The answer is not simple. But the question has to be raised, because ageist bias threatens all of us, and far earlier than it used to.
Ignoring technological or organizational innovation, refusing new working methods or cultural change, relying too heavily on seniority or past experience without any wish to reinvent yourself: all of these attitudes can reinforce the stereotypes traditionally attached to age. But beware of generalizing too quickly, because resistance to change is not everyone's story. Plenty of experienced workers are high-performing, adaptable and engaged.
The changes brought by artificial intelligence will shake up — and are already shaking up — every generation and every aspect of work, starting with productivity applications (Word, Excel, PowerPoint, Outlook) and collaboration tools like Teams or SharePoint.
Today, someone in their thirties — the generation that used to be at the peak of its professional value — is now being shaken as much as their elders by organizational change happening at a dizzying pace. In short, it is moving fast for everyone!
A new conception of ageism is emerging, and it calls for a collective and organizational responsibility.
Employers absolutely have to offer opportunities to update skills.
Not to mention corporate memory, judgment, emotional stability and mentoring, which are far too often undervalued in business. We need to get better at recognizing the value of experience.
Yes, younger candidates are probably often favoured over equally qualified older ones, whether through implicit bias or economic logic. But experienced workers also have a role to play, in particular by demonstrating their agility and their ability to pass on what they know.
It is up to companies, though, to adopt management practices that invite generations to mix. Who can afford to turn away talent in the current context of labour shortages and an ageing population?
There is no shortage of ways to do it: space for reverse mentoring programs (young people sharing tips with their elders), a coffee corner that invites conversation and advice between colleagues, the creation of a “neutral” work zone — not too corporate and not too start-up — so as not to exclude certain groups, and so on.
A 55-year-old employee — my age — can be just as innovative, relevant and loyal as a younger one, provided they are in an environment that recognizes and values their potential. A 28-year-old who refuses automation can be seen as “old” in the digital ecosystem, while a professional 20 years their senior who has mastered generative AI can be seen as a strategic asset.
Time flies, life changes… and this is only the beginning. Let's take note!
