Ageism Is Costing You Millions:Can You Afford It?

Ageism is not new, but its impact remains devastating, both in the United States and Spain. In the U.S., 62% of workers over 50 report experiencing age discrimination, while in Spain, this bias is deeply rooted in workplace culture. Both countries share a sad denominator: valuing a person based on their birth year.

It seems that once we reach a certain age, those over 50 are labeled as being in the "late career" stage, and if you're past 55, you're considered "in decline," according to a career guide by Indeed, the world's largest online recruiter. This is not only insulting but a clear stereotype of ageism. As my friend Dan Pontefract points out, this perception is far from the reality of today's labor market and the aging workforce in Western countries.

Career stages by Indeed – screen capture by Dan Pontefract.

The West's cultural component celebrates youth, fresh talent, and new blood, discarding the old. In contrast, Eastern cultures respect, admire, and draw from the wisdom of older generations, those masters who hold valuable knowledge. We have much to learn from Eastern traditions.

Science has debunked many ageist stereotypes. Research shows that older adults have greater creativity, generative capacity, emotional regulation, and focus. Becca Levy, an epidemiologist at Yale University, highlights this in her book Breaking the Age Code, dismantling stereotypes about aging and showcasing examples of late-career creativity in artists and musicians.

With retirement ages at 66 in Spain and 67 in the U.S. and rapidly aging populations, we must reevaluate employment policies, future talent needs, and the loss of institutional knowledge. This invaluable knowledge will never return if we continue discarding talent based on birthdates.

In the U.S., the numbers are alarming. A study by AARP reveals that 3 out of 5 older workers have experienced or witnessed age discrimination. The labor market prioritizes "youth" as a symbol of innovation and energy, sidelining those with experience, resilience, and professional networks, especially in the tech sector. This perpetuates the false narrative that people over 50 are less productive or "irrelevant," as Indeed suggested—a senseless stance in a country facing an aging workforce.

Ageism also has a gender component: 72% of women report experiencing it, according to AARP. Minority women, such as African-American or Asian women, often face compounded discrimination linked to their age. While the U.S. has implemented laws like the Age Discrimination in Employment Act of 1967 (ADEA) and the Workforce Investment Act of 1998, which have reduced age-related bias, companies have faced lawsuits costing between $2.5 million and $250 million.

In Spain, the situation is equally concerning. Workers over 45 are among the most affected by long-term unemployment. The Spanish labor market seems to design careers with expiration dates, where job opportunities diminish drastically after a certain age. Companies often overlook the immense value these professionals bring, including technical knowledge, social skills, leadership, and institutional knowledge that is frequently undervalued or outright ignored.

Who holds the key to change in this scenario? We, the HR leaders. Every time we prioritize youth over experience, we reinforce a system that excludes those who could transform our organizations. Every time we select based on stereotypes, we turn our backs on talent and diversity.

How can we be agents of change if we perpetuate a model that discriminates and discards?

The solution is simple but requires courage. Ageism must be tackled with active generational inclusion policies. This means developing strategies to harness intergenerational knowledge, implementing career plans without age limits, and educating organizations about the value of diversity in all its forms. The Society for Human Resource Management (SHRM) recommends training decision-makers to make evidence-based hiring decisions and educating employees to recognize their biases toward older colleagues.

In Spain, initiatives like those by Fundación Mapfre and University Carlos III through the Ageingnomics Center focus on acknowledging the growing "silver" market, reducing the digital divide, promoting intergenerational collaboration, and eliminating negative stereotypes.

Authentic leadership doesn't follow trends—it challenges them. It's time to lead by example, break clichés, and create environments where age isn't an obstacle but a competitive advantage.

💬 Are we ready to lead this change, or will we remain complicit in this discrimination? If not us, who? If not now, when?

Reflection Questions for HR Leaders:

✅ Are you prioritizing silver talent's unique experience, skills, and perspectives, or are you swayed by the idea that "youth equals innovation"?

✅ What stereotypes are you perpetuating when making promotion or dismissal decisions?

✅ Does your organization foster environments where all generations can learn from one another?

✅ What specific programs do you have in place to transfer intergenerational knowledge?

✅ What would be the impact of losing their expertise and relationships on your team and business outcomes?

Remember, we will all eventually reach that age. Let's not perpetuate a system we wouldn't want to face ourselves. Be the change you want to see in society. That change starts with you. One of the most beautiful jobs in the world is helping talent grow—don't dismiss talent because of their gray hairs.

Keep on learning,

Íñigo