Ageism in the workplace: the last accepted ‘ism’
Written by James Searby, Director at Directorbank Executive Search
July 2026
This is an article I’ve been meaning to write for some time – partly to get it off my chest. I haven’t personally experienced ageism yet; I like to think I’m still in the prime of my life at 52, even if my three kids insist on calling me ‘old man’. The truth is probably somewhere between the two. I’ve been fortunate to be with Directorbank for many years, so I haven’t had to test the job market from a candidate’s perspective. But as a Director of an executive search firm, I’m in the privileged – and sometimes uncomfortable – position of seeing ageism in full flow, from both the client and candidate side.
Ageism is the last accepted ‘ism’: a prejudice that is still conscious, and still openly discussed. I have lost count of the number of times clients have requested candidates between the ages of X and Y – typically 35 to 55 – the sweet spot where there’s ‘enough experience’ but candidates are still seen as ambitious, energetic and not stuck in their ways. I understand the thinking, and it’s quietly accepted by recruiters as part of the unwritten brief. But it needs saying plainly: it is illegal. And it’s an equally unwritten fact that candidates outside the range are almost certain not to be hired — or even make the shortlist.
The statistics speak for themselves. According to research from the Centre for Ageing Better’s Age Without Limits campaign, half of adults over 50 have experienced ageism in the past year – and the workplace is where it happens most often. Much of it, I’m sure, is ‘friendly banter’, dished out in the same way as ribbing about height, hair colour or football team. But some of it cuts deeper, and its cumulative effect on careers is very real.
The timing could hardly be worse. As the state pension age rises alongside the cost of living, there is a genuine need for Gen X’ers to keep working into their 60s and even 70s. Add the fact that there were no mandatory pension contributions through the 80s, 90s and 00s, and continued employment isn’t a lifestyle choice for many – it’s a necessity.
So why is ageism so rife? Too often, those over 50 are written off as ‘over the hill’ – lacking energy, set in their ways, and in the sunset of their careers, so presumed to be less ambitious than younger candidates still climbing the ladder. In private equity-backed businesses there’s an added dynamic: a younger management team is often seen to command a higher enterprise value on exit, because they can be marketed as a team willing to stay for the duration of the next investment cycle.
The case for hiring in your 50s and 60s
There are compelling reasons why employers should look hard at candidates in mid-life. Today’s Gen X’ers are undoubtedly fitter than previous generations – the start line of any marathon will prove that. But the case goes far beyond a more youthful generation of middle-agers.
Experience
With age comes experience – and the battle scars ‘earned’ from mistakes made in youth. Older candidates have lived through multiple economic cycles and learned how to navigate the tough times. They’ve dealt with difficult situations and difficult people, and they know what’s likely to work and what won’t. The result: better judgement and fewer avoidable mistakes.
Longer tenure
Older employees stay with an employer far longer than younger colleagues, who are understandably keen to move up the career and salary ladder as quickly as possible. Given the true cost of replacing a senior hire, retention is a genuine financial advantage.
Reliability
Employers often assume older workers will be off sick more. The evidence says otherwise – older employees typically take fewer sick days than their younger counterparts.
Networks
Decades of working across multiple companies builds a network that no amount of raw talent can shortcut. That address book can be leveraged from day one – for business development, partnerships, or hiring into the business.
Mentoring
Those with more experience can accelerate the development of younger talent – and usually enjoy doing so. Younger employees genuinely value the ‘war stories’ of those who’ve been there before, something already embedded in other cultures, such as Japan.
Autonomy
More experienced employees need less hand-holding. They’ve done the role, or something like it, before – which frees up their bosses to focus elsewhere.
The balance
Hiring more people in their 50s and 60s benefits society as a whole, but it’s not charity – it’s a commercial advantage. Gen X’ers bring deeper experience, lower attrition costs, faster time to productivity, stronger networks, and access to a talent pool your competitors are irrationally ignoring.
As with most things, balance is the answer. The exuberance of youth, tempered with the experience of middle age, is undoubtedly the most powerful combination in any workplace. The employers who work that out first will have a significant head start on those still writing their briefs with an unwritten age range.
Author:
James Searby
Director
Directorbank Executive Search
j.searby@directorbank.com
