Younger employees get harassed. Older employees get overlooked.

Ageism in the workplace is often framed as a problem for those nearing retirement. A new report suggests the picture is more complicated – and that bias is being felt just as keenly at the start of a career as at the end.

Age, Assumptions and Access at Work, released by Diversity Council Australia (DCA) and the Australian Human Rights Commission, examines how ageism shapes employees’ experiences once they are employed, rather than during recruitment, where age bias is already well documented.

The findings point to a divide. Nearly two in five (39%) younger employees aged 18 to 29 reported experiencing discrimination or harassment at work in the past 12 months, compared with 27% of those aged 30 to 54 and 19% of employees aged 55 and over. Younger employees were also more likely to encounter sexual harassment and everyday exclusion – being ignored, left out of social activities, or having their abilities questioned.

Older employees reported a different experience. They were the most likely to say they could be themselves at work, but significantly less likely to have access to development opportunities, mentoring and career support.

Age did not operate in isolation. Gender and caring responsibilities compounded exclusion: younger women reported the lowest levels of team inclusion, older women were the least likely to receive recognition or career development, and younger employees with caring responsibilities faced markedly higher rates of discrimination, harassment and exclusion.

“This report shows age continues to play a quiet but powerful role in shaping workplace experiences,” said Catherine Hunter, CEO of DCA. “Too often, assumptions about someone being too young, too old, not ready, or past their prime influence access to opportunity, recognition and support.”

Hunter said genuine age inclusion required an intersectional approach that recognised how policies and practices could compound disadvantage. “As Australia continues to navigate skills shortages, demographic shifts, and longer working lives, the ability to attract, retain and support people of all ages is not just a matter of fairness; it is essential to organisational resilience and performance.”

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Age Discrimination Commissioner Robert Fitzgerald said the data revealed a gap between what employees experience and what they report. “Ageism – whether against younger or older employees – is so deeply normalised many simply accept it as the status quo,” he said. “It is woven into the fabric of workplace culture, and people are rarely empowered to call it out.”

He cautioned against treating the issue as a contest between age groups. “Ageism is not a tug-of-war between generations; an opportunity for one cohort does not come at the expense of another’s. Exclusion presents differently for younger employees compared to their older counterparts, but the impact is just as damaging.”

The report sets out steps for employers, including improving access to career development, support flexible work, challenging age stereotypes, strengthening compliant processes, and building leadership capability.