Women who have broken through the glass ceiling and achieved executive management success find that employment over 50 presents a far more formidable barrier than any glass ceiling. Capable women with vast executive-level experience can find it almost impossible to get a role in today's environment. Employing the concept of whakapakari (to develop, strengthen and refine), we at M2M specialise in recruitment as well as the coaching of candidates—particularly those from diverse backgrounds—to be more capable, more prepared and employment ready to meet the needs of employers in a time when so much talent goes unrecognised. It is common for us to encounter women candidates with impressive credentials—former directors and department heads, including a former PWC director, a marketing director and a vice president of a tech company—who cannot get work. It is an incredibly demoralising experience for these executive women who have achieved extraordinary success in their careers only to find themselves locked out. Repeated rejection leads to fear, uncertainty, and a loss of confidence, which only worsens the situation. One stereotype I'm constantly aware of is that men are perceived as more technologically adept, which gives them an edge in the job marketplace. There are apparent reasons women struggle to get back into executive

  Discrimination based on a person's age (ageism) is a problem in New Zealand—there’s no doubt older workers struggle to find employment—but the cause is more likely due to a generational disconnect. Workers over 50 could be more successful if they learn to bridge the generational divide. There will be more opportunities for those over 50 moving forward because the workforce is getting older and good-quality employees are in short supply. But to get the jobs, you need to demonstrate that you are still relevant. According to the Retirement Commission, New Zealand's workforce is ageing rapidly. In 1986, the employment rate among people aged 55-64 was 49%. By 2017 that rate had jumped to 82%. The Commission showed that by 2035 about 400,000 people aged 65+ would represent about 33% of the workforce. As in every field, mixing young workers with little experience and older workers with plenty of knowledge can be an amazing business strategy. The two cohorts will trade skills for energy and get the job done. However, generational gaps could also be an obstacle if there are no clear official guidelines for both old and young workers to understand each other. What some people decry as ageism is more often a disconnect between