Based on the 2019 Eurobarometer ondiscrimination in the EU, agediscrimination remains one of the most prevalent forms ofdiscrimination. 40 % of individuals in the EU believe that agediscrimination is widespread in their country, and according to the first Global United Nations report on Ageism, one in three people in Europe, both young and old, reports having been a target ofageism, a phenomenon more pervasive thanracism and sexism in this region. Ageism refers toprejudice ordiscrimination against a particular age group, especially the elderly. The report found that 1 in two people are ageist towards older people.
Discrimination based on age occurs in the field of employment but is also pervasive in access to goods and services.discrimination in accessing healthcare is a particular concern for people 55+, which has been brought to the fore in the context of COVID-19.
Nevertheless, it is important to underline that agediscrimination exists both against younger and older persons.
In the EU, directives exist that ban discrimination on the basis of age in employment and occupation, which means that:
In Luxembourg, the subject is continuously addressed by companies, as was highlighted by the Barometer "Diversity & Enterprises Lëtzebuerg 2021". The subject of young people under 26 and seniors over 50 are subjects of actions for 59% and 52% of signatories respectively.
Resources by IMS Luxembourg and the Diversity Charter Lëtzebuerg
Guide ‘Age and Intergenerational Management’, created by the Autonomous Working Group of the Luxembourg Diversity Charter (Reserved for signatories. Ask for the brochure at info@chartediversite.lu)
External resources
Discrimination based on age can occur in different ways, such as an insulting comment of age restrictions, for example if only people above or below a certain age are entitled to promotion or training within the framework of their employment.
No, both younger and older people can experiencediscrimination based on age. For example, compared to their older colleagues, young employees are underestimated or overlooked when it comes to work promotions.
Intergenerational management aims to create a work collective involving all the generations present within the organization.
To do this, managers must constantly strive to fight against anyprejudice associated with age (through training, for example) and establish a mode of operation that facilitates the transmission of knowledge between the various generations. For example, by setting up amentoring system and creating junior/senior pairs (support in mastering new technologies, transmission of knowledge, etc.). Managers and HR managers also have the task of supporting staff, by integrating diverse needs (more or less regular need for feedback, different expectations regarding career development, etc.) in order to avoid situations of exclusion. The red thread of the approaches is to try to get out of the classification of generations.