Navigating Tech Ageism: Insights and Strategies from Experienced Engineers

The question of whether ageism in tech is still a problem elicits a resounding 'yes' from many in the field, drawing on years of personal experience and observation. The original poster's attempt to combat this via a specialized job board six years prior, while popular, failed to gain financial traction, suggesting a reluctance from companies to proactively invest in solutions. This discussion delves into the multifaceted nature of ageism, its perceived causes, and strategies individuals employ to navigate it.

The Many Faces of Ageism

Commenters describe various ways ageism manifests:

Hiring Bias: Younger hiring managers may feel uncomfortable hiring or managing older, more experienced individuals. One engineering manager candidly admitted to this unconscious bias and described actively working to counteract it. Assumptions about higher salary expectations and a reluctance to work long hours or be on-call also play a significant role.
Cultural Mismatch: The infamous "culture fit" is often cited. Companies, particularly startups, may cultivate a "college, but being paid" environment, where older professionals might not feel they belong or are not perceived to fit in. This can extend to subtle pressures like conforming to casual dress codes to avoid standing out.
Perceived Threat: A strong theme is that experienced Individual Contributors (ICs) who are respected in their field can be seen as a threat by insecure leaders. Their tendency to be less obsequious, speak frankly ("the emperor has no clothes"), and possess a well-calibrated "BS detector" is not always welcomed.
Assumptions about Skills: There's a common, though often disputed, assumption that older engineers are resistant to new technologies or have outdated skills. Some older engineers counter that their experience allows them to see through hype and focus on robust solutions.
Explicit Discrimination: At its worst, ageism is overt, with candidates being told directly or indirectly that a younger person was preferred, or that a role was re-scoped for someone "less senior."

Why Does It Persist?

Several underlying reasons for persistent ageism were explored:

Cost and Control: Some businesses prefer younger engineers perceived as cheaper and more pliable, less likely to question product or management decisions.
Inexperience of Leadership: Younger leaders may lack the experience to see the advantages an older hire brings or may simply prefer managing those younger than themselves.
Broader Societal Issues: Some argue ageism is a symptom of a larger societal tendency towards "othering" and tribalism.

Strategies for Experienced Professionals

Despite the challenges, experienced tech workers share several strategies:

Resume and Interview Tactics: Many advise removing graduation dates and early, irrelevant jobs from resumes to avoid immediate age-based filtering. During interviews, focusing on energy, a positive attitude, and a lack of ego is crucial.
Continuous Learning and Adaptability: Staying current with relevant technologies and demonstrating curiosity and openness to new ideas is paramount. However, this is balanced by the wisdom to discern valuable innovations from fleeting trends.
Choosing Your Environment: Some find less ageism in specific sub-fields like embedded systems (where deep experience with foundational tech like C is valued), or in more traditional industries (e.g., defense, large banks, automotive) that may have more conventional views on seniority.
Leveraging Experience as a Strength: Emphasize the unique value older engineers bring: mentorship, the ability to build robust systems, a focus on business fundamentals, and providing a steadying influence. Their experience can prevent costly mistakes and guide younger team members.
Self-Awareness: Senior ICs are also cautioned to avoid "losing their edge" by becoming too detached from hands-on technical work, advising them to cultivate new forms of depth or domain expertise.

The Value Proposition of Experience

Multiple contributors highlighted the distinct advantages of hiring experienced engineers:

Mentorship and Stability: They can guide and develop younger talent, fostering a healthier team environment.
Quality and Efficiency: Often, they "get it right the first time," leading to more robust and maintainable systems, potentially reducing on-call burdens.
Strategic Insight: Their well-calibrated "BS detectors" and ability to speak truth to power can be invaluable, provided leadership is receptive.

Looking Ahead

The discussion also touched on the impact of LLMs, with some speculating that an over-reliance on AI by junior developers might create a future demand for seasoned engineers to mentor and fix complex issues. Others see LLMs as powerful learning tools for all ages.

Ultimately, while ageism in tech is a persistent and complex problem with no easy solutions, the conversation underscores the importance of awareness, individual proactivity, and a shift in company culture to truly value the depth of experience older professionals bring to the table. Some contributors even expressed a preference for hiring mostly senior (40+) engineers if they were to start a company, citing better work ethic and more pragmatic thinking.