Age Discrimination Against Over-55s in the UK Workforce: The Cost of Bias and How Employers Can Lead Change

 

Age Discrimination Against Over-55s in the UK Workforce: The Cost of Bias and How Employers Can Lead Change

Age discrimination remains one of the most persistent, and often overlooked, barriers in the UK job market today.  Despite legal protections, older workers (especially those aged 55 and above) continue to face significant challenges when applying for jobs, seeking promotion, or trying to stay employed.

While diversity and inclusion conversations often focus on gender, race, and disability, ageism remains the “silent bias” in many hiring processes.

The Reality of Ageism in UK Hiring

Even with the Equality Act 2010 making age discrimination unlawful across recruitment, pay, promotion, and dismissal, age bias remains widespread and often subtle.

Common Challenges Older Workers Face:

  • The “Too Old” Cutoff: Research shows that employers typically start viewing candidates as “too old” around age 57,  well before state retirement age.
    (Source: Turner, 2023)
  • Widespread Perceived Bias: Over 36% of job seekers aged 50–69 feel disadvantaged during job applications due to their age.
    (Source: Smith et al., 2022)
  • Recruiter Pressures: Nearly 42% of HR professionals admit feeling pressured to prioritise younger candidates during recruitment.
    (Source: Turner, 2023)
  • LinkedIn’s Younger User Base: Platforms like LinkedIn, often central to job searches, have an age distribution heavily weighted towards younger users. As of April 2024, only 3.8% of LinkedIn users are over 55, compared to over 50% aged 25–34.
    (Source: Statista, 2024)

The Digital Skills Myth

A persistent stereotype is that older workers lack digital competency.  However, research by the Centre for Ageing Better (2022) found that many over-50s are just as digitally capable as their younger peers, particularly when given proper upskilling opportunities.

Yet job adverts often use coded language like:

  • “Digital native”
  • “Recent graduate”
  • “Energetic self-starter”

Such wording can unintentionally discourage older candidates from applying.

Economic and Social Costs of Exclusion

Ageism isn’t just a fairness issue, it’s an economic one.

Ignoring experienced older workers could cost England and Wales an estimated £138 billion in lost economic output.
(Source: Turner, 2023)

Additionally:

  • A third of over-50s say they would like to keep working beyond the state retirement age.
    (Source: Turner, 2023)
  • Long-term unemployment linked to ageism negatively impacts mental health, with higher depression rates among older jobseekers compared to younger groups.
    (Source: Age UK, 2023)

What’s Being Done at a Policy Level?

Recognising the problem, the UK Government has launched initiatives like the “Midlife MOT” and tailored back-to-work programs targeting older jobseekers.  These provide support with retraining, CV building, and confidence coaching.

But while government efforts help, real change must come from employers themselves.

What Good Looks Like: Age-Inclusive Employers

Some UK employers are leading the way on age diversity:

  • Barclays: Runs “Returnship” programs for professionals returning to work after a career break.
  • B&Q: Known for actively hiring older workers and valuing their customer service experience.
  • Aviva: Offers mid-life career reviews for employees over 45.

These organisations understand that a multi-generational workforce brings broader experience, better decision-making, and stronger business performance.

Steps Employers Can Take Today

Here’s how businesses can start addressing age bias:

  • Bias Awareness Training: Help hiring managers recognise and counteract unconscious age bias.
  • Inclusive Job Ads: Use age-neutral language and focus on skills, not stereotypes.
  • Age-Diverse Interview Panels: Reduce bias by ensuring interviewers represent a range of ages.
  • Flexible Work Options: Older workers may value part-time, remote, or phased retirement plans.
  • Tech Upskilling: Offer training to ensure all employees stay current with digital tools.

Final Thoughts: It’s Time for an Age-Inclusive Workforce

Age should be seen as an asset, not a barrier.

Employers that embrace age diversity will unlock untapped skills, enhance their reputation, and improve economic performance.

 

Quiz: Are You Interview-Ready?

Landing your dream job starts with one crucial step: acing the interview.  Whether you’re a fresh graduate, a professional making a career switch, or someone returning to the workforce, your interview skills can make or break your chances.

But here’s the big question: Are you truly interview-ready?

Take this short quiz to find out where you stand, and get tips to boost your performance!

The Interview-Readiness Quiz

For each question, pick the option that best describes you. Keep track of your answers!

1️⃣ How do you usually prepare for an interview?

A) I research the company, practice common questions, and review the job description in detail.

