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25th November 2025
Age discrimination in the workplace occurs when an employee or job applicant is treated unfairly as a result of age-related perceptions.
This can affect people at any stage of their working life, from younger employees who may be dismissed as inexperienced, to older employees who may face assumptions about capability, ambition, or retirement plans.
While age is often talked about in light-hearted terms, age bias can create very real barriers to equal opportunity and fair treatment.
This blog post aims to help employers and managers recognise, prevent, and respond to age discrimination in the workplace, while also offering practical guidance on identifying the signs and creating an age-inclusive workplace culture.
The Equality Act 2010 is the key piece of legislation that protects individuals from unfair treatment in the workplace.
It brings together previous anti-discrimination laws into one clear framework and requires employers to treat people fairly, consistently, and without prejudice.
Age is one of the Act’s protected categories, meaning employees and job applicants are legally safeguarded from discrimination because of how old they are.
Under the Equality Act, age discrimination can take several forms. These include:
This occurs when someone is treated less favourably because of their age.
For example, refusing to interview a candidate because they are ‘too young to lead a team’, or overlooking an older employee for a project based on assumptions about their ambition or future plans.
Indirect discrimination happens when a policy or practice is applied to everyone but disproportionately disadvantages a particular age group.
For example, advertising a role that requires ‘recent graduates only’ could unfairly exclude older applicants, unless there is a genuine occupational requirement to justify it.
Harassment involves unwanted conduct related to age that violates someone’s dignity or creates an intimidating or hostile environment.
This could include jokes about someone being ‘past it’, comments about a younger employee being ‘a baby’, or repeated remarks about age that make the individual feel uncomfortable.
Victimisation occurs when someone is treated unfairly because they have raised a concern about discrimination or supported a colleague who has done so.
For instance, an employee who reports ageist behaviour should not be excluded from opportunities or treated differently as a result.
Age discrimination in the workplace often goes unnoticed because it can be subtle, unintentional, or disguised as humour or assumptions about experience.
Understanding where it typically arises helps employers intervene early and maintain an inclusive culture.
Age bias frequently emerges at the recruitment stage, even in seemingly neutral decisions.
Job adverts may include age-coded language, such as describing the ideal candidate as ‘young and energetic’, which can deter older applicants from applying.
Similarly, employers may make assumptions during shortlisting, for example, presuming an older candidate may be inflexible or nearing retirement, or assuming a younger applicant lacks credibility or experience.
Even the imagery used in recruitment materials can unintentionally signal that people of certain ages are more welcome than others.
Promotion decisions can also reflect age-related assumptions. Older employees are sometimes overlooked for progression because managers believe they may be less ambitious or not planning long-term careers within the organisation.
Meanwhile, younger employees may struggle to be taken seriously or trusted with responsibility, even when they have the skills to step up.
Leadership roles are particularly vulnerable to these biases, with some organisations still equating seniority with age or overlooking younger talent due to misconceptions about maturity.
Access to training is another common area where discriminatory assumptions surface.
Older workers may be excluded from digital or advanced training because of stereotypes about their ability to learn new skills or adapt to technology. In contrast, younger employees may be prioritised simply because they are perceived to have a longer career ahead of them.
When training is allocated based on assumptions rather than capability or business need, it can result in unequal access to development opportunities.
Everyday workplace culture plays a significant role in how age discrimination is experienced. Age-related jokes or comments, whether aimed at someone for being ‘too young’ or ‘too old’, can create an environment that feels uncomfortable or exclusionary.
Generational stereotypes, such as assuming older employees resist change or younger employees lack resilience, can undermine trust and collaboration.
Even social dynamics may be affected, with individuals being left out of events or activities because colleagues make assumptions about what someone of their age might enjoy.
Conversations about retirement can be particularly sensitive, and if not handled carefully, they can easily stray into discriminatory territory.
Employers must be fully aware of the legal position and take steps to approach these discussions in a fair, respectful, and supportive way.
Since the abolition of the default retirement age in the UK, mandatory retirement ages are generally unlawful unless an employer can objectively justify them, a threshold that is extremely difficult to meet.
This means employees are entitled to continue working for as long as they choose, provided they can perform their role effectively. Any form of pressure, encouragement, or ‘nudging’ older employees towards retirement can therefore be seen as discriminatory.
Common missteps include repeatedly asking an employee when they plan to retire, making assumptions about their future based on age, or altering their responsibilities without proper consultation. Even well-intended comments about ‘taking it easy’ or ‘slowing down’ can be interpreted as age-based bias.
Retirement discussions should always prioritise the employee’s autonomy and wellbeing. Rather than drawing conclusions based on age, employers should rely on objective performance measures and normal management processes.
If performance or capability concerns arise, these should be addressed in the same way as they would be with any other employee, through structured reviews, clear feedback, and supportive interventions, not assumptions about age or intentions around retirement.
When an employee initiates a conversation about their plans for the future, managers should keep the discussion open, supportive, and focused on what the employee wants.
It is important to explore options collaboratively, ask open questions, and avoid steering them towards any particular decision. Conversations should emphasise flexibility, future opportunities, and the employee’s ongoing contribution, rather than closing doors.
Having a clear retirement policy helps ensure consistency and avoid unintended discrimination.
A well-designed policy sets out how retirement discussions should be managed, what support is available, and how employees can raise questions about their future plans without feeling pressured. This provides clarity for both managers and staff and reduces the likelihood of inconsistent or inappropriate approaches.
