Age discrimination can affect people at any stage of their working lives. Recruitment, training, promotion, pay and dismissal decisions all need to be considered, alongside everyday treatment at work.
Decisions should focus on the requirements of the role and the person’s circumstances, rather than assumptions about what people of a particular age can do.
Recognise the different forms
Direct discrimination means treating someone less favourably because of age. This can include assumptions about a person’s age, as well as their actual age.
Indirect discrimination can arise when a policy applied to everyone puts people of a particular age group at a disadvantage. Recruitment requirements deserve careful thought: asking only for recently qualified applicants may exclude suitable people unnecessarily.
Harassment includes unwanted age-related conduct that violates dignity or creates an intimidating, hostile or offensive environment. Age-related jokes should not simply be dismissed as harmless.
Victimisation involves detrimental treatment because someone has made or supported a discrimination complaint.
Review policies as well as individual decisions
Look at access to training, development opportunities, benefits and promotion. A rule that appears neutral can still affect age groups differently.
Some age-related treatment can be objectively justified, but this requires more than a preference or a generalisation. Establish whether there is a legitimate aim and whether the approach is proportionate. Take specialist advice before relying on an exception.
Avoid assumptions about retirement and benefits
Do not assume that reaching a particular age automatically ends employment. Pension arrangements and service-related benefits also have specific rules, so review the actual arrangement rather than treating age as a shortcut.
The Acas guide to age discrimination explains the protections and practical steps employers can take. Use it when reviewing recruitment wording, workplace policies or a concern raised by an employee.