Tackling age bias in healthcare

On 18 September, the IHF’s Women in Leadership Special Interest Group hosted an engaging webinar exploring age-related bias and intergenerational dynamics in healthcare teams. Chaired by Dr Mantwa Chisale Mabotja (Medical Manager, Public Health and Preventative Medicine Specialist at Tembisa Provincial Tertiary Hospital), we heard perspectives and unique insights from: 

• Professor Megan W. Gerhardt PhD, Founder of Gentelligence 

• Erin Maruzzella MBA, Founder and Director of Age-Friendly Design Thinking 

• Dr Miguel Paiva, CEO of Unidade Local de Saúde de Entre Douro e Vouga, Portugal 

Together, they examined how age bias impacts workforce management, innovation, and collaboration across healthcare organizations, and what hospital leaders can do to support a multigenerational workforce. 

Defining age bias in healthcare 

Professor Gerhardt framed age-related bias as a missed opportunity: when organizations fail to value age diversity, they lose out on innovation, engagement, and talent retention. 

Erin Maruzzella, citing the World Health Organization (WHO), described ageism as including stereotypes (how we think), prejudice (how we feel), and discrimination (how we act) towards individuals based solely on their age. She emphasized that bias itself is not inherently good or bad, however it must be recognized to determine whether it creates barriers or opportunities. 

Dr Paiva highlighted how society’s tendency to “put people into boxes” by age creates unnecessary tension, particularly in healthcare, where the priority is building motivated and collaborative teams which are essential for patient outcomes.  

Consequences of age bias and the benefits of intergenerational teams 

All panellists agreed that ageism has serious implications for both individuals and organizations. 

• For example, in the US, age-related bias costs the economy $850 billion annually by excluding older workers from opportunities and undermining their long-term security. 

• Bias also impacts team cohesion: misaligned expectations between generations can lead to poor communication, lack of respect, and reduced capacity to deliver high-quality care. 

However, when well-managed, age-diverse and multigenerational teams bring unique advantages. 

• Diversity of thought and experience fuels innovation and problem-solving. 

• Generational perspectives provide complementary strengths. For example, younger staff often excel in digital tools, while older staff contribute clinical experience and judgment. 

• Research shows that while workplace needs are largely consistent across ages, the norms of how individuals pursue those needs differ, creating opportunities for learning if managed inclusively. 

Bridging the gap: Practical approaches 

The panellists shared their practical strategies for addressing age bias and building inclusive hospital workplace cultures. 

• Collaborative research and projects: pairing younger clinicians (often engaged in investigations and PhDs) with more experienced staff fosters mutual learning and motivation. 

• Flexible training and development: offering protected time for research and continuous education appeals to younger staff and keeps older professionals engaged. 

• Cross-generational teams: intentionally mixing age groups in project groups and leadership roles enhances cooperation and strengthens outcomes. 

• Design thinking with an age lens: Erin advocated for age-friendly design thinking in hospital settings, which applies empathy-driven co-creation, while specifically addressing blind spots around age. 

• Policy review: Professor Gerhardt urged leaders to audit their HR practices that may unintentionally exclude certain age groups. 

Advice for hospital leaders 

Each expert concluded with a single piece of advice for creating age-inclusive workplaces: 

• Dr Miguel Paiva: Lead by example. Respect everyone and communicate in ways that value their differences. 

• Professor Megan Gerhardt: Proactively create opportunities for cross-generational collaboration and knowledge exchange. 

• Erin Maruzzella: Start with yourself. Recognize your own biases and use tools like the WHO Ageism Survey and Harvard Implicit Bias Test to identify potential blind spots. 

Looking ahead 

This session highlighted that tackling age bias is not only about fairness but also about unlocking the full potential of healthcare teams. By valuing every generation, and individuals as individuals, hospital leaders can foster inclusive, innovative, and motivated workplaces – ultimately improving care for patients. 

As the discussion closed, panellists reminded participants that building age-inclusive cultures is a long-term effort, but one that begins with awareness, leadership commitment, and practical interventions that bridge generational divides.