Ageism is undermining Australia’s workforce, with biases against both older and younger workers limiting productivity and exacerbating skills shortages.
A 2025 survey by the Australian Human Rights Commission (AHRC) and the Australian Human Resources Institute (AHRI) reveals that 24% of HR professionals now classify workers aged 51–55 as “older,” up from just 10% in 2023.
Meanwhile, younger workers aged 15–24 face similar prejudice, with only 41% of employers highly open to hiring them. These attitudes are locking out talent at a time when Australia’s economy demands inclusivity.
Ageism across generations
The Older and Younger Workers: What Do Employers Think? report, based on responses from 148 HR professionals, highlights a troubling trend: age-based biases are narrowing Australia’s talent pool.
Despite 55% of employers reporting hard-to-fill vacancies, only 56% are open to hiring workers aged 50–64 to a large extent, and just 28% consider those over 65. At the other end, only 41% are keen to recruit workers aged 15–24. These findings come as Australia’s unemployment rate hit 4.3% in June 2025, underscoring the need to tap all available talent.
Ageism isn’t new. A 2021 AHRC study found 90% of Australians see it as a societal issue, with 63% reporting personal experiences of age discrimination.
The 2025 report confirms this persists in workplaces, with one in five HR professionals admitting their recruitment practices disadvantage older workers, and 23% saying the same for younger ones. These biases are not only unfair but also economically shortsighted.
The cost of exclusion
Ageism’s impact is stark. For older workers, being labelled “too old” at 51 can mean missed opportunities, financial strain, and eroded self-worth. A 60-year-old Sydney engineer, for example, shared how they applied for 50 roles after a layoff, only to face rejections based on assumptions about their tech skills.
Younger workers, meanwhile, struggle against perceptions of inexperience, with only 1% of employers rating them highly for reliability. This dual bias stifles diversity of thought, which research from the Journal of Organizational Behavior (2022) shows boosts innovation and problem-solving.
Economically, ageism is a drag on progress. With Australia’s population ageing – projected to include 6.4–6.7 million people over 65 by 2042 – excluding older workers risks deepening skills shortages.
The Productivity Commission has flagged workforce participation as critical to addressing Australia’s productivity challenges, yet 59% of employers report losing key skills when older workers leave, with only 13% consistently capturing that knowledge.
A 2021 World Health Organization report also warns that ageism can reduce life expectancy by up to 7.5 years, adding health costs to the economic burden.
Stereotypes fueling bias
The AHRC-AHRI report reveals stark stereotypes. Older workers are rated highly for loyalty (74%), reliability (64%), and stress management (62%), but only 1% of employers see them as tech-savvy.
Younger workers fare better on energy and digital fluency but score dismally on reliability (1%) and loyalty (2%). These assumptions ignore evidence: a 2023 study by the University of Melbourne found no significant performance gap between age groups in tech-driven roles when training is provided.
Such stereotypes lead employers to overlook talent, with 18% refusing to hire workers over 65 outright.
Gender and ageism
Ageism intersects with gender, particularly for women. Those in their 50s, often at a career peak, face biases tied to menopause or caregiving roles.
A 2024 Chief Executive Women report noted that women over 50 are less likely to secure promotions than men of the same age, despite equal qualifications. Younger women also report being dismissed as “too junior,” compounding gender-based barriers. Addressing these issues requires nuanced policies that consider both age and gender dynamics.
Retention and inclusion strategies
The AHRC-AHRI report points to solutions. Flexible work arrangements, now offered by 72% of employers (up from 49% in 2021), are a top drawcard, with 80% of workers saying flexibility keeps them in the workforce longer.
Higher wages have surged as a retention factor (48% in 2025, up from 0% in 2023), reflecting cost-of-living pressures. Training (36%) and mentoring (38%) also help engage workers across generations.
Employers are urged to adopt age-neutral job ads, audit AI recruitment tools for bias, and invest in knowledge transfer to retain older workers’ expertise.
Cultural change is equally vital. A 2023 AHRC study showed that workplace training can shift ageist attitudes, while a 2024 report, Shaping Perceptions, called for media to portray older and younger Australians more positively.
Initiatives like the National Elder Abuse phone line (1800 ELDERHelp) empower individuals to challenge discrimination.
Building an age-inclusive future
Australia can’t afford to sideline talent based on age. With skills shortages and an ageing population, embracing workers of all ages is critical for economic growth and social cohesion.
By dismantling stereotypes, offering flexible work, and valuing diverse perspectives, employers can unlock the potential of older and younger workers alike. The evidence is clear: ageism, not age, is the real barrier to progress.
I’m a 63-year-young woman with over 35 years of experience as a graphic designer. Throughout my career, I’ve worked across the media sector, agencies, print shops, and run my own successful freelance business. Despite my extensive experience, in the past three years I’ve applied for over 40 graphic design positions without success. Interestingly, I often see the same businesses re-advertising those roles just months later.
There seems to be a perception that younger candidates are more energetic or mentally agile. But from my experience, age doesn’t determine work ethic. Some younger employees can be less reliable — frequently taking sick days after big nights out, browsing online during work hours, taking extended lunch breaks, or leaving roles quickly in search of the next opportunity. Mental health and burnout are also very real challenges for many younger professionals today.
Older workers like myself bring something invaluable to the table: decades of life experience, resilience, strong work ethics, and a mature approach to workplace stress. We’ve faced life’s ups and downs, and a deadline or a demanding project doesn’t rattle us — it motivates us.
To the businesses hesitant to hire anyone over 50: you’re missing out on a wealth of experience, commitment, loyalty, and knowledge. As for me, I’m now happily running a thriving business as a children’s book illustrator and graphic designer — and perhaps, just perhaps, winning over a few of your would-be clients.
So go ahead, keep hiring younger candidates and reposting those roles every few months. Maybe, eventually, one will stick.