Recruitment policies in Britain's businesses favor the young. Mature men and women are being marginalised and their considerable skills lost to the economy. Cost-cutting policies such as delayering and downsizing, now widely criticised for causing loss of valuable knowledge and experience, are hardest on more mature staff.

英国企业招聘政策偏向于年轻人。成熟的男性和女性正在被边缘化，他们的大量的技能在被经济所取代。例如裁员等政策对成熟的员工更加严厉。这些政策因引起有价值的知识和经验而广受批评。

All round us can be seen the effects of ageism. Highly qualified, middle-aged people with excellent CVs apply for jobs, but do not get them because younger applicants are preferred on the basis of age alone. Similarly, when it comes to promotion, younger employees are often more successful than their older colleagues, because the former are seen as more dynamic and ambitious.

我们周围可以看到很多年龄歧视的影响。资历高，履历优秀的中年人申请工作却得不到，因为年纪轻的申请者更受青睐。同样的，当说到升职，年轻的雇员经常比年纪大的同事更成功， 前者被认为是更有活力和雄心。

Our research, however, suggests otherwise: it is the mature manager who is considerably in capable of handling the complex dynamics of office life and creating an effective team. The challenge of working in today's flatter organisations is best handled more experienced, older managers, provided they have positive personalities.

然而，我们研究发现了相反的结论：只有成熟的管理者才能有相当大的能力处理办公室事务并创造一个有效的团队。在当今扁平化的组织中工作挑战最好有更有经验的，年纪大的管理者来处理，只要他们有积极的个性。

Our research demonstrates that it is older senior managers, not younger executives, who take the more balanced view if required to take decisions, and are more likely then younger colleagues to evolve positive relationships with people from other departments and from outside the organisation. Similarity, the effectiveness of strategic decision-making and the implementation of company policy benefit from the presence of older senior managers in the top team.

我们的研究显示是在需要做决策时，持更平衡观点观点的是年纪大的管理者，而非年轻的管理者，与较年轻的同事相比，他们更有可能与其他部门和组织外部的人发展积极的关系。同样的，战略决策的有效性和公司政策的实施得益于高层团队中年纪较大的管理人员。