The Primordial Nature of Ageist Stereotypes - An Ageist Series (1 of 3)

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Aug 2024
CPHR Alberta
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A person is playing a game of chess on a table.

Author: Manley Osbak 

While demographic shifts increase the percentage of older adults in society, unexamined motivations and pervasive biases continue to devalue this growing demographic. Ageist attitudes not only marginalize older adults but undermines the social capacity to organically develop through intergenerational exchange. Consequently, the impoverished environments we create—shaped by stereotypes—become the ones in which we find ourselves mired. This disconnect between demographic reality and societal response underscores the urgency to address our ageist perceptions.

In 1982, the United Nations highlighted the 'phenomenon of aging on a massive scale' at the first World Assembly on Ageing. The Secretary General of the Assembly, Mr. William Kerrigan, emphasized the broad economic and social impacts if the challenges of ageing were not addressed. He pointed out that before developing solutions, a fundamental shift in our attitudes towards ageing was necessary.

Four decades later, little seems to have changed. In 2021, the World Health Organization reported that ageism is widespread and deeply entrenched, impacting society on a level comparable to racism. Ageist stereotypes cast older adults as less productive, less ambitious, resistant to change, and less competent: implying a lack of capability, skill, and intelligence. This enduring prejudice not only marginalizes older people but ensures the development of an impoverished workplace, where biologically driven strengths are neither recognized nor leveraged.

While Kerrigan rebuked our attitude, Ronald Reagan, then President of the United States, clearly, yet unwittingly, expressed it. Speaking to the Assembly, he said, 'Older persons must have a secure place in society. They must be given the opportunity to contribute both socially and economically. Above all, they must not be denied the dignity that comes from being wanted, needed, and respected.' His statement express the biases that Kerrigan warned us about: it is not older adults who need our noble egalitarianism, but rather, it is we ourselves who need to recognize the structure of our own loss.

Ageist stereotypes extend beyond superficial judgments about the specific traits of older people, but instead, reflect a deeper, more fundamental human concern. As depicted in Figure 1, the Stereotype Content Model categorizes these judgments along two primary dimensions: competence and warmth. These dimensions are frequently used as proxies to evaluate an individual's competitive potential. This assessment, in turn, gauges their perceived ability to enhance, undermine, or threaten our own competitive standing.

When people are perceived as competitive and having social status, they are seen as competent but lacking warmth, that is, they are seen as ‘cold.’ Conversely, those seen as not competitive and with low status are typically seen as warm but incompetent. Ageist stereotypes categorize older adults as warm but incompetent due to their perceived lack of competitiveness and low social status. Thus, stereotypes essentially assess a person's capacity to either threaten or support one’s self-enhancement drives and the groups with which one identifies, such as one's employer. Engaging in stereotyping involves making decisions about including or excluding people based solely on our perceptions of their potential to competitively threaten or support us.

Stereotypes distort the truth about people, imposing a false identity upon them and simplifying complex human attributes. While they may be intended to protect the in-group from perceived threats posed by the out-group, ageist stereotypes deprive us of the rich intergenerational processes that hold profound social and interpersonal value. This is the very dynamic that the Secretary General highlighted when he warned about the impacts of ageism. Ageist stereotypes overlook the vital contributions that different age groups make to each other’s development and well-being. Addressing ageism, therefore, is not about extending charity to older adults, as suggested by Reagan’s address; it is about recognizing that their involvement is crucial to our collective and individual development.

Ageist stereotypes are more than just superficial misjudgments about older adults; they represent a more primordial concern about competitiveness, resource allocation, and self-enhancement. As explained through the Stereotype Content Model, ageist stereotypes pigeonhole older adults as warm but incompetent, reflecting their perceived lower competitiveness and social status. Such misguided perceptions not only misrepresent individual capabilities but also hinder the potential benefits of intergenerational solidarity, engagement, and exchange.

Historical insights, such as those from the United Nations' World Assembly on Aging, reveal the persistent nature of these stereotypes and their detrimental effect on social exchange, particularly within the workplace. Importantly, human society is fundamentally intergenerational, with an evolutionary interdependence that strengthens communal ties and enhances collective growth. Recognizing and addressing ageism is therefore not an act of charity but a crucial step towards harnessing this intergenerational strength and fostering a more sustainable and productive society and workplace.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

Manley Osbak is a Workforce Development Specialist with Work Locomotion where he leads the development and delivery of supervisor training. As a Certified Training and Development Professional with over 25 years of experience in the energy, construction, and manufacturing sectors, Manley focuses on helping supervisors master their roles in an increasingly complex operating environment. Having authored and coauthored numerous journal papers and trade magazine articles, Manley is well known for his investigative approach and crisp delivery. Connect with him on LinkedIn and access his current work on worklocomotion.Substack.com.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
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