Workers in their 40s can be among an organisation’s most valuable employees because of the practical experience, professional judgement and institutional knowledge they have accumulated
Dar es Salaam. Reaching the age of 40 or above is associated with experience, confidence and professional maturity but for some workers, those years are increasingly becoming a source of anxiety in the workplace.
Concerns over age discrimination are emerging as some employees and younger colleagues associate older workers with resistance to technology, limited adaptability and declining productivity.
For workers affected, the discrimination is not always expressed through formal policies. Sometimes it comes in casual remarks, jokes or assumptions about what people in their 40s and above can or cannot do.
Paul Jonas, 44, an employee at a bank whose name he asked to be withheld, experienced such first-hand during a staff event.
While organising teams for games at the event, a junior colleague shouted: “You are old already.”
“I was very surprised that such a comment was made in that kind of environment,” Mr Jonas says.
He responded: “Yes, I am older than you but let’s focus on what lies ahead of us.”
The colleague then asked why people became upset when they were told they were old.
For Mr Jonas, the exchange illustrated how age-related comments can be dismissed as harmless humour even when they make colleagues uncomfortable or undermine their sense of belonging. Nurse Mgala Mwakatundu, 47, says she has encountered similar attitudes since her late 30s.
During an official meeting, her supervisor referred to employees in her age group as “those old nurses”. Junior colleagues turned the comment into a joke, triggering a discussion among staff before employees in their 40s and 50s felt valued and respected again.
“It is important for people to respect one another regardless of our differences,” Ms Mwakatundu says.
She argues that workplaces can benefit from having employees of different generations working together because experience and new skills can complement each other.
Human resources expert Lugano Bwenda says workers in their 40s can be among an organisation’s most valuable employees because of the practical experience, professional judgement and institutional knowledge they have accumulated.
He rejects the assumption that employees who began their careers before the rapid expansion of digital technology cannot adapt to technological change.
“When their experience is combined with digital skills through continuous training, they become exceptionally productive and difficult to replace,” Mr Bwenda says.
However, he identifies family responsibilities as one of the challenges faced by many mid-career professionals, with some simultaneously supporting children and ageing parents.
He says employers should consider flexible working arrangements rather than treating such responsibilities as a disadvantage.
Mr Bwenda cites his own experience of working three days from the office and two days from home, an arrangement that allowed him to care for his seriously ill mother while continuing to meet his professional responsibilities.
“Such experiences demonstrate that flexible work policies not only help employees manage life’s responsibilities but also enable organisations to retain experienced, committed and high-performing talent,” he says.
For Nehemia Kachenje, 44, the problem goes beyond the workplace.
“Many young people consider those in their 40s to be too old, and the language used to describe them is often discriminatory,” he says.
Mr Kachenje says the solution is not for older workers simply to compete with younger employees, but for organisations to combine the strengths of different generations.
“While the younger generation may have stronger digital skills, people in their 40s possess extensive knowledge and experience that are highly valuable in the workplace. What is needed is to combine the strengths of both generations and strike a balance that reduces tension and promotes mutual respect,” he says.
Employment lawyer Edson Kaindoa says employers can also address age bias through their recruitment and employment practices.
He recommends avoiding unnecessary age restrictions in job advertisements and assessing candidates according to their skills, qualifications and performance rather than their age.
A career adviser, who requested anonymity, says technological change should not automatically be equated with youth.
Many mid-career professionals continue to acquire digital skills through training and professional development, she says, warning that employers who overlook experienced workers could lose valuable expertise.
“As populations age and demand for skilled professionals grows, organisations that embrace age-diverse workforces may benefit from a wider range of perspectives, stronger institutional memory and improved decision-making,” she says.
