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The engineering industry is at a crossroads. Decades of underinvestment in apprenticeships have left sectors like aviation, rail, automotive, manufacturing, construction, and energy facing a significant skills gap. As the workforce that did receive training before those years retire, many businesses are struggling to find the expertise they need to remain competitive.
One often-overlooked solution to this problem is addressing ageism in recruitment. Experienced engineers, many of whom are nearing or past traditional retirement age, represent an invaluable resource of knowledge and expertise, and with the current cost of living crisis, many are still looking for a source of income. However, ageism doesn’t only impact older workers. Younger candidates can also face significant barriers, with assumptions that they lack experience or maturity.
In industries grappling with a shortage of skilled workers, overlooking both older and younger candidates due to misconceptions about age could be a costly mistake.
Understanding Ageism in Recruitment
Ageism in recruitment can take many forms, from unconscious bias during the hiring process to assumptions that candidates are either too old to adapt or too young to handle responsibility. These biases can exclude a generation of workers who still have much to offer, as well as hinder the growth of fresh talent entering the field.
While many think of ageism as a bias against older candidates, younger individuals often face age discrimination, too. In engineering, where experience is highly valued, young professionals are sometimes overlooked because they are perceived as lacking practical skills or industry knowledge. Ironically, younger workers may experience the same level of discrimination, if not more, than older candidates, creating barriers to progression in their careers.
The Value of Experience—Young and Old
Older workers bring a wealth of experience, often with decades of hands-on expertise. This experience can help fill the skills gap left by retiring workers and the lack of apprenticeship programs in previous decades. In engineering, where practical skills and problem-solving abilities are critical, the value of experience cannot be overstated.
However, young engineers, fresh from education or apprenticeships, often come with up-to-date knowledge of modern technologies, software, and new methods that older generations may not have had the opportunity to learn. Younger employees offer energy and fresh perspectives that can drive innovation and adaptation to emerging industry trends.
When both young and older employees are overlooked because of age-related bias, companies miss out on an opportunity for knowledge exchange and collaboration that is crucial to long-term success.
Combatting Ageism: A Practical Approach
To address ageism in recruitment, agencies and employers need to take proactive steps to ensure their hiring practices are inclusive and focused on skill rather than age. Here are some ideas that we are trying to introduce to combat any bias.
1. Blind Recruitment: Implement processes that remove identifying details such as age from CV's and applications. This can help prevent unconscious bias from influencing hiring decisions and encourage a focus on skills and experience. At MPI when we send a CV through to a client we ensure all personal information is removed from the CV so the focus is on the experience and the skills mentioned when reviewing.
2. Flexible Working Conditions: Older candidates may be more likely to seek part-time or flexible working arrangements, while younger employees may appreciate flexibility to pursue further studies or work on multiple projects. Offering flexible hours, within reason or perhaps a job share can make your positions more attractive to experienced and younger workers alike. At MPI we like to chat to our clients to find out what options are available for the roles so we can explore options for flexibility.
3. Cross-Generational Mentorship: Pairing younger employees with more experienced workers through mentorship programs allows for a two-way exchange of knowledge. Older employees can pass on knowledge, while younger workers can share insights into new technologies and processes. This also encourages an inclusive culture, reducing the age divide in the workplace. A job share may work well here too with perhaps one day of overlap with mentorship.
4. Ongoing Training and Development: Offering training for both older and younger employees helps to break down misconceptions that older workers cannot adapt to new technologies or that younger employees are not ready for leadership roles. Creating a culture of lifelong learning ensures that all workers, regardless of age, continue to grow their skills. At MPI we are working with and keen to expand on training schemes to up skill individuals who show a passion and a flair for the industries we work in. For more information on our trainee scheme please follow this link: Trainee Scheme Blog
The Business Case for Age Diversity
Beyond the ethical imperative to combat ageism, embracing age diversity offers clear business benefits. Studies have shown that diverse teams, including diversity in age, are more innovative and better able to solve complex problems. For industries facing a skills shortage, tapping into the experience of older workers alongside the fresh knowledge of younger employees creates a balanced workforce capable of driving change and meeting modern challenges.
Retaining both younger and older workers also ensures that recruitment pipelines remain strong, reducing the strain on companies struggling to fill crucial roles. In sectors where the demand for skilled professionals is high, this approach can be a game-changer.
Conclusion
The engineering sector faces a critical skills gap due to past underinvestment in training and the retirement of experienced workers. Combatting ageism in recruitment is not only a matter of fairness but also an essential strategy for closing this gap. Ageism affects both ends of the spectrum: younger candidates are often perceived as too inexperienced, while older candidates are deemed outdated or inflexible.
By valuing experience, promoting cross-generational learning, and offering flexible opportunities, companies can access a rich pool of talent that spans generations, ensuring the continued growth and success of engineering sectors grappling with the consequences of past neglect. Age diversity is a win-win solution that empowers businesses to thrive in an increasingly competitive industry.