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

01
Aug 2024
CPHR Alberta
208
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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
MORE NEWS