Age bias in the workplace isn’t just a risk; it’s a daily reality for many employees, and new research reveals that it can start at a much earlier age than you might expect.
A study recently published in Personnel Psychology reveals a troubling pattern: appraisals of potential, although designed to spot future leaders, when performed by managers can inadvertently reinforce age stereotypes. This ‘silver ceiling’ keeps talented, experienced employees from advancing, starting as early as 48 years of age – when most still have nearly 20 years left in their careers.
How does the silver ceiling form?
Potential appraisals aren’t just for early career talent, but also to identify leaders ready for more senior roles. However, because managers tend to unconsciously link “potential” with “youth”, older employees get systematically lower ratings. These biased assessments ripple through promotion decisions, meaning seasoned professionals are repeatedly overlooked, not because of their skills or contributions, but because of their age.
This isn’t just unfair; it’s a hidden form of age discrimination that can drain organisations of valuable experience, insight, and stability. With age discrimination payouts on the rise and ageism described as “pervasively embedded” in workplace culture, the risks for employers, both ethical and financial, are growing.
What should HR do?
Abolishing potential appraisals isn’t the answer – when used well, they’re a valuable complement to performance reviews, helping organisations plan for the future. The challenge is to ensure they’re fair, unbiased and genuinely useful for identifying who can thrive in more complex roles.
How can HR break the silver ceiling?
- Challenge age bias in your systems
- Regularly review your HR processes for age inclusivity. Ask: are our definitions of “potential” unconsciously skewed toward youth?
- Train managers to apply clear, consistent criteria for potential, moving beyond gut feel or stereotypes. Rather than focusing on what not to do, help managers answer “potential for what?” in concrete terms, i.e. potential to step into a more complex and challenging role, operating at a more strategic level with increased people management requirements.
- Make appraisals more robust and transparent
- Use validated, structured methods for assessing potential. Avoid relying on a single rating or subjective impressions – these are especially prone to bias.
- Consider tools like behaviourally-anchored rating scales or structured behavioural interviews. These encourage managers to think systematically and explain their reasoning, reducing the influence of stereotypes.
- Hold managers accountable
- Let managers know they’ll be asked to justify their assessments. This simple step increases process accountability and encourages more thoughtful, evidence-based evaluations.
- Monitor impact and adjust
- Track ratings and promotion outcomes by age group. If older employees are consistently underrated and overlooked, dig deeper and adjust your processes.
The bottom line
Age should never be a barrier to advancement, but without careful design, potential appraisals can reinforce the very biases they’re meant to overcome. Only by making your systems more structured, transparent, and accountable, can HR unlock the full value of a multigenerational workforce, ensuring that experience and potential are recognised at every age.