by Kacey Stapleton

Created on: February 04, 2009   Last Updated: May 08, 2009

In the current economy retiring isn't the almost certain option it's been in the past. Some can't afford to retire, while others simply want to continue at their job, or even change careers. Many, especially those from the baby boomer generation' will face an obstacles they didn't expect such as age discrimination.

Ageism in the workplace is usually seen as a prejudice against anyone nearing or passing the standard age of retirement. Discrimination can either be systematic or incidental denial of employment, advancement or fair treatment. Systematic discrimination means an employer deliberately instructs management either against hiring individuals of a certain age or to force out workers as they near the age of retirement.

In cases of incidental discrimination the same results come about without direct orders by either an employer or management. This type of problem occurs if there are negative attitudes against older employees in a workplace which go unchecked.

The U.S. passed the Age Discrimination Act of 1967 to curb the unfair treatment of older workers. The act states employers can't refuse to hire or fire an employee due to age. An employer also can't use age as a reason to deny benefits, pay, or advancement, nor can they segregate an employee for this reason.

Many employers have fallen for certain stereotypes and believe older employees will wind up costing them more money than a younger one. As with most cases of discrimination their bias gives them a flawed viewpoint, and they think older employees will not take the job seriously, want more money, have more frequent need of benefits and will want to leave before putting in enough time to substantiate giving them the job.

In fact, the opposite of these stereotypes is usual true. Older workers have more experience. They need less training, are less accident prone, have longer attention spans, and are more detail oriented. They've honed better communication skills, and have more pride in their work. Younger workers might be conflicted between work and family. Older employees usually are reaching a point in their lives where they may have fewer responsibilities outside work.

The insidiousness of the "grey ceiling" through is that these very attributes may work against some senior employees. Managers might take advantage of their loyalty or exploit the fact they might have fewer employment options. Some report training younger staff members who then leapfrog over them to higher positions. Others

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