Many employees value the option of phased retirement, which allows them to reduce their hours or adjust responsibilities as they transition towards retirement.
This can support wellbeing, accommodate caring responsibilities, or create a healthier work-life balance. For employers, phased retirement can help retain experience and knowledge while also enabling succession planning in a controlled and respectful way.
By embedding clear policies and offering flexible options, employers not only reduce legal risk but also demonstrate their commitment to supporting employees at every stage of their working life.
Preventing age discrimination in the workplace requires a clear focus on the day-to-day factors that influence culture, behaviour, and decision-making.
Below are key considerations that help businesses build a genuinely age-inclusive workplace:
Creating a workplace that actively prevents age discrimination starts with fostering an inclusive culture.
This involves celebrating mixed-age teams and recognising the value that employees at different stages of their careers bring.
Diverse perspectives enhance problem-solving, innovation, and collaboration, while also helping teams avoid blind spots that can arise when everyone shares similar experiences.
Part of this approach is actively challenging generational stereotypes, whether assuming younger employees lack experience or older staff are resistant to change.
Equipping managers to recognise and prevent age bias is essential. Training should raise awareness of unconscious bias, emphasise the impact of language, and ensure decision-making is fair in recruitment, promotions, and training opportunities.
Managers should also be guided on how to handle sensitive conversations, such as retirement discussions or performance feedback, in ways that are objective and supportive rather than influenced by assumptions about age.
Well-trained managers are key to embedding inclusive behaviours throughout the organisation.
Policies and processes should reinforce an age-inclusive culture.
Recruitment and promotion frameworks must be explicitly age-neutral, focusing on skills, experience, and performance rather than assumptions about age.
Regularly reviewing job descriptions, advertising language, and performance evaluation criteria helps identify and remove unintentional bias, ensuring procedures are consistent and equitable.
Clear, documented policies also provide guidance for managers and employees, helping prevent discriminatory practices before they arise.
Maintaining regular check-ins with staff and encouraging open dialogue is crucial for spotting potential issues early. Conversations with employees across all age groups allow managers to understand concerns, address challenges promptly, and ensure everyone feels valued.
This proactive approach not only prevents age bias but also strengthens engagement, morale, and overall workplace cohesion.
By combining a supportive culture, trained managers, fair policies, and open communication, organisations can create an environment where age diversity is genuinely recognised and celebrated.
When age discrimination in the workplace occurs, it is crucial that employees know how to raise their concerns safely and confidently.
Businesses should provide accessible grievance procedures that clearly outline the steps employees can take.
Multiple reporting channels, such as direct managers, HR contacts, or anonymous reporting systems, ensure that staff can choose the option that feels most secure for them.
Clear communication of these routes helps prevent issues from escalating and demonstrates that the organisation takes age discrimination seriously.
Responding to concerns sensitively and consistently is essential for creating a workplace where employees feel protected and valued.
A clear, thoughtful approach helps organisations address issues early, manage them fairly, and uphold a culture of respect.
Not all concerns require formal action initially. Addressing issues informally, where appropriate, can often resolve misunderstandings quickly and effectively.
Early conversations allow managers to listen to the employee’s experience, clarify any misconceptions, and support both parties in reaching a constructive outcome.
These discussions should be conducted with empathy, objectivity, and confidentiality to maintain trust and ensure that all employees feel heard and respected.
If informal resolution is not possible, formal processes should be followed. A fair investigation process involves gathering evidence, interviewing relevant parties, and documenting findings accurately.
Maintaining thorough records ensures transparency and accountability, while enabling decisions to be made based on facts rather than assumptions.
Outcomes should be fair, evidence-based, and consistent with organisational policies. HR should be involved at appropriate stages to provide guidance and ensure compliance with legal obligations, and in some cases, external support or advice may be necessary to manage complex situations effectively.
By combining clear reporting routes, early intervention, and structured formal processes, employers can respond to age discrimination confidently and fairly, protecting both employees and the organisation while reinforcing a culture of inclusion and respect.
At Sapphire HR, we understand the challenges employers face in creating truly age-inclusive workplaces.
We offer a wide range of support, from developing clear, fair policies and delivering tailored manager training to investigating complaints and guiding culture-building initiatives.
Whether you need help reviewing recruitment and promotion practices, designing flexible retirement policies, or building a more inclusive workplace culture, we provide practical, expert solutions that help organisations maximise the strengths of a diverse, multigenerational workforce.
We offer both our HR Unlimited service for ongoing, comprehensive support and HR on Demand (HROD) for flexible, pay-as-you-need assistance, so you can access expert HR guidance in whatever way works best for your business.
If you’d like tailored advice or support, get in touch with our specialist team. We’re here to help you build a fairer, more inclusive workplace.
Here to Help, Not Replace Experts:
The information contained in this blog presented for general informational purposes only. While we strive to provide accurate and up-to-date content, legal and HR practices can evolve rapidly. This blog is not a substitute for professional advice.
For specific questions or concerns regarding your unique situation, we highly recommend taking professional advice and booking a consultation with a Sapphire HR Consultant. Our consultants are experts in the field and can provide tailored guidance to address your specific needs.
We aim to work truly in partnership with our client organisations and to develop a high-quality, competent HR Service for all clients, the HR Provider that they can rely on and who gets to understand the culture and vision of your business.