B) I glance over the company website and hope for the best.

C) I don’t really prepare much. I like to “wing it.”

2️⃣ How comfortable are you with answering the dreaded “Tell me about yourself” question?

A) I have a well-rehearsed, concise, and relevant answer.

B) I ramble a bit but eventually get to the point.

C) I freeze or get awkward every time.

3️⃣ Do you tailor your answers to match the specific job role?

A) Always! I align my skills and experience with the job requirements.

B) Sometimes… when I remember.

C) Not really. I just talk about my general background.

4️⃣ How do you dress for interviews?

A) I dress professionally and appropriately for the industry.

B) I go for casual-smart but don’t overthink it.

C) I don’t put much thought into it.

5️⃣ How do you handle tricky questions like “What is your greatest weakness?” or “Why should we hire you?”

A) I prepare thoughtful, honest, and strategic answers.

B) I try to improvise on the spot.

C) I stumble and give vague or cliché answers.

6️⃣ Have you practiced answering behavioral questions (like using the STAR method: Situation, Task, Action, Result)?

A) Yes! I prepare examples in advance.

B) I’ve heard of the STAR method but don’t use it much.

C) STAR method? What’s that?

7️⃣ Do you prepare questions to ask the interviewer?

A) Absolutely! I always have a few insightful questions ready.

B) Maybe one or two… if I remember.

C) I never really ask questions.

Now… Let’s See How Interview-Ready You Are!

Mostly A’s:
🎉 You’re Interview-Ready!
You’re well-prepared and know how to present yourself confidently. With continued practice and polish, you’re on track to impress employers.

Mostly B’s:
✨ Almost There!
You’ve got a good foundation but need more consistency and preparation. Spend more time researching, practicing, and structuring your answers.

Mostly C’s:
🚩 Time to Prepare!
Right now, you might not be interview-ready—but don’t worry! Start by focusing on company research, practicing common questions, and using methods like STAR for behavioral answers.

⭐ Tips to Improve Your Interview Readiness:

  • Practice mock interviews with a friend or mentor.
  • Record yourself answering questions to observe your tone and body language.
  • Research the company culture so you can tailor your responses.
  • Stay updated on industry trends and job market expectations.
  • Work on storytelling techniques to make your experiences memorable.

Final Thought:

Interviews are as much about confidence and preparation as they are about your qualifications.
Use this quiz as your starting point, and take proactive steps towards becoming interview-ready.

Good luck!

 

The companies thriving in 2025 are the ones that truly invest in their people. LinkedIn’s newly released list of the Top 25 Companies in the UK goes beyond big names, it’s a clear snapshot of what great workplaces look like right now.

For company directors, this list is more than just recognition.  It offers real, practical insights into what professionals value most, growth, purpose, flexibility, and shows how leading organisations are turning those expectations into a competitive advantage.

Here’s what they’re doing right:

1. Career Growth is Non-Negotiable
Top companies are proactively enabling vertical and lateral movement within the organisation.  Employees are encouraged to stretch beyond their current roles, and clear paths to promotion are supported with mentoring, tools, and visibility.

How Leaders Can Act on This: Make it clear how employees can grow within the company, and invest in training them to become leaders, your next leaders are already working for you.

2. Learning is Embedded, Not Optional
Oracle and Vertex Pharmaceuticals, for example, offer world-class upskilling resources that go beyond technical skills, including emotional intelligence, agile thinking, and future-focused innovation.

How Leaders Can Act on This: Invest in learning platforms and integrate upskilling into the performance review cycle. Offer time and budget for real growth, not just compliance.

3. Inclusion is Business Strategy
Top employers have measurable goals around gender diversity, inclusive hiring, and cultural awareness.  They back it with data and leadership accountability.

How Leaders Can Act on This:  Don’t bury DEI in HR.  Tie diversity outcomes to executive KPIs and make them part of your strategic reviews.

4. Employer Brand is Employee-Led
These companies are where people want to work, and their employees say so publicly.  They cultivate employee advocacy by creating experiences worth sharing.

How Leaders Can Act on This: Empower your employees to be your best ambassadors.  Celebrate wins publicly, share career stories internally, and reward thought leadership.

5. Stability Attracts Top Talent
Especially in uncertain markets, candidates are gravitating toward companies with a strong sense of direction and financial resilience.  AstraZeneca, for instance, is not just innovative, it’s dependable.

How Leaders Can Act on This: Communicate vision with clarity.  A stable narrative builds trust.  Let your team (and potential hires) know where the company is headed and how they fit into that story.

