Why we need to stop categorising and stereotyping generations

One of the biggest failings we are guilty of as human beings is laziness and one of the biggest ways in which we allow ourselves to be lazy is with stereotypes. These are terms, labels and impressions that we place upon people or groups of people. We reach for stereotypes as a shorthand way of putting people into categories and coming up with assumptions of what they are like.

All sorts of stereotypes persist and many of them have been challenged. It’s no longer, thankfully, acceptable to judge people based on their gender, skin colour or sexual orientation. Stereotypes themselves are lazy but when relied upon for judgement lead to unfair discrimination.

The worst stereotypes are being challenged, yet there is much more to do, both in these areas and beyond. The way we react to someone based on their age is another crucial area in which progress must be made.

Stereotypes are largely wrong

But why challenge generational stereotypes? Do they do any harm? The simple fact is that most of them are just plain wrong and using age as a way to judge someone’s talents and personality will lead you to make an inaccurate assessment. Just because someone is young doesn’t mean that they are unwise, fickle or spoilt. Equally, just because someone is old doesn’t mean that they lack energy, creativity or technological awareness.

Age stereotypes are particularly harmful for women in the workplace, with too many employers – 40 per cent according to one study - presuming that young women are bound to ‘get themselves pregnant’ and steer clear of investing in them as employees as a result.

Talent matters

In an age where companies compete with rivals right across the globe, it’s vital that they put together a workforce that has a broad range of talent. That means people with experience and people with none. It also means that writing someone off based on their age and what you assume they are like is foolish. A good mix of people of different backgrounds – not just ages – can create the right formula for success. Talent, suitability and potential are much more accurate ways for businesses – and society – to reach a judgement.

Having a multi-general workforce can, of course, create its own issues but these can be overcome. If workplaces deploy human resources software they can easily keep on top of any complexities that their mix of staff may throw up, and free up time for any pastoral work required to knit people together as a team.

The working landscape is changing

Creating a better, more balanced, workforce is an important ‘pull factor’ but there is also a ‘push factor’ that makes this important from a practical perspective.

With the state pension age creeping up over the coming years, people will have to work much longer. The workforce will, as a result, have to find room for older workers in a positive way, and not view them through the prism of stereotypes.

Of course, these points largely deal with the world of work. A less stereotypical view of age would also help to breed healthier attitudes to people outside of the office too. As we stated earlier, lazy assumptions based on categorising and stereotyping make for poor decision making and lead to mistakes. Only by ending this can we move towards a more progressive and productive society.