In a world of work increasingly attentive to diversity and inclusion, age continues to represent an often invisible but deeply rooted barrier.
Ageism , or age discrimination, is a phenomenon that is too often underestimated but is constantly growing, affecting both young people and senior workers, limiting opportunities, careers and well-being.
With the raising of the retirement age and the presence of increasingly intergenerational teams , it is therefore essential to address the issue with awareness.
In this article, we analyze what ageism is, where it comes from, what dangers it entails, and how companies can prevent it by promoting a truly inclusive work environment.
What is Ageism?
The term ageism (or ageism , in English) was coined in 1969 by gerontologist Robert Butler to indicate discrimination against older people. Today, the concept has expanded to include any form of prejudice related to age, both towards the young and the older.
The World Health Organization defines ageism as “ stereotypes, prejudices and discrimination based on age .”
It manifests itself through behaviors, language or decisions that exclude or devalue a person, simply because they are perceived as “too young” or “too old”.
In the work context, this translates into:
● exclusion from training opportunities or promotions;
● difficulty finding or maintaining employment;
● devaluation of skills;
● age-inappropriate comments or jokes.
How Ageism Is Born
Ageism has its roots in long-standing cultural stereotypes .
Age is often associated with rigid and unfounded characteristics: young people are seen as inexperienced or fickle, while those over 50 are seen as technologically backward or inflexible.
These prejudices are formed from a young age through the media, advertising, educational and family models. In common representations in the West, aging is often associated with loss of value, rather than experience and wisdom.
The world of work also tends to reward “productive youth”, neglecting the potential of more senior profiles or, on the contrary, the innovative capacity of the new generations.
Why Ageism Is Dangerous
Ageism is not just an ethical issue, but a problem with concrete and measurable impacts. Its consequences are reflected on different levels.
● The impact of ageism on the individual can generate isolation, low self-esteem, demotivation and, in the most serious cases, depression.
● In the company it limits the valorization of talents, reduces internal diversity and hinders innovation.
● In society it contributes to polarization between generations and fuels intergenerational conflicts.
Ignoring this problem means losing precious resources: experiences, different points of view, ability to adapt. Organizations that neglect age as a dimension of diversity risk becoming less inclusive and less competitive.
How to avoid ageism in the workplace
Countering ageism requires a multidimensional approach , starting from cultural change up to the adoption of concrete practices in the company, of which we report some examples below.
Education and awareness : Promoting awareness of age bias is the first step. Workshops, diversity & inclusion courses, and intergenerational team building activities can help dismantle stereotypes.
Inclusive language : avoid expressions that trivialize or ridicule age, both in interviews and in internal communication.
Meritocratic evaluation : adopt evaluation criteria based on skills, experience and results, not on age.
Mentoring and reverse mentoring : encouraging the exchange of skills between generations is a strategic lever to break down prejudices and enhance every resource.
In other words, in a healthy work environment, where employees feel comfortable and respect each other, the problem of ageism does not exist: how to achieve this result? With Corporate Welfare of course but not only…
The importance of Welfare and inclusiveness in the company
A truly inclusive company recognizes generational diversity as an added value and invests in welfare policies to support employees at every stage of their professional life.
Examples of good practices include:
● flexible working hours or hybrid work programs, useful for both young new parents and seniors who want a better work-life balance; ● continuous training accessible to all ages;
● career paths that include advancement even for those over 50;
● personalized benefits based on the needs of the age group (healthcare, parenting support, retirement transition plans).
A company policy oriented towards generational inclusion improves the internal climate , reduces turnover and strengthens employee engagement . In short, it contributes to building a healthy work environment.
The company as a “healthy” workplace
A healthy work environment is the goal of any worker and, by extension, of the company. One in which each person feels valued, respected and free to express their potential , regardless of age.
Creating this type of context means:
● promote trusting relationships between colleagues of different ages; ● prevent conflicts through empathetic and attentive leadership ;
● encourage intergenerational collaboration in joint projects; ● adopt a corporate culture that celebrates diversity as a resource.
Companies that invest in a positive and inclusive environment not only attract talent , but also improve productivity and innovation , creating a virtuous circle of growth and well-being.
As also highlighted in the VIII Censis- Eudaimon Report , free time and relationships are two fundamental dimensions of subjective well-being that can be built.
Overcoming ageism is an urgent and necessary challenge to build a more equitable society and world of work.
It is not just about social justice, but also about organizational efficiency and sustainability .
In an era where diversity is a competitive factor , it is essential that companies recognize the value of each generation and foster inclusive and respectful environments.
Every little change can make a difference: adopting a more careful language, reviewing HR policies, promoting collaboration between generations. Only in this way can we build healthier, more supportive and future-oriented companies.