5 Ways Directors Can Use This List to Drive Growth

1. Benchmark Against the Best
Study the top 5 companies and ask: Where are we ahead?  Where are we behind?  Conduct an honest audit across development, mobility, brand, and culture.

2. Rethink Your EVP (Employee Value Proposition)
This list shows what modern professionals value: growth, flexibility, purpose, and inclusion.  Align your EVP with these expectations and communicate it clearly during recruitment and onboarding.

3. Double Down on Development
Directors who champion L&D programs see stronger retention and higher engagement.  Create leadership academies, fund external learning, and incentivise managers who coach effectively.

4. Leverage LinkedIn More Strategically
These companies win by treating LinkedIn as both a recruiting tool and an employer branding engine.  Ensure your leadership team is visible, your company page is active, and your culture is showcased consistently.

5. Create Feedback Loops
The best companies on the list aren’t just building cultures, they’re listening to them.  Conduct pulse surveys, host listening sessions, and let employees shape the culture they live in.

Culture Is a Strategy

The LinkedIn Top Companies list makes it clear: growth, retention, and brand reputation all begin with one thing, how your people experience your company.

As a director, your role isn’t just to hit quarterly numbers, it’s to create an environment where people can thrive long-term.  Because when your people grow, your business follows.

 

This year, we’ve seen a significant shift in what drives people to consider a career move.  Where most years “challenge” has been the leading motivator, job security has now become the top priority for many professionals.

Why the Change?

People are seeking stability and a sense of long-term security more than ever now.  The economy feels like it’s constantly shifting, with inflation, layoffs, and market changes making headlines.  The pandemic’s lasting consequences continue to impact our job and lifestyle, leading many to question the true level of security.  In the tech industry especially, rapid advancements and sudden changes can bring exciting growth but also major uncertainties, like restructuring and evolving job roles.

With all of this, employees want to know that their organisation is strong enough to endure challenging times and change as needed. They also want to know that their position is valued and secure. Beyond a pay cheque, they seek a sense of belonging and trust in their company’s future.

What Should Companies Do? 

For businesses, this shift calls for a proactive approach in their talent strategy. Here’s how companies can address these changing priorities:

Emphasise Stability: Clearly communicate financial health, growth plans, and business stability to build confidence.

Support Career Growth: Security does not have to entail standstill; instead, create organised ways for progress inside the organisation.

Create a Culture of Transparency: Open, honest communication around the company’s direction and performance can significantly enhance trust.

Focus on Employee Well-being: Prioritising mental health and offering resources for financial planning or job security assurance goes a long way.

Companies who align with these shifting goals can not only keep their top employees, but also attract new candidates who are now searching for both a secure and enjoyable workplace.

Five years after their initial placements, an impressive 82% of the professionals we’ve placed continue to make a significant impact within their companies, with 63% staying for ten years or more. Many have advanced in their careers while driving business success, with 42% earning at least one promotion within the first five years.

This outstanding retention rate proves our recruitment solutions are highly effective, with our candidates’ remarkable career progress showcasing their personal dedication and the immense value they bring to their companies. This reflects the long-term growth and success we strive for in every placement.

Their continued career success highlights the mutual benefits of our placements, promoting stability and ongoing development for both the individuals we place and the companies they join.

If you need help locating the stars who will have a significant impact on your business, we are here to assist! Please contact Sandra Hill by contacting +44 (0) 161 448 8283 or emailing Sandra@hillgroup.co.uk

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You find yourself in need of a crucial position to be filled, having exhausted all internal recruitment avenues. However, you’re wary of engaging a recruiter due to associated fees. While this hesitation is reasonable, it’s important to consider the broader picture. Despite the upfront cost, investing in a recruiter can prove to be a strategic decision, ultimately saving you both time and money in the long run.  This article explores the real costs associated with a bad hire as well as the logic supporting a recruiter’s charges. It also draws attention to the potential drawbacks of choosing a recruiter with lower fees.

The Cost of a Bad Hire

Let’s examine both the obvious direct costs and the less evident indirect costs linked with bad hiring decisions:

  • Unrecoverable Salary
  • Wasted Management Time/Training
  • Recruitment Agency Fees
  • Lost Productivity
  • Lost Team Productivity
  • Indirect Staff Turnover
  • Loss of Business
  • Impact on Reputation

Hiring the wrong person can result in significant costs. According to research, the average cost of making a bad hire is 3.5 times the employee’s first-year salary. This includes recruitment and training costs, reduced production, and significant damage to morale and client relationships.

