Companies Take a Stand Against Ageism 

It’s estimated that 10,000 Baby Boomers turn 65 every day, according to the U.S. Census Bureau – a ‘silver tsunami’ that’s just starting to impact the meetings industry.

“Companies are beginning to see a talent drain,” said ROAR forward’s Michael Clinton, an author and keynote speaker on what’s being called the ‘New Longevity.’ “There aren’t enough Gen Xers to fill senior-level positions where there’s a demand.

“Companies have to start thinking about how they can retain their long-time employees, retrain them, promote them and hire them. The more enlightened ones are beginning to have a new strategy in regard to their 50 and 60+ employees.”

Leading the Way in the Meetings Industry

Some major meeting management companies are working hard to fight ageism and retain mature employees.

One is Meetings & Incentives Worldwide Inc., where Tina Madden, CEO, views her senior employees as a strategic advantage.

“They bring a wealth of experience and expertise that significantly enhance our team’s performance and decision-making,” she said. “They have been integral to our journey and navigated challenges and disruptions, as well as successes.

“They also have a deep understanding of industry nuances, problem-solving skills and mentorship capabilities that are invaluable to our younger team members.”

To retain these people, the company offers flexible hours and work arrangements. “We recently redesigned roles for three employees who ‘partially retired,’” she said. “They now enjoy flexible hours while leading initiatives around sustainability, neuroscience and sourcing. It has been very successful.”

Janet Traphagen, president of Creative Group, estimates that 30% of her 210 employees are 50+. "They bring a level of expertise and resilience that not only strengthens the work we do for our clients but also sets the tone for how we grow as a team.” 

These employees often are paired with new employees as mentors. “It’s a win-win: Our seasoned professionals get to share their knowledge, and our newer team members gain valuable insights to help them hit the ground running. It’s how we honor experience while building for the future."

Walking the Talk

In this new anti-ageism environment, companies are creating options for employees who have worked there for decades.  

Clinton uses his own firm as an example. “We take senior executives, when they are ready to step out of the grind of the day-to-day, and either work in a reduced timeframe or capacity, at a reduced salary, and segue out over one to three years.

“Companies can put people on a two-year track, giving them training and information, and making sure they are thinking about what’s going to be next for them.”

L'Oréal, whose customer base is 50+, is the poster child among companies, said Clinton. Its ‘For All Generations’ program focuses on intergenerational employability, and 15% (13,000) of its employees are over 50 years old.

AARP’s Employer Pledge Program lists hundreds of companies that have signed an anti-ageism pledge. They promise to recruit across diverse age groups and consider all applicants on an equal basis, regardless of age.

Mature Job Hunters: What to Look For

Planners looking for age-inclusive companies often don’t know where to start.

Here are 4 things to look for:

1. Start with their website. Is the leadership team multigenerational? Do the images used include older workers? If not, it could reflect attitudes about ageism.
   
2. Check out LinkedIn. If a search of current employees yields nothing but young faces, that’s another indicator.

3. A company’s policies are another clue. Do they offer anti-bias training? Flexible work hours? Is age included in their DEI policy?  

4. Does the company have Employee Resource Groups (ERGs) for 50+ employees. “We’re seeing more of those beginning to emerge,” said Clinton. “These are communities of employees with shared interests, and they are going to be different from the shared interests of people who are younger.”