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July 29, 2025
Recently, I came across an article that gave me pause—and ultimately, a renewed sense of urgency. "The Future of Work is Ageless" by Ivett Casanova and Tonya Wilson, published in the June 2025 issue of TD Magazine, explores how deeply ingrained age bias is in our workplaces, often without us even realizing it.
As someone who works closely with professionals across every stage of their career in public procurement, this topic hit home. We talk a lot about talent pipelines, professional development, and workforce planning—but how often do we talk about age as a dimension of inclusion? More importantly, how often do we unintentionally let age-related assumptions shape decisions?
The conversation around ageism is long overdue, and it's one we need to bring to the forefront of our leadership discussions.
The Demographic Shift We Can’t Ignore
By 2050, one-quarter of the population in Organisation for Economic Co-operation and Development (OECD) member countries—currently 38 nations including the United States, Canada, the United Kingdom, Germany, Japan, Australia, and others—will be over the age of 65. At the same time, millennials will be between 50 and 69 years old, while Gen Z will be mid-career. That future is already in motion, and how we respond now will shape the resilience of our workforce for decades to come.
Yet, 64% of workers today say they have experienced or witnessed age discrimination at work (AARP). That’s not just anecdotal—it’s systemic. Age-related complaints made up 21% of all workplace discrimination claims in 2023, according to the U.S. Equal Employment Opportunity Commission.
This isn’t simply a matter of fairness—it’s a workforce issue with very real economic consequences.
The Business Case for Addressing Ageism
When we overlook the contributions of seasoned professionals, we create gaps that are difficult—and expensive—to fill. Korn Ferry’s Future of Work report estimates that by 2030, the U.S. could face a shortage of 85 million workers, with trillions in unrealized revenue on the line. That’s a staggering figure—and it doesn’t account for the loss of institutional knowledge and leadership capacity that often walks out the door with retirement or early exits.
Age discrimination is costing the economy. AARP estimates that it reduces U.S. GDP by $850 billion annually—and if current trends continue, that loss could exceed $3.9 trillion by 2050.
More than just numbers, these losses show up in practical ways for our organizations:
- Loss of institutional knowledge: Years of experience are irreplaceable, especially in roles that rely on historical knowledge and strategic insight.
- Lower engagement: Employees who feel overlooked or undervalued tend to disengage, reducing productivity.
- Higher turnover and recruitment costs: The Society for Human Resource Management estimates replacing a single employee can cost up to 200% of their annual salary.
Challenging the Myths with Data
One of the most compelling parts of the article was how it dismantled the myths we’ve come to accept about older workers. These stereotypes persist—but the data tells a different story:
- Myth: Older workers are less productive.
Reality: In 58% of cases, older employees demonstrate higher productivity than their younger counterparts (National Bureau of Economic Research). - Myth: Older professionals struggle with technology.
Reality: Older adults actively engage with digital tools. With the right training, they adopt new technologies just as effectively as younger workers (PwC’s Fit to Compete report). - Myth: Hiring older workers is more expensive.
Reality: While salaries may be higher, retention is stronger. Workers aged 55–64 stay with employers over three times longer than those aged 25–34, helping reduce churn and training costs (U.S. Bureau of Labor Statistics). - Myth: Older workers aren’t motivated.
Reality: Work engagement often increases with age due to stronger emotional regulation and job satisfaction (Journal of Occupational Health).
These insights are particularly relevant in public procurement, where long-term relationships, regulatory complexity, and institutional memory play a crucial role. Experienced professionals often carry deep knowledge of procurement laws, vendor histories, and risk mitigation strategies—assets that are critical in navigating compliance and ensuring continuity. When that knowledge is lost, it impacts everything from efficiency to trust in public service delivery.
A More Inclusive Path Forward
We don’t have to accept ageism as part of workplace culture. There are tangible steps we can take to create more age-inclusive environments:
- Audit hiring practices to ensure job descriptions don’t contain coded language like “digital native” or “recent graduate.”
- Make training and development accessible to all ages, and design content that respects diverse learning preferences—self-paced online learning, in-person workshops, and microlearning all have a role.
- Establish mentorship and reverse mentorship programs to encourage two-way learning. Seasoned professionals can share institutional wisdom, while younger employees bring fresh digital perspectives.
- Create flexible retirement transitions—like part-time or project-based opportunities for those who want to stay engaged post-retirement.
Final Thought
If we want to build workplaces that are truly prepared for the future, we can’t overlook age as part of the broader conversation about building inclusive and respectful workplaces. Ageism is real—but it’s also addressable.
Public procurement leaders have a unique opportunity to model what inclusion looks like by intentionally valuing experience alongside innovation. The talent we need is often already here—we just need to make sure we’re not looking past it.
Reference:
"The Future of Work is Ageless" by Ivett Casanova and Tonya Wilson
TD Magazine, June 2025
Public procurement leaders have a unique opportunity to model what inclusion looks like by intentionally valuing experience alongside innovation.
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