Consider this: if you make an incorrect hire and need to repeat the hiring process, you’re essentially doubling your recruitment expenses. Additionally, there’s the significant investment of time and resources in onboarding and training someone who ultimately doesn’t align with the role.

Why Recruiter Fees are Justified

Expertise: Recruiters specialise in finding the best candidates for a position. They know where to look, how to attract top talent, and how conduct rigorous candidate evaluations. This knowledge can save you countless hours looking through CVs and conducting interviews.

Access to a Larger Pool of Candidates: Recruiters possess connections to a candidate network that you might not reach independently. This capability substantially enhances your likelihood of discovering the ideal match for your position.

Time Savings: Time equates to money, and the recruitment process can be exceedingly time-consuming. Entrusting this responsibility to a recruiter allows you to reclaim your time, enabling you to concentrate on other critical aspects of your business.

Reduced Risk of Poor Hires: Recruiters’ expertise and screening processes help to reduce the risk of hiring mistakes. They are adept at detecting warning flags from the start, ensuring that you only review candidates who are truly qualified for the position.

Going Forward

Though paying a recruiter fee may appear as an initial expense, it’s crucial to weigh the long-term advantages.

By avoiding the costs associated with a poor hire and leveraging a recruiter’s experience, you can ultimately save money and time while getting the best candidate for your organisation.

Partnering with a recruiter is more than just a cost; it’s a strategic investment in your company’s success and growth.

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The term “workplace culture” has become crucial in today’s business environment.  It is more than just a set of beliefs and practises; it is the very heart and soul of any organisation. A well-cultivated workplace culture can have a substantial impact on employee satisfaction, productivity, and the overall success of an organisation. In this piece, we will look at the importance of workplace culture, its key elements, and how to create and harness it for a thriving and successful organisation.

The Importance of Workplace Culture

Workplace culture, in a nutshell represents a company’s overall culture and common values. It is the set of unwritten standards that define how people interact, how business is done, and how the mission and values of the organisation are maintained. Here are some of the most important reasons why workplace culture is essential.

  • Employee Engagement: A good culture drives employee engagement by instilling a sense of purpose and connection in employees. Employees who are engaged are more devoted, driven, and likely to go above and beyond the call of duty.
  • Retention and Recruitment: Positive organisational cultures attract and retain great people. Employees who are happy are more likely to stay, lowering drop-off and making it easier to recruit the best people.
  • Productivity and Performance: Employees who feel valued, supported, and empowered are more productive and innovative. A positive culture motivates employees to give their all.
  • Collaboration and Teamwork: Employee collaboration is influenced by culture. A culture that fosters trust and cooperation improves teamwork, which leads to better problem-solving and creativity.
  • Innovation: A culture that supports risk-taking and sharing ideas encourages innovation. Employees that are comfortable putting forth new ideas drive the organisation forward.

Building a Positive Workplace Culture

Creating a positive workplace culture involves a collaborative effort from both leaders and employees. Here are some key elements and strategies for developing a strong culture:

  • Define Core Values: Define the core values of the business and communicate them regularly. Values serve as the foundation for the culture you wish to create.
  • Lead by Example: Leadership sets the tone for the workplace culture. Leaders should embody and champion the values they want to instill in the organisation.
  • Employee Involvement: Encourage employees to contribute to the culture by seeking their feedback and ideas. This sense of ownership fosters engagement.
  • Open Communication: Cultivate open and transparent ways of communication. Support feedback and active listening in order to create an environment in where issues can be addressed and solutions found.
  • Training and Development: Invest in employee development and training programmes.  Continuous learning and skill development contribute to a culture of growth and improvement.
  • Recognition and Appreciation: Regularly acknowledge and reward employees for their contributions. This reinforces positive behaviors and motivates others.
  • Diversity and Inclusion: Promote diversity and inclusion within the organisation.  A diverse workforce enhances creativity and brings different perspectives to problem-solving.

Workplace culture is a driving force in the success of an organisation. It has an impact on how employees feel about their jobs, their coworkers, and the organisation as a whole. A healthy culture is vital not only for attracting and maintaining talent, but also for encouraging innovation, collaboration, and ethical behaviour. When leaders and employees collaborate to develop and nurture the culture, they lay the groundwork for a flourishing and successful organisation that can adapt to the ever-changing business environment. So, keep in mind that culture is more than just a buzzword; it is the beating heart of your organisation.