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.

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.

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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In an ideal world, the workplace should be a haven for productivity, personal growth, and collaboration. However, not all workplaces live up to this ideal, and some harbor a toxic culture that can have detrimental effects on employees’ well-being and the overall success of the business.

Recognising these warning signs is the first step towards dealing with and changing a toxic workplace culture.

Here are some common indicators that your organisation may have a toxic workplace culture:

High Turnover Rates

A high turnover rate is one of the most clear signs of a toxic workplace culture. When employees often leave or are fired, it’s a sure sign that something is wrong.

Frequent Employee Complaints

A mass of employee complaints about different aspects of their workplace, from management to colleagues, is a red flag. These grievances may include issues such as favouritism, harassment, or a lack of support.

Poor Communication

Poor communication, whether defined by aggressive behaviour, shouting bouts, or a lack of transparency, can create an environment filled with tension and distrust.

Excessive Micromanagement

Managers that are overly controlling and do not trust their employees to carry out their responsibilities can cause frustration and low morale.

Fear of Retaliation

A toxic and restrictive culture discourages employees from raising issues or providing constructive criticism for fear of retaliation.

Discrimination or Favourtism

Discrimination, favouritism, or offering opportunities based on personal relationships rather than merit can all contribute to a toxic work environment.

Absence of work-life balance

Discrimination, favouritism, or offering opportunities based on personal relationships rather than merit can all contribute to a toxic work environment.

Resistance to Change

An organisation that is resistant to change, innovation, and evolution can become stagnant and exasperating for employees.

Neglect of Wellbeing

Employees’ physical and emotional health can suffer as a result of a constant stressful work environment.

Lack of Growth Opportunities

A workplace that offers no clear path for career development, learning opportunities, or upward advancement can lead to stagnation and frustration.

Bullying and Harassment

Workplace harassment, whether verbal, physical, or online, is a serious indication of a toxic culture.

Recognising these indicating signs is the first step towards dealing with and changing a toxic workplace culture. If any of these signs are present in your organisation, immediate action is required. Open communication, employee feedback, and a commitment to positive change can help in the transformation of a toxic culture into one that promotes productivity, personal growth, and employee well-being. After all, a positive workplace culture is not only beneficial to employees but also an important factor in a company’s long-term success.

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