I’m Still Not Done: It’s Time to Talk About Ageism in the Workplace.”

Rocks, an ageism consultant, communications leader and public speaker, is a former chief communications officer at Dow Chemical Company and the chief reputation officer for Leo Burnett Worldwide.

She is blunt about the problem affecting productive employees.

“We are very likely to face ageism at work. Ageism is real. It is widespread and insidious, and far too often it’s largely hidden due to the low rate of reporting by those who are pushed out of their jobs when they reach a certain age.

“With the largest demographic America has ever seen, baby boomers, now experiencing age discrimination at work, it’s time to talk about this practice, which is deeply hurtful and bad for business.”

In the book, she writes what ageism, “looks and feels like and how business leaders can get on the right side of addressing and eradicating it.”

Rocks tells stories of people like her to detail the under-talked about workplace discrimination that she asserts, “stunts business growth and reflects poorly on our society.”

Organizational leaders can learn to think and communicate differently about commitment to not acting in a biased manner towards older professionals. It starts with introspection.

“The first, and arguably most important thing to do is to take an honest look at the organization,” says Temple Rocks. “What does your DE & I policy say? You may be surprised to find a policy that addresses race, gender, religion, sexual preference, but too often leaders have discovered that their written policy does not include age.”

It’s important, she adds, to consider the beginning of a person’s employment.

“Second, look at the organization’s training and new employee orientation,” Temple Rocks advises. “Does that training include a discussion of working with multiple generations, of honoring the experience and wisdom of older workers?”

She explains the importance of this step, saying, “A couple of years ago I participated in a mandatory 2-hour diversity training workshop without a single — not one — reference to age.”

Organizations may not realize how it is conducting business relationships with older employees, to the point, it is beneficial to ask, “is the organization truly behaving in an age-inclusive manner?” Temple Rocks says.

To address the concern or combat the problem, she has a recommendation.

“Work with your HR leadership to do an age audit of the current employee base and look to ensure a balance between 20 and 30-somethings and 50 and 60- somethings.”

There’s another discussion that might not be occurring that would be helpful to engage in, Temple Rocks says.

“I also encourage employers to make it possible, or better yet, easy, for managers and employees to talk openly about the ‘R’ word – retirement,” she encourages.

There are different reasons why this important talk for employer and employee to be had is instead being kept unaddressed.

“Too often the employee will be afraid to bring it up because of the fear that simply acknowledging that that are considering retirement would make their management question their commitment to the job or the company. 

“And just as often, the employer won’t bring it up because they don’t know how to talk about it or perhaps are even worried about saying the wrong thing and being at legal risk,” Temple Rocks says.

Leaders can focus on the value of people, expertise and productivity rather than exhibit bias with age.

“The most important thing to do is truly commit to understanding the skills needed and valued by the organization and equally to seeing the skills and experiences brought by older workers; for that matter, all workers,” Temple Rocks passionately states.

She talks about where the disconnect is taking place.

“We are really good at judging some surface things: how hard Joe works, how enthusiastic Susan always is, how late Jamal is always willing to stay, but we are less clear on understanding more esoteric skills, such as how Marlon’s unflappable style is important to a rapidly changing business,” she says.

“Some of those skills actually get better with age. Not all, but many do so be sure to understand, appreciate and articulate what your organization values, regardless of age.”

While ageism can be an intentional lack of ethics and compassion, that’s not always the reality and case. It can be, at times at least, unintentional.

“Age bias, like most types of bias, can be an unconscious bias,” Temple Rocks says. “Things that seem harmless, like making an unspoken assumption that everyone would want to stop working at 55 or making jokes about senior moments might be perpetuating ageism within the organization.”

She retains hope that corrections and improvements can be made.

“The optimist in me believes that most people, if challenged about their assumptions or their words, would be open to doing better,” Temple Rocks says.

For that to happen, something must happen though.

“We need to create an organization where it feels safe to talk openly about ageism — and that such conversation is in fact, encouraged.”

Executive leaders can communicate in a certain way to recruiters as well as within job listings to increase trust that the organization and decision makers within it are trustworthy and committed to hiring, promoting and retaining the best talent and skills, without bias against age.

“Beware of buzz words than can hide potentially ageist thinking,” Temple Rocks says. “For example, many organizations say that they want a ‘digital native,’ which is often another way of saying, someone under 30.”

She asks a question to stimulate better thinking.

“Again, what do you really need in the organization?

“It is a fact that everything is digital today, but as we all manage through that transformation wouldn’t it be helpful to have some people on the team who have helped manage other significant changes in the workplace?” she suggests.

One final recommendation would go a long way to lifting people’s spirits.

“Organizations can also literally state on their application, ‘All Ages Welcome to Apply.’ Wouldn’t that be a wonderful thing?” she smiles.