When we talk about ageism, the image often comes to mind is of seasoned professionals being pushed aside, and their experience dismissed. While this is a critical issue that deserves attention, today I want to shed light on another often-overlooked facet of ageism: the bias against younger workers, i.e. workers younger than 30 years old.
Despite their energy, fresh ideas, and eagerness to contribute, younger professionals frequently face assumptions about their abilities. It’s an unspoken truth, but one I’ve seen play out time and again—bright, capable individuals overlooked for no reason other than their age.
Consider this: nearly 30% of younger workers report facing age-related discrimination. Imagine being eager to prove yourself, armed with the skills to succeed, yet feeling like the deck is stacked against you before you’ve even started. It’s disheartening, but more than that, it’s a missed opportunity for the organizations that dismiss their potential.
I’ve heard the arguments: “They’re too inexperienced,” or “They need to pay their dues.” These phrases, often delivered casually, have the power to crush dreams. Yet for every bias, there’s a story that proves it wrong.
Let me share one. A fintech startup once took a chance on a 22-year-old data scientist. This young professional didn’t just meet expectations—they redefined them, pioneering advancements in predictive modeling that transformed the company’s offerings. Or consider the story of a retail brand that credited a 21-year-old social media coordinator with launching a campaign so successful it boosted sales by 35% in a single quarter. These aren’t exceptions—they’re examples of what happens when we give younger workers a chance.
And yet, stereotypes persist. Too often, younger workers are labeled as lacking soft skills like maturity or leadership. But I’ve seen the opposite to be true. In many cases, they excel at adaptability and collaboration. One hospitality company discovered this firsthand when they entrusted younger team members with client-facing roles. The result? A 15% increase in client retention, all thanks to the innovative approaches these young professionals brought to the table.
Leadership opportunities are another battleground. Too often, organizations hesitate to entrust decision-making power to younger professionals, assuming age is a prerequisite for leadership. But the world is full of examples to the contrary. Companies like Meta and Stripe were built by leaders in their twenties. Even in traditional industries, forward-thinking organizations that promote young talent reap the rewards. One marketing agency took a chance on a 25-year-old director, and within six months, team productivity soared by 20%.
The underlying problem is an outdated belief that climbing the corporate ladder should be slow and methodical. This mindset not only stifles younger workers but holds organizations back from adapting to a fast-changing world.
The cost of this bias is steep. It limits innovation, narrows diversity, and creates talent shortages at a time when industries desperately need fresh perspectives. Younger workers aren’t just the future—they’re the present. And when we fail to recognize their contributions, we miss out on the progress they can drive.
Steps Companies Can Take to Address These Issues
So, how do we move forward? Here are actionable steps companies can take to combat ageism against younger workers and unlock their full potential:
- Adopt Skills-Based Hiring Practices: Shift the focus from years of experience to specific skills and competencies needed for the role. For instance, revise job descriptions to prioritize certifications or problem-solving abilities rather than arbitrary experience levels.
- Revise Job Descriptions: Eliminate phrases like “minimum 5-10 years of experience” unless absolutely necessary. Instead, clearly define what the candidate needs to accomplish in the role.
- Provide Mentorship Opportunities: Pair younger employees with seasoned professionals to create a two-way exchange of knowledge and foster growth for both parties.
- Invest in Training and Development: Equip younger workers with robust onboarding programs, ongoing training, and access to leadership development resources to help them grow into their roles.
- Challenge Stereotypes Through Awareness: A team with a balanced mix of ages benefits from diverse viewpoints and approaches to problem-solving. An international study found that age-diverse teams outperform homogenous ones in creative problem-solving by 24%.
- Promote Early Leadership: Create pathways for high-performing younger employees to take on leadership roles. This demonstrates trust in their abilities and builds their confidence.
These steps aren’t just about fairness—they’re about building workplaces that are dynamic, innovative, and ready for the future.
To my fellow leaders: Let’s take a moment to reflect on the ways we can break down these barriers. Let’s be the ones who see potential where others see inexperience. Because when we do, we create workplaces that are stronger, more inclusive, and better prepared for what lies ahead.
Thank you for letting me share this with you. Together, we can change the narrative—not just for younger workers, but for all of us.
With gratitude and a steadfast belief in the power of possibility,
Annie