The charity's survey of 4,000 UK adults also revealed that 36% believe employers stop viewing applicants as desirable by age 50 or younger; and 8% report that this happens as early as 40.
The group most likely to believe that candidates stop being seen as desirable by 50 or younger were respondents aged 45 to 54: 41% reported holding this view.
Just 10% of members of the public do not think there is an age at which people stop being seen as a desirable candidate for employers to hire.
Age bias in recruitment still occurs because some employers have “outdated ideas about cultural fit and productivity rather than focusing on skills and experience,” said Ray Wareing, group director and board sponsor for DEI at recruitment firm Sellick Partnership.
Wareing told HR magazine: “There’s a misconception that experience automatically means higher salary expectations, or that older workers won’t adapt to change. That outlook narrows talent pools and can occasionally penalise experienced candidates unfairly.”
To ensure your company is age‑inclusive in its hiring, it’s important that hiring managers are “trained to recognise and reduce unconscious bias so that decisions focus on what a person can deliver, not when they were born,” Wareing said.
To improve age-inclusive hiring, Tracy Riddell, senior programme manager for age-friendly employment at the Centre for Ageing Better, recommended that employers write job adverts that appeal to all ages, removing language and imagery that can deter older workers.
Riddell told HR magazine: “Employers should consider including a diversity statement in job adverts that emphasises age-inclusivity, and making sure that career pages and recruitment tools include a diverse range of employees, and age-friendly imagery.”
Commonly used application processes, such as standardised application forms, can disadvantage workers with the most experience, explained Riddell, adding: “To de-bias the application process, employers should consider removing any non-essential details on application forms that might indicate someone’s age. For example, ask for ‘relevant work history’ as opposed to an entire working history.”
Age diversity plays a critical role in effective workforce planning, Wareing argued, explaining: “A mix of perspectives drives resilience; younger and older professionals bring complementary insights, helping teams navigate complexity and innovate effectively.
“Hiring across age brackets also improves retention and your employer brand, making your organisation more competitive and more attractive to potential new hires.”
Emma-Louise Taylor, group head of learning and development and EDI at global HR and staffing services provider, Gi Group UK, agreed, stating that age diversity strengthens workforce planning because it broadens organisational capability.
Taylor told HR magazine: “In a changing labour market, organisations that attract and retain talent across age groups are better positioned to adapt, maintain capability, and respond to future skills needs.”
The Centre for Ageing Better commissioned the research organisation Opinium to conduct a nationally representative survey of 4,000 UK adults between 16 and 20 January 2026, as part of the centre's anti-ageism campaign Age Without Limits.
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