One-Solution-Fits-All Mentality is Broken, Fostering Ageism in Business.

Brett Allen • February 4, 2025

I remember being asked in a training workshop a few years ago where I wanted to be in 15 years. I said retired. The look on the trainer’s face has remained etched in my memory, completely unable to process the idea that I was not striving for career advancement. The reality is that I do not see myself ever retiring, and I view careers as evolutions rather than linear progressions. However, businesses struggle with this notion, clinging to rigid categories that fail to reflect the complexity of human experience.

It would seem that some organisations’ inability to embrace the diverse needs of mature workers reflects a more profound struggle with complexity itself. Just as intersectionality reveals the overlapping nature of identity, so too should businesses recognise that people cannot be reduced to simple categories. A striking example of this struggle is a major food manufacturer that, on the surface, champions gender equality, inclusion, and diversity. I’m observing this from the sidelines and hearing astonishing tales as their staff depart.

However, its treatment of mature workers may reveal a different story beneath the careers marketing rhetoric. Those over 40, more so 50, are often met with what they sense is oversensitivity when they push back against micromanagement or refuse to be treated like interns. This contradiction may expose a broader issue within large organisations: the tendency to apply a one-solution-fits-all, rather than engage with the finer details of human experience.

This issue is definitely not isolated. A 2023 report by the ARC Centre of Excellence in Population Ageing Research (CEPAR) found that many mature workers in Australia feel excluded in today’s workforce ( CEPAR Report ). Despite extensive experience, they are often overlooked for professional development opportunities and denied flexible working arrangements, allowing them to contribute meaningfully on their terms. The Australian Human Rights Commission and the Australian HR Institute further revealed that one in six organisations are reluctant to hire individuals aged 65 and above ( Human Rights Commission Report ). At the same time, HR professionals widely acknowledge that older workers perform on par with or better than younger colleagues in areas such as job performance, concentration, adaptability, and creativity.

These findings reveal systemic barriers that prevent organisations from truly integrating mature workers into their workforce strategies.

It would seem the problem with many corporate diversity efforts is that they attempt to fit people into pre-existing boxes—young professionals, emerging leaders, retirees—rather than acknowledging the fluidity of individual priorities. HR departments need to adopt a flexible approach that recognises multiple solutions and accommodates the diverse needs of employees at different career stages. One approach does not fit all. Rather than seeking a universal framework, businesses should implement various policies and strategies that reflect their workforce’s varied expectations and experiences.

Mature workers bring deep knowledge, refined skills, and a capacity for mentorship that younger employees have yet to develop. However, they often find themselves sidelined as if their experience is a liability rather than an asset. This sidelining is a consequence of ageism and an organisational inability to manage complexity. Large corporations struggle with ambiguity; they crave structure, predictability, and categorisation. However, human beings defy such simplifications.

If businesses genuinely seek to foster inclusive environments, they must move beyond the notion of a one-size-fits-all approach. They must learn to embrace diversity in its fullest sense—not just diversity of race or gender, but diversity of thought, experience, and career trajectories. Mature workers are not a monolithic group. Some may wish to climb the corporate ladder, while others seek flexibility and balance. Some thrive in mentorship roles, while others prefer hands-on problem-solving. The key is not to impose a singular model but to create environments where multiple pathways coexist.

Instead of seeing career progression as a rigid climb, organisations should recognise it as a dynamic interplay of shifting priorities and personal evolutions. Workplaces must cultivate cultures that allow employees to redefine success on their terms. The companies that thrive will be the ones that understand that true inclusion is not about developing the perfect policy—it is about implementing the right mix of policies and ensuring employees have options tailored to their unique career trajectories and personal goals.

By embracing this complexity, businesses can move beyond superficial commitments to diversity and begin fostering truly dynamic, inclusive environments where people of all ages feel valued and engaged.

By Brett Allen March 28, 2026
Learning to See Organisations Differently
By Brett Allen March 19, 2026
A few years ago, I would never have imagined becoming an ethnographer of the train. But geopolitics has a way of rearranging the mundane. As fuel prices surge, a consequence of unnecessary war in the Middle East and trade wars, all decided in distant corridors of power. The ripple effect has forced me to switch from my car to public transport. From driving the lines, tracing my own routes through the road network insulated in steel and glass, I was thrown in with everyone else.  What I found has become curious. A train line is not simply a route through space. It is a line, physical and imagined, entangled with a multitude of lives, intentions, and temporalities. Knotting together and unravelling at each station along the journey. A student boards at one stop, a shift worker departs at the next, and a consultant opens a laptop three stations later. The line gathers and disperses, gathers and disperses. Each node of the collection station, platform, and carriage doors rounds up and orders human packages. People gather, but they do not meet. They are collected. Sorted. Loaded. Pack away. Arriving at the station or stop, bodies pour out in a slow, uniform current, phones in hand, heads bowed. I couldn’t shake the image of workers leaving the machine in Fritz Lang’s Metropolis . The same shuffling gait. The same downcast eyes. But these aren’t labourers broken by industrial discipline. These are knowledge workers, voluntarily tethered. I began to think of the smartphones as umbilical cords. Unnecessary ones at that. These digital entanglements connect each person to hegemonic entities they can barely name or conceive. Big tech, algorithmic processes, AI, data architectures, concepts that don’t enter the mind of the commuter. So who is nourishing whom in this arrangement? The user feels connected, sustained. The platform extracts attention, data, and behavioural surplus. Both parties believe the other is the dependent. And then there were the laptops. People are already working buried in emails, spreadsheets, Slack messages — before they’d arrived at the office. Whatever happened to the Australian ethos of working to live rather than living to work? That sensibility assumed a clean boundary between labour and leisure, between the office and the beach. The smartphone has erased or weakened that line. Work, rest, and distraction occupy the same device, posture, and glazed expressions. You cannot tell from looking whether someone is answering their manager or scrolling memes. The activity is identical. I noticed all of this because I was reading Tim Ingold’s Life of Lines , a physical book, held in two hands, which, of course, is its own technology of insulation. Ingold distinguishes between the wayfarer, who moves attentively through the world, and the transported person, who is essentially a parcel moved from one destination to another. My fellow commuters had gone further. They were being transported through physical space while simultaneously being transported through digital space. Present in neither. Autonomous in neither. The train line, this thing that entangles us all at different points of time and space, had become merely a conduit, its knots of human meeting pulled tight and never opened. The car windscreen has been replaced by the phone screen. The private cabin has been replaced by the digital bubble. The insulation persists. It just changed the substrate. I looked up from my book and saw lines everywhere. The fixed line of the rail corridor. The invisible lines of the wireless signal. The lines of text on every screen. The lines of force run from Washington to fuel pumps to household budgets to train tickets. And the line I was travelling, entangled with a multitude at different points of time and space, knotting and unknotting at every station. We were all following lines. None of us chose quite where they led. Perhaps the most honest thing I can say is this: I am one of the drones, too. I was reading a book about lines while being carried along one, performing a more prestigious version of exactly what everyone else was doing, absent from the shared space, following a thread of my own. The only difference was the moment I looked up. Maybe that’s enough. The ethnographic instinct isn’t immune to the pattern. It’s the willingness to notice you’re in it.
By Brett Allen November 18, 2025
This proposed paper is glance towards future research project and a trend on social media. With the topic of Empathy becoming a hot subject at the moment on social channels such as LinkedIn.
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