How Ageist Are You? Challenging Stereotypes in Hiring Practices

When hiring new talent, it is natural for people to create assumptions and stereotypes based on various aspects of a person, including their age. Imagine you are in a position to hire someone for your sales team and receive two CVs of equal calibre and experience. However, one candidate was born in 1967, while the other was born in 1987. What are your initial thoughts? 

Do you find yourself making assumptions based on age? Recognising that these assumptions may hinder our ability to give individuals a fair chance at new opportunities is essential.

Everyone is investing in new skills

Being positive is not age-restricting

Older people are not more exhausted

Foster a culture of inclusivity

Focus on competencies and potential

Implement bias training

Encourage multigenerational collaboration

Everyone is investing in new skills

A crucial point to consider is that people of all ages actively invest in education and skills development. Older talent often possesses a wealth of experience and has adapted their skills throughout their careers, including technology and new software. The notion that skills significantly decline with age is a misconception that fails to acknowledge the ongoing commitment to personal and professional growth.

Being positive is not age-restricting

Attitude and positivity are not confined by age. Maintaining a positive outlook and enthusiasm for work is not exclusive to any particular age group. Creating a positive work environment and fostering a supportive culture are essential for keeping employees of all ages engaged and motivated.

Older people are not more exhausted

One common assumption is that older individuals have less energy and drive to pursue deals and excel in their roles. However, research indicates that exhaustion levels do not necessarily correlate with age. A study revealed that a higher percentage of people under 45 reported feeling exhausted compared to those over 45. Furthermore, individuals over 60 were found to be the least exhausted group. Challenging the misconception that older workers are inherently less energetic or motivated is essential.

These points and numerous others highlight the significance of considering candidates holistically when assessing their suitability for a role. When companies believe that older workers invest less in acquiring knowledge, lack enthusiasm for their work, and are on a path of physical decline and exhaustion, they make flawed decisions regarding hiring, promotion, and talent development.

In every workplace, there are differences across age groups. However, relying on stereotyped views hampers our understanding of individuals and restricts our ability to broaden our search for the best available talent. Organisations can create a more inclusive and dynamic workforce by challenging ageist assumptions and biases.

Here are a few strategies to combat ageism in hiring practices:

Foster a culture of inclusivity

Create an environment where diversity and inclusivity are celebrated and valued. Encourage open discussions about age-related biases and promote a culture that appreciates the unique perspectives and experiences that individuals of all ages bring to the table.

Focus on competencies and potential

When evaluating candidates, shift from age-related assumptions to assessing competencies, skills, and potential. Consider the candidate's past accomplishments, adaptability, and willingness to learn rather than relying solely on age as a determining factor.

Implement bias training

Provide training and resources to hiring managers and teams to raise awareness about age-related biases and equip them with the tools to make objective, fair, and unbiased hiring decisions. This can help mitigate unconscious biases and ensure a more inclusive selection process.

Encourage multigenerational collaboration

Foster opportunities for intergenerational collaboration and knowledge sharing within the organisation. 

By challenging age-related assumptions and embracing a more inclusive and open-minded approach to hiring, companies can tap into a diverse talent pool and unlock the potential of individuals across all age groups. This not only promotes fairness and equality but also contributes to the overall success and innovation of the organisation.

In conclusion, examining our biases and preconceptions regarding age in the workplace is crucial. Instead of making assumptions based on age, let us focus on the skills, experience, attitude, and potential each candidate brings. By embracing a more inclusive mindset, we can foster an environment that values and utilises the talents of individuals from all age groups, driving success and growth for individuals and organisations.