Ageism at the Museum: Burning at Both Ends

Ageism within the museum sector is a subject that warrants serious discussion, yet it remains largely unaddressed. It intersects with broader issues such as class, race, gender, and unconscious bias, making it a complex and sensitive topic. My intention here is not to cast blame for any past mistakes, but to encourage constructive dialogue and explore potential solutions. Museums Thinking Differently seeks to challenge assumptions, and ageism in the workforce is an issue that must not be ignored.

Agism can be the result of unconcious fear or ignorance. Although I have never 'consciously' harboured ageist attitudes, I can acknowledge times in my career when I may have felt intimidated by someone with greater experience or dismissed someone's opinion based on a perceived lack of knowledge. With hindsight, I recognise that insecurity and imposter syndrome may have played a role in such reactions. However, as professionals, we routinely hire individuals with specialised expertise—why would I employ a Marketing Executive, fundraiser, or catering manager with less knowledge than I possess? Even within areas I have some experience in, such as curatorial work or exhibitions, my direct involvement in these fields is over a decade old. We all appreciate the value of recent expertise, but at what point does another’s experience become intimidating rather than beneficial? And what does this say about our own confidence in leadership?

Like many of you, I have been concerned about the lack of entry level opportunities and the impact on the sector, particularly regarding the number of graduates leaving universities. From 2018 to 2022, I served as a Trustee of Culture Syndicates (a CIC focussed on providing opportunities to those entering the sector); my interest was driven by a concern for the long-standing issue of entry-level job shortages. I recall a time when, as a student, my fellow post graduates secured roles as Documentation Assistants or Assistant Curators. My own first position was as a Researcher—typical of an entry-level post at the time. Without that opportunity, I would not have been able to progress in the sector.

Today, however, such roles have largely disappeared, often replaced instead by unpaid internships or volunteering opportunities. For graduates already burdened with significant debt, who lack the financial backing of family, this can create yet another barrier to entry. Is this not a form of institutional ageism? If the only way to enter the field is through financial privilege, we risk losing diverse talent. While Culture Syndicates made efforts to create graduate consultancy roles, economic pressures have made these opportunities increasingly scarce. Ironically, a counter-trend has emerged, wherein wages for certain roles are so low that only recent graduates apply. It is a deeply flawed system, and although some organisations are making efforts to address this imbalance, they remain the exception rather than the norm.

At the opposite end of the career spectrum, older professionals may face their own challenges. Ageism against senior employees’ manifests in various ways—some are overlooked due to cost-cutting measures, while others fall victim to entrenched biases. Experience should be an asset, yet budget constraints often fail to account for this. We live in a society that idolises youth but can often assume that older individuals lack energy, adaptability, or contemporary skills. The idea that 'old dogs can't learn new tricks', fails to acknowledge how we have all been changed by the technological revolution. Unconscious bias is a difficult force to overcome, but it is essential that we acknowledge its impact on hiring decisions.

A particularly insidious barrier can arise when former leaders seek new roles. Here, ageism may intertwine with intimidation—on the part of recruiters and line managers. A hiring manager may feel uncomfortable overseeing someone with greater experience, fearing judgement or struggling with self-doubt. Equally, there is often an assumption that former leaders applying for more junior roles, will be difficult to manage or reluctant to relinquish control. While this may hold true in some cases, it is certainly not universal. Many experienced professionals are eager to contribute their expertise in a different capacity, taking on challenges that align with their strengths and interests. The recruitment process could benefit from an additional stage designed to challenge biases and ensure that valuable candidates are not dismissed due to misconceptions.

Regardless of intent, ageism is detrimental to the sector. Whether we are marginalising those at the beginning or the later stages of their careers, the result is the same: a loss of valuable talent. To create a truly inclusive workforce, we must establish more entry-level roles and view experienced applicants as opportunities rather than threats. Project funding can be an effective way to create opportunities and incorporate roles for graduate trainees, but these are not a long term solution. Organisations must commit to actively challenging unconscious bias in recruitment, and there are many consultants who can support this process. These are discussions we need to be having and should be part of the strategic planning for the sector as a whole. How will you help develop tomorrows leaders and retain the talent which the sector has spent years investing in?

While I may not have consciously perpetuated ageism, I may have unknowingly experienced it, we can rarely know for sure. It can be useful to look at the team around us, the roles they perform, their age, gender, race and where they sit in the organisation. LinkedIn is overwhelmingly littered with images of mid-career professionals representing us. Maybe this is to be expected, but is it a good use of talent and potential? How does your organisation compare?

If you are a decision-maker within the sector, I encourage you to reflect on these issues. Addressing unconscious bias will not only strengthen individual organisations but also fortify the sector as a whole. As a mentor, I am happy to facilitate these conversations and my Strategic Planning Programme can help you develop a staffing strategy to prepare you for navigating these challenges—if this resonates with you, let’s explore it together. Many experienced applicants would welcome the opportunity to work with and learn from you, just as much as you can learn from them.

Paul Baker

Link:

Heritage Thinking Differently - Mentoring

Heritage Thinking Differently - Strategic Planning