Glendale, CA Age Discrimination Lawyer

Age Discrimination Is Illegal in California

Age discrimination occurs when an employer treats an employee or job applicant less favorably because of their age. Under California’s Fair Employment and Housing Act (FEHA) and the federal Age Discrimination in Employment Act (ADEA), workers aged 40 and older are protected from discrimination in hiring, promotion, pay, termination, and every other aspect of employment.

The protection exists because the conduct it prohibits remains widespread. Employers use coded language like “overqualified”, “not a culture fit”, “lacking energy”, and “set in their ways” to justify decisions that are actually based on age. Workforce reductions disproportionately target older workers. 

Promotions go to younger employees with less experience. Terminations happen shortly after an employee turns 50, 55, or 60, with performance rationales that did not exist before the birthday.

California law does not require proof that age was the only reason for the adverse action. It requires proof that age was a substantial motivating factor, meaning it played a real role in the decision, even if other reasons also existed. That standard reflects the reality of how discrimination functions: rarely overt, almost always mixed with pretextual justifications.

What Age Discrimination Looks Like

Age discrimination takes multiple forms. The most common patterns are these:

Discriminatory Comments About Age

Statements from supervisors or management referencing an employee’s age, retirement plans, ability to keep up, or fit with a “younger team” are direct evidence. Comments do not need to be made at the moment of termination to be legally relevant; they establish the employer’s mindset and can connect to later adverse actions.

Replacement by a Younger Worker

When an employer terminates an employee over 40 and fills the position with someone significantly younger, particularly when the older employee had strong performance reviews, the age gap itself supports an inference of discrimination. Courts examine whether the replacement had comparable or lesser qualifications, and whether the employer’s stated reason for the change holds up under scrutiny.

Exclusion from Opportunities After a Certain Age

An employee who previously received promotions, raises, and high-visibility assignments suddenly stops receiving them after turning 50 or 55. Younger colleagues with less tenure or weaker performance records receive the opportunities instead. The exclusion is rarely explained in writing, but the pattern speaks for itself.

Forced Retirement or Pressure to Resign

An employer cannot force an employee to retire because of age. Pressure to leave, through reduction in responsibilities, removal from projects, isolation from decision-making, or direct statements that “it’s time to move on”, constitutes constructive discharge when it becomes intolerable. The resignation does not eliminate the claim if the employer’s conduct caused it.

Disproportionate Impact of Layoffs

When a company conducts a reduction in force, and the employees selected for termination are disproportionately over 40, the disparity can support a claim of disparate impact discrimination, even without proof that the employer intended to target older workers. Statistical analysis of the layoff cohort compared to the retained workforce is legally relevant evidence.

Negative Performance Reviews After Years of Strong Evaluations

An employee with a consistent record of meeting or exceeding expectations suddenly receives criticism about performance, adaptability, or ability to learn new systems. The shift in evaluation often follows a change in management, a company acquisition, or the employee reaching a milestone age. The timing and inconsistency with prior feedback are evidence of pretext.

Don't Let Age Define Your Career

If your employer treated you differently after you turned 40, or terminated you and replaced you with someone younger, you may have a claim worth significantly more than any severance offer on the table. Talk to us today to learn about your options.

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Legal Protections for Older Workers in California

FEHA and the ADEA both prohibit age-based discrimination, but they differ in scope, remedies, and filing procedures.

California Fair Employment and Housing Act

FEHA applies to employers with five or more employees and protects workers aged 40 and older from discrimination in all terms and conditions of employment. FEHA claims are filed with California’s Civil Rights Department (CRD), and employees have three years from the discriminatory act to file. 

FEHA permits recovery of emotional distress damages without a cap, punitive damages when the employer acted with malice or oppression, and attorney fees for prevailing employees.

Age Discrimination in Employment Act

The ADEA applies to employers with 20 or more employees and protects workers aged 40 and older. ADEA claims require filing with the EEOC within 300 days of the discriminatory act in California (due to the state’s deferral agreement with the EEOC). 

The ADEA does not permit compensatory damages for emotional distress or punitive damages. Remedies are limited to back pay, front pay, and liquidated damages (double back pay) in cases of willful violations.

Why Both Statutes Matter

Many age discrimination cases are filed under both FEHA and the ADEA simultaneously. FEHA’s broader remedies and longer filing deadline make it the stronger framework for most California employees, but the ADEA provides an additional federal claim and the option to pursue relief in federal court. Structuring a case under both statutes from the outset preserves all available remedies.

Common Situations That Support an Age Discrimination Claim

Not every termination of an employee over 40 is discriminatory. The situations below typically are because the facts and timing make age the most plausible explanation.

Terminated Shortly After Turning 50, 55, or 60

You received positive performance reviews throughout your career. Within months of a milestone birthday, you were terminated for “performance issues” that were never raised before. The timing is legally significant.

Laid Off While Younger, Less Experienced Employees Were Retained

Your employer reduced the workforce. You had more seniority and stronger performance evaluations than several employees who were kept. The employees retained were significantly younger. Comparative evidence of who was selected for layoff and who was retained is admissible in court.

Replaced by a Younger Worker After Being Told You Were “Overqualified”

You applied for a promotion or lateral transfer and were told you were “overqualified” or “not the right fit”. The position went to someone under 40 with fewer qualifications. “Overqualified” is frequently code for “too old”.

Subjected to Age-Related Comments Before Termination

Your supervisor made remarks about your retirement plans, your ability to “keep up with the pace”, or the need for “fresh blood” on the team. You were terminated shortly afterward. Direct statements about age are rare, and they’re powerful evidence when they exist.

