October 29, 2025 
Before joining Polyglot Group, Martine Hardy, Internal Projects Manager, had one experience that stayed with her. She was starting a new role in her late 40s, and the team was younger, fast-paced, and ambitious. One colleague in particular stood out – sharp, driven, and full of ideas.
Martine felt a flicker of insecurity. Not because she lacked the skills, but because she saw herself in that young woman. She remembered being that age; hungry to prove herself, eager to lead. And for a moment, she wondered if others saw her as someone whose best years were behind her.
That flicker returned ever so briefly when she joined Polyglot Group in her 50s. The team was dynamic, and the pace was quick. Luckily, that feeling didn’t last long. Polyglot’s culture quickly proved different. Fifteen years later, Martine is still here – still learning, still contributing, still thriving. She’s never faced age discrimination at Polyglot Group. Not once.
But she knows that’s not the norm.
After 10 years of living overseas, Martine and her husband moved back to Australia. To their disappointment, her 60 years old husband, a skilled professional, couldn’t find work. Despite decades of experience, he did not get a single interview. Eventually, he retired early – not by choice, but by exclusion.
A close friend of Martine’s, 62, recently tried to pick up part-time role after downsizing her hours. She applied widely. Not a single callback.
These aren’t isolated stories. They’re symptoms of a deeper and often not talked about as widely as we should: silent ageism.
In modern workplaces, it often hides in plain sight.
What Ageism Looks Like Today
Ageism is the stereotyping, prejudice, or discrimination against individuals based on their age. It affects both older and younger workers, often in subtle but damaging ways.
- Older professionals may be seen as “less adaptable” or “too close to retirement.”
- Younger employees may be dismissed as “too inexperienced” or “not ready to lead.”
This bias shows up in hiring decisions, promotion pathways, training access, and even everyday interactions. And because it’s rarely called out, it continues to shape careers silently.
The Stats Speak Loudly
According to the World Health Organization, 1 in 2 people globally hold ageist attitudes toward older adults.
In Australia:
- Despite ongoing skills shortages, the 2025 AHRI-AHRC survey found that over one in six HR professionals openly admit they’re not willing to hire people aged 65 and above.
That’s not just bias – it’s a missed opportunity.
Why Ageism Hurts Everyone
Ageism isn’t just unfair. It’s economically damaging.
- The WHO estimates that if just 5% more Australians aged 55+ were employed, the national economy could gain 48 billion AUD annually.
- Globally, research from the OECD, WEF, and AARP shows that age-inclusive workplaces can boost GDP per capita by up to 19% over three decades.
Multigenerational teams bring complementary skills, deeper institutional knowledge, and richer collaboration. When age bias limits participation, everyone loses.
And yet, age remains one of the most accepted and unchallenged biases in the workplace.
Ageism Isn’t Just About Older Workers
While older professionals often bear the brunt of ageism, younger workers face it too.
- They’re told they’re “too young” to lead
- Their ideas are dismissed before they’re heard.
- They’re asked to “wait their turn” – even when they’re ready.
This kind of bias stifles innovation and slows down growth. It creates a workplace where people are boxed in by assumptions instead of being empowered by potential.
Martine’s Story: Challenging Assumptions
Martine’s story also challenges assumptions about age and relevance – especially when it comes to technology.
On one occasion, Martine noticed her son feeling overwhelmed and pressed for time – he hadn’t found a moment to help his six-year-old daughter with her kindergarten speech on dinosaurs. Seeing the stress build, she gently suggested, “Why don’t you try Copilot?”
Her son looked at her, surprised. “What’s that?”
She smiled and showed him how to prompt the AI, refine the tone, and structure the message. In minutes, the draft was done.
He looked at her, surprised. “How do you know this stuff?”
Martine smiled. “I’ve been learning. Still am”
That moment said a lot – not just about Martine, but about how we perceive age and capability. The assumption that older workers are out of touch with technology is just that – an assumption.
And that’s just one example. Ageism isn’t always obvious. Often, it shows up in small ways…
What Ageism Looks Like in Practice
Ageism shows up in the quiet details – the language we use, the assumptions we make, and the decisions we don’t even realise are biased.
- Job ads that ask for “digital natives” or “high energy” tend to favour younger candidates.
- Hiring managers may assume someone over 60 won’t fit into the team culture or keep pace with change.
- Team leads might overlook a 25-year-old for leadership roles, assuming they lack the gravitas or experience – regardless of their actual capability.
- Training budgets often focus on mid-career staff, assuming older workers won’t keep up, or younger ones don’t need support.
These small signals add up. They shape who gets hired, promoted, mentored, or invested in – and who doesn’t. And because they’re rarely challenged, they quietly reinforce a culture of exclusion.
The Real Cost of Age Bias
When age bias shapes decisions, organisations lose out on:
- Fresh thinking from younger employees who see the world differently.
- Deep insight from older professionals who’ve seen patterns repeat.
- Cross-generational collaboration that sparks better solutions.
- Retention because people of all ages leave when they feel undervalued.
Ageism isn’t just a diversity issue. It’s a performance issue. A culture issue. A future-readiness issue.
Conclusion: Awareness Is the First Step
Ageism at work doesn’t always wear a label. It hides in assumptions, in silence, in the stories we tell ourselves about who’s “ready,” “relevant,” or “too late.”
But the truth is simple: talent doesn’t come with an expiry date.
Whether someone is 22 or 62, they deserve to be seen for their skills, their ideas, and their potential. Age-inclusive workplaces don’t just happen – they’re built by decision, policy by policy, mindset by mindset.
So, let’s start by noticing. Let’s question the quiet biases. Let’s listen across generations. And let’s make sure that when someone walks into the room, they feel like they belong there – irrespective of their age.
Because when we remove the limits we place on age, we unlock the full potential of our people. And that’s when the real work begins.
