Do you know that there has been a sharp increase in compensation in age discrimination cases in the UK, increasing by 624 per cent between 2021-22 to 2023-24.
However, this rise in compensation is perhaps not surprising given that a recent report by Women and The Equalities Committee found that ageism was “widespread and culturally embedded” in UK society and often perceived as less serious than other kinds of discrimination.
The reality is that with an ageing population, if action is not taken to address culturally embedded ageism, age discrimination claims could become more frequent in the coming years.
One area which poses a real risk are when organisations still have a mandatory retirement age and no evidence or justifications for this mandatory retirement is provided.
Age discrimination seems to carry less stigma than others forms of discrimination and therefore it tends to occur more frequently. A consequence of this is that older employees can struggle to find new jobs and that ageist comments and jokes remain socially acceptable.
The pressure for the UK to take action to prepare for an aging society can be seen through the recent call for evidence on this topic by the House of Lords. It states that in 2023, the fertility rate was the lowest rate on record and below the level required to maintain a stable population. With life expectancy also increasing, the UK can expect 27 per cent of its population to be over 65 by 2072, compared to around 19 per cent in 2022. The percentage of the population over 85 (around 2.5 per cent in 2022) is set to nearly double and reach approximately 3.3 million by 2047.
Implications for organisations
It is therefore critical that organisations take action to ensure that their culture is inclusive to all, including older workers, and therefore minimising the risk of age discrimination based litigation. This can include steps such as ensuring that workplace policies are in place which provide robust anti-discrimination measures, including tackling critical moments in the employee life cycle where exclusion can most frequently occur such as recruitment and promotion. For example, in terms of recruitment, job descriptions must be free from age-coded language, with structured interviews that assess skills rather than assumptions, and hiring managers trained to spot and challenge bias.
Inclusive Leadership Company offer a range of solutions to support your organisation in creating an age inclusive culture and minimise the risk of litigation. This includes:
- Our Inclusive Culture survey which measures, at scale, the employee experience of inclusion, providing nuanced data based on the varying experiences for employees in different demographics.
- Listening circles to provide in-depth insights and data of the employee experience, enabling the development of targeted action.
- Our inclusive leader assessment and coaching supports line managers, including hiring managers, to become more aware of their own inclusive leadership capability and supports them in reducing age discrimination in the workplace, including during the recruitment process.
- Bespoke learning sessions. Designed to directly address your unique needs, for example, spotting and mitigating age discrimination in the workplace.
To find out more, get in touch at enquiries@inclusiveleadershipcompany.com
You can access the original articles here: People Management and House of Lords.
