Review of diversity & inclusion in business leadership shows why age is often overlooked

One of the key components of being an age-friendly employer is visibly seeing and promoting age-inclusive cultures at all levels of an organisation. Leadership comes from the very top, with a clear declaration of intent and modelling of good practice from the executive team being crucial. That is why we were delighted to work as research partners for the inaugural McKenzie-Delis Packer review into diversity in leadership.

The review draws on findings from across the private and public sectors including the FTSE 500, all NHS Foundation Trusts and public sector departments, and other private companies. Ageing Better contributed insights into age and generational workplace factors alongside other leading organsiations promoting workplace diversity and inclusion, including the Parker Review, Stonewall, Hampton Alexander Review, upReach, Business Disability Forum, Equality and Human Rights Commission, Minds at Work, and Power of the Parent.

Looking around any board, executive team or group of business leaders and you won’t find a lack of people over the age of 50. Gaining of experience, climbing of career ladders and progressive promotions mean that very often the people who run organisations are older than average. That can lead to complacency, and it overlooks the lack of diversity within those groups. Not everyone has had the same chance to progress and thrive across their longer working lives.

The review survey findings gave a mixed view in terms of age in the workplace.

Many survey respondents did not see an issue or need to change within their own organisation, with an apparent disconnect between the experience of senior leaders and with the workforce as a whole. Only 15% of respondents felt they faced issues with managing age-diversity at work, or challenges with the retention and promotion of older workers. Some 57% believed that they already have measures in place to reduce age-bias in recruitment, however we know that this is not the experience of many older applicants with the majority of over 50s saying they feel disadvantaged because of their age.

Employers say they value the benefits that age-diversity can bring, with 91% of respondents recognising the benefits of an intergenerational workforce. A potential willingness to take a more proactive approach is highlighted in two thirds (67%) who would consider a pledge to be an age-friendly employer.

Many of these businesses do offer opportunities for older workers in leadership positions, such as:

• reducing working hours (83%)
• taking family/caring leave (66%)
• taking sabbatical leave (65%)

However a small proportion (6%) said that their business does nothing to support later life working. Just over half offer opportunities to retrain, a factor that will become increasingly important with the impact of COVID-19.

These findings show that while older workers are well represented in senior levels with 82% of board members aged over 50, they do not represent the experience of most over 50s. There is still an issue with a lack of opportunity to progress and develop at older ages, and a perception that if you haven’t progressed by a certain age you never will.

Huge strides are being taken by many employers to make work more inclusive for people of all backgrounds and of all ages, but there is still much work to be done.