For almost 15 years, age has been a protected characteristic under the UK Equality Act and yet there is still a blatant recruitment bias towards under-40s in our industry, where the average age is still 28. A global survey conducted by Women in PR in 2022 (over 400 women in 35 countries) revealed that discrimination on the grounds of ageism is almost as widespread as gender discrimination in our predominantly female-dominated sector. So, it would appear to be an intersectional issue.

As the CEO of SEC Newgate UK, a strategic corporate affairs agency that’s committed to responsible business, and a woman of over 50, this is an issue I care deeply about. That’s why this year we began the journey to become Age Accredited with 55/Redefined, an organisation that enables businesses to ‘Attract, Grow & Engage’ over-50s workers and consumers. And while I’m pleased (and somewhat relieved) to say that while we scored highly on their ‘R/AGE Readiness’ score – their analysis of how a company recruits and retains older workers through its age inclusive culture – the whole process opened my eyes to where our industry is going wrong.

Let’s start with recruitment. As a number of senior marketing and PR recruiters have highlighted recently (see ‘PR’s ageism problem’ in PR Week), many AI-based tools that HR agencies are using to recruit candidates have an inbuilt age bias towards candidates between 25 and 40 with around 15 years’ experience. But the root of the problem is that most of their clients still have a fixed view that younger talent is more desirable.

When it comes to retaining over-50s talent, comms agencies are not doing much better. Many highly skilled women and men are leaving the industry as they approach 50 – in my view, just as they are reaching the peak of their experience, capability and leadership potential.  Women in PR’s research revealed two-thirds of women didn’t see themselves working in an agency beyond the age of 50, which is a big concern considering the skills shortage.

Wedded to full-time roles

We know that one of the main reasons people leave in midlife is that they are seeking more flexible and part-time options, but the agency sector remains fixed on full-time roles. I’m told that we lag behind other sectors such as financial services and retail, which have better developed HR policies to retain talent into their 60s and 70s.

Failure to retain the over-50s results in loss of institutional knowledge and corporate memory – even the most brilliant younger people can’t go straight in at the most senior level because you need experience of situations to be truly effective. We can’t afford to lose those decades of insights gained from navigating complex crises, managing high-stakes relationships, understanding historical contexts and dealing with reputational or regulatory challenges.

But I don’t want to dwell on what’s wrong and how to fix it – I’ll leave that to the experts such as 55/Redefined. I want to focus on the raft of benefits that mature workers can bring and to share a few of my own experiences.

The socio-economic argument

The strongest argument for an age-inclusive work culture is a socio-economic one. You only have to look at the demographics of G7 countries to see why: By 2030, workers over 50 will make up 47% of the UK workforce, according to a report by Legal and General. Add to this the rising tide of the skills gap crisis in high-income countries, and it’s clear over-50s are going to have to be the bridge to the solution. The multigenerational workforce is not a nice-to-have, it’s a given: many big organisations are already managing five generations in their teams.

Consumers are also getting older. By 2040, it’s predicted that 63p in every pound spent by consumers in the UK will be spent by someone aged 50 or over. Savvy retailers and service providers are wise to this fact and have started targeting older customers with products and offerings that are attractive to them, as well as recalibrating their customer services teams to reflect ageing demographics.

Advertising and marketing creative for this age group is also evolving. (Or haven’t you heard that ‘50 is the new 30’?) UK consumers in the 50-65 age bracket are more likely to be thinking of the next charity run or rock concert they are going to attend than worrying about their pension pot. What used to be called the “grey market” is now being reevaluated as the “gerontolescent” market. 

In short, this age group is increasingly influential in shaping economic and societal trends, so having 50+ representatives helps us to understand and communicate with this audience effectively and with the benefit of lived experience. Multigenerational teams futureproof the communications business.

Corporate affairs requires a deep understanding of diverse stakeholder groups, many of whom are older themselves – whether dealing with C-suite executives, policymakers or investors. The ability to relate to these audiences – and to craft messages that truly resonate – often improves with age and experience.