Denied Training Opportunities Given to Younger Colleagues

Your employer rolled out training on new software, systems, or procedures. Younger employees were selected for the program. You were excluded and later criticized for lacking familiarity with the new systems. Exclusion from training followed by criticism for not having the training is a documented pattern in age discrimination cases.

Forced Out Through Isolation and Diminished Responsibilities

After years in a senior role, you were reassigned to lesser projects, excluded from meetings you previously attended, and given work below your level. The message was clear: leave. You resigned because the conditions became intolerable. Constructive discharge based on age is actionable under FEHA.

What You Can Recover

A successful age discrimination case in California can recover the following:

• Back pay and lost wages: All compensation lost, including salary, bonuses, commissions, stock options, and the value of benefits, such as health insurance and retirement contributions.
• Future lost earnings (front pay): Compensation for ongoing economic harm when reinstatement is not feasible, including reduced earning capacity if the discrimination forced early retirement or a lower-paying position.
• Emotional distress damages: Recovery for the psychological harm caused by discrimination, such as anxiety, depression, humiliation, loss of professional identity, and damage to reputation.
• Punitive damages: Available under FEHA when the employer acted with malice, fraud, or oppression, meaning the employer knew the conduct was wrongful and did it anyway, or acted with reckless disregard for the employee’s rights.
• Liquidated damages: Possible to recover liquidated damages equal to the amount of back pay under the ADEA when the violation was willful.
• Attorney fees and costs: May be recovered under both FEHA and the ADEA.
• Reinstatement: Court-ordered reinstatement to the prior position, although most clients prefer financial compensation and severance over returning to their employer.

Proving Age Discrimination

Employers do not typically state that age motivated a termination, demotion, or layoff decision. The evidence that proves discrimination is circumstantial: timing, comparative treatment, inconsistent documentation, and the credibility of the employer’s stated reasons.

Direct Evidence

Direct evidence of age discrimination includes statements, emails, or written communications referencing the employee’s age, retirement eligibility, or inability to adapt because of age. For example:

• “We need younger energy on this team.”
• “When are you planning to retire?”
• “You’ve been here long enough. It’s time to let the next generation take over.”
• “We’re looking for someone who can grow with the company.”

Direct evidence is uncommon because most employers understand it is legally damaging. When it exists, it is often dispositive.

Circumstantial Evidence

Most age discrimination cases rely on circumstantial evidence: facts that, taken together, make discrimination the most reasonable explanation for what happened. Circumstantial evidence includes:

• Temporal proximity: The adverse action occurred shortly after the employee reached a milestone age (50, 55, 60) or shortly after the employer learned the employee’s age.
• Comparative evidence: Younger employees with comparable or weaker performance, qualifications, or tenure were treated more favorably by being retained during layoffs, promoted, or given opportunities that the older employee was denied.
• Pretext: The employer’s stated reason for the adverse action is demonstrably false, inconsistent with prior documentation, or applied inconsistently to other employees.
• Pattern of treatment: Other employees over 40 were subjected to similar adverse treatment, while younger employees were not.
• Deviation from procedure: The employer bypassed its standard termination or discipline process, or failed to follow progressive discipline protocols it applied to younger employees.

Courts do not require a “smoking gun”. The question is whether the evidence, viewed as a whole, supports a reasonable inference that age was a substantial motivating factor.

Filing Deadlines Against Private Entities

Age discrimination claims are subject to strict filing deadlines that vary depending on which law applies.

Missing a deadline eliminates your claim regardless of how strong the evidence is. Contact an attorney before filing anything. Which agency you file with, in what order, and how the claim is structured affect the remedies available.

Common Employer Defenses and Why They Fail

Employers facing age discrimination claims raise predictable defenses. The defenses below appear frequently and can be dismantled with proper case preparation.

“The Employee Was Terminated for Performance Reasons”

This is the most common defense. The employer produces performance improvement plans, write-ups, or negative evaluations created after the employee engaged in protected activity or reached a certain age. The analysis examines:

• Whether performance concerns were documented before the protected activity or the milestone age.
• Whether the employee received progressive discipline consistent with company policy.
• Whether younger employees with comparable or worse performance were treated the same way.
• Whether the timing of the documentation corresponds to the employee’s age or a complaint.

When documentation appears suddenly after years of positive reviews, courts recognize it as a pretext.

“The Position Was Eliminated Due to Restructuring”

Employers often claim that a reduction in force or business reorganization necessitated the termination. The analysis examines:

• Whether the employee’s duties were actually eliminated or reassigned to younger workers.
• Whether the selection criteria for layoffs had a disproportionate impact on older workers.
• Whether the employer considered alternatives to termination, such as reassignment.
• Whether similarly situated younger employees were retained.

Statistical evidence of the ages of employees selected for layoff compared to those retained is discoverable and admissible.

“The Employee Was Replaced by Someone Over 40”

Employers argue that because the replacement is also over 40, age could not have been a motivating factor. California courts have rejected this defense. The question is not whether the replacement is within the protected class, but whether the employer’s decision was motivated by the terminated employee’s age. A 45-year-old replacing a 60-year-old does not eliminate an age discrimination claim.

“The Employee Voluntarily Resigned”

When an employee resigns, the employer argues that there was no adverse action. California recognizes constructive discharge claims when the employer deliberately made working conditions so intolerable that a reasonable person would feel compelled to resign. The resignation does not break the chain — the employer’s discriminatory conduct does.