Taylor: How ageism erases our hard-earned value – San José Spotlight

The Impact of Ageism on the Workforce and Society

Over the last century, the U.S. population 65 and older grew five times faster than Americans overall.

Not surprisingly, labor statistics reflected that growth — employment of those 65 and older grew 117% during that same period. And while many older Americans left the workforce during the pandemic as part of the “Great Retirement,” some now wish to “unretire.” With longer lifespans, evolving social norms and inflation all contributing to a societal shift towards delayed retirement, it is a trend that is likely here to stay. Unfortunately, a related and pernicious trend has also been on the rise: ageism.

The Impact of Ageism on the Workforce

As we strive to create more inclusive and productive workforces, ageism persists as an often overlooked but formidable barrier. Workplace ageism can manifest in many forms. From hiring, where job applications call for “tech savvy” individuals, to mandatory retirement policies and the lack of continual training, older adults are regularly discouraged from engaging with the workforce.

When older adults are able to get a job, age discrimination negatively impacts the work experience and organizational culture by creating ongoing job insecurity, lowered self-esteem and decreased workplace morale. This leaves little room or motivation for career advancement and has broader negative ramifications for organizations writ large. Despite decades of experience, the expertise and mentorship of our most seasoned workers are being left untapped.

The Value of Older Workers

Employers admit they’re looking for younger talent: nearly half say they’re worried about older workers’ technological skills, and a quarter acknowledge they’d pick a younger candidate if both were equally qualified. These actions not only make organizations vulnerable to legal implications, but also deprive them of valuable talent. Research credits older workers with staying in jobs longer, having a stronger work ethic and being loyal and passionate about their work. Older adults also play a critical role in mentoring employees as they learn new skills or transition into roles.

Addressing Ageism: The Role of Organizations and Communities

As the U.S. population continues to grow older, the number of individuals who will face ageism in our communities and workplaces will likewise increase — unless we take action. While the challenges are many, there are some critical steps statewide and local organizations and communities can take to make noticeable differences.

Organizational Level

• Include age as a criterion in diversity and inclusion initiatives
• Encourage everyone on your team to take advantage of training opportunities through job shadowing or tuition reimbursement
• Take unconscious bias assessments in all areas, including aging
• Use AARP’s guide to remove bias from hiring descriptions

Community Level

• Promote a culture of lifelong learning that provides opportunities to refine or learn new skills
• Support programs that address the intersection of aging, education, and workforce development
• Increase the supply of skilled and certified caregivers to meet increasing demand
• Establish centers for aging that serve as landmarks for inclusion and equity

We need to reframe our approach to aging by focusing on preparing to get older successfully, rather than preparing for retirement. I encourage us all to look more deeply into the cost of ageism. If we’re lucky, we become older adults. The value proposition should reflect the bright future we want to see for ourselves. Together, we can make that vision a reality.

About the Author

Tylor Taylor is the CEO of Successful Aging Solutions & Community Counseling, a nonprofit direct services provider and community consultancy that collaborates with municipalities and institutions to offer an integrated suite of programs for people throughout their lifespan.

SDGs, Targets, and Indicators in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 8: Decent Work and Economic Growth
• SDG 10: Reduced Inequalities
• SDG 17: Partnerships for the Goals

2. What specific targets under those SDGs can be identified based on the article’s content?

• SDG 8.5: By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.
• SDG 10.3: Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies, and practices and promoting appropriate legislation, policies, and action in this regard.
• SDG 17.17: Encourage and promote effective public, public-private, and civil society partnerships, building on the experience and resourcing strategies of partnerships.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Indicator for SDG 8.5: Proportion of employees aged 65 and older in the total workforce.
• Indicator for SDG 10.3: Proportion of older adults facing ageism in communities and workplaces.
• Indicator for SDG 17.17: Number of organizations implementing diversity initiatives that include age as a criterion.

Table: SDGs, Targets, and Indicators

Behold! This splendid article springs forth from the wellspring of knowledge, shaped by a wondrous proprietary AI technology that delved into a vast ocean of data, illuminating the path towards the Sustainable Development Goals. Remember that all rights are reserved by SDG Investors LLC, empowering us to champion progress together.

Source: sanjosespotlight.com

Join us, as fellow seekers of change, on a transformative journey at https://sdgtalks.ai/welcome, where you can become a member and actively contribute to shaping a brighter future.