Resilience and a diversity of perspective

Over-50s also add resilience and a diversity of perspective to teams. They are likely to be more careful, considered decision-makers, applying critical thinking (that improves with age). And, of course, they have a greater depth of experience (and a deeper contacts book/LinkedIn network) to draw on. Conversely, not having people who are 50+ on teams could create strategic weaknesses, missed opportunities and will impact effectiveness. 

As a corporate affairs agency working at the intersection of advocacy, communications and insight, we value the experience of our senior consultants highly. Our clients are looking for trusted advisors, a safe pair of hands and often highly specialised knowledge. Many of our consultants bring 20 or even 30+ years’ experience and not just in public relations: on editorial news desks, in broadcasting, local and national government and in business management.

In crisis communications, experience is often the defining factor between success and failure. It’s the seasoned voices in the room, who have watched regimes come and go, reputations rise and fall, and can draw on a deep reservoir of insights, who offer the most reliable mitigation strategies and solutions. Real world experience trumps theoretical approaches which can often escalate rather than resolve crises.

Furthermore, we advocate for responsible business practice and corporate sustainability. Again, research from Bain & Co shows that older workers are more likely to have a greater sense of personal accountability in the workplace, providing guard rails on standards. Our own research into Responsible Business attitudes reveals significant generational differences: where Gen Z may think it is appropriate for businesses to speak out on issues such as politics, for example, Gen X generally would not. When advising clients, we need to be conscious of these nuances.

Coupling experience with the views of younger colleagues

Diversity is the cornerstone of creativity and innovation. In terms of multigenerational dynamics, over-50s workers bring more life experience and often deeper emotional intelligence (EQ). This makes them prudent leaders on certain accounts where sensitivities run high and strategic foresight is needed. When these matured skills are coupled with views of younger colleagues, it brings agility and sustainability to campaigns.

Older workers also have a critical role to play in mentoring. Since the Covid-19 pandemic, I have been particularly struck by how alienated many young people entering the business seem to be. During those lockdown years of remote studying and working, they missed out on that one-to-one mentorship in the office that was so helpful for me as a young person entering the dizzying world of public relations.

These are just my insights. The multiple benefits that older workers can bring are backed up by solid research. For example, over-50s are less not more likely to go off sick, according to Bain & Co. In fact, they increase company productivity. In the UK, older workers generally exhibit higher job tenure due to a combination of loyalty, stability, and life stage priorities. Data from CIPD shows that Baby Boomers (55+) average around 8.4 years in a job, while Gen Z workers (under 27) average just over 1.5 to 2 years in a role​. These trends can be attributed to varying career priorities: Gen Z typically values job satisfaction, growth opportunities, and flexibility, which leads to frequent job changes; whereas older workers are more likely to prioritise stability and long-term benefits​. 

We must also overcome the bias that older workers do not adapt well to technological changes: this is the generation that experienced the birth of the internet, the move from landlines to mobile, the creation of social media. In fact, the Bain report shows over-50s are very open to upskilling and reskilling (so apparently, you can “teach an old dog new tricks”). Given the cost in time and cash in recruiting people, not to mention the disruption to businesses when people leave, these are some hard facts in favour of hiring and retaining more over-50s.

I don’t wish to exult older workers at the expense of younger talent. Far from it. Younger workers are the lifeblood of an agile, fast-growing communications firm. But it is time someone pointed out the elephant in our industry: ignoring the contributions of the over 50s isn’t just an ethical oversight, it’s a strategic misstep that agencies can no longer afford to make.

My vision for SEC Newgate UK is to foster an environment where intergenerational teams collaborate seamlessly, and age is irrelevant—unless it’s a key part of the brief. It’s not about ticking boxes; it’s about building winning teams that leverage the power of generational diversity, combining fresh perspectives with seasoned wisdom to deliver innovative, well-rounded, and exceptional results for all stakeholders.