“Age bias occurs whenever age is used to diminish the competency and capability of another. It can happen across all ages whenever age gaps exist — whether only a few years or a few decades separate the parties. It’s important to address bias since it can often lead to discrimination. Simply put, age discrimination is unfavorable treatment as a result of one’s age.”12 

As with any type of bias, it can play out both as conscious or unconscious (i.e., implicit) bias. It shows up in our assumptions, stereotypes and behaviors. “A person may even express explicit disapproval of a certain attitude or belief while still harboring similar biases on a more unconscious level.”13 

We likely all have some level of age bias, but we can all reduce it. To do so, we have to go beyond awareness into both action and self-reflection. This can benefit not only our colleagues but can have personal benefit, too. We may have internalized age bias regarding our own age that reduces our belief in our own value and capacities. [01]

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While workers at either end of the age spectrum (both younger and older) are most likely to experience age bias personally, nearly all of us are affected by it.14 [02] How? Bias against one group can reduce the level of inclusion for others — even if they are not a member of the group experiencing that type of bias. 

As a talent acquisition leader, recruiter or hiring manager, the age bias that may already exist in your team and/or process can make it hard for you to hire in an age-inclusive manner. You are in a position to shift how your team hires, and to create positive effects for potential employees, current team members and your organization’s leadership pipeline.

While workers at either end of the age spectrum (both younger and older) are most likely to experience age bias personally, nearly all of us are affected by it.14 How? Bias against one group can reduce the level of inclusion for others — even if they are not a member of the group experiencing that type of bias. So, how do I identify it?
 Consider that age bias may be present throughout your hiring processes and the people participating in them, likely unconsciously rather than as blatant bias. Approach with curiosity and a willingness to adjust rather than with defensiveness or blame. Watch for flags in what IS said and what IS done. For example what do people say when they discuss candidates? Which candidates do they decide to invite for interviews? Watch for flags in what is NOT said, and what is NOT done. For example, do recruiters scan to ensure a broad range of ages among candidates they have sourced and consider to be qualified? Do interview panels talk about “cultural” fit concerns or say a candidate is “overqualified” without openly saying they feel a candidate’s age is a problem?” Consider both people and processes at each step of the talent acquisition process. The processes we inherit were likely created without specific anti-bias best practices. We can improve them as we use them in our own hiring efforts. The people involved from our organization (and a hiring manager’s selection of who will participate and influence the hiring decision) also bring their own level of commitment to and preparation for contributing in a bias-aware manner.

Reducing age bias is a value-creation strategy hiding in plain sight.

Today’s “multigenerational workforce brings together a greater mix of workers at all ages than in the past when workplaces typically consisted of larger numbers of younger workers and relatively few older workers.”2

Where age and generation matter in the workplace is in the age bias that plays out across employees of all ages, but especially younger and older career professionals. How managers address age-bias can lead to either a fully engaged and productive team or one that leaves considerable value untapped for the organization. At scale, age bias and managers’ approach to age diversity quickly become strategic issues for the organization. 

On the other side, “employers who can successfully combine the talents and diverse outlooks of their employees—whatever their age—generally find their workforce enriched and more productive as a result,” according to the OECD.5 Thus, “a key advantage of a multigenerational workforce is that it enables effective synergies between experienced and less experienced staff to the benefit of employers and employees.”6

We are more successful in reducing bias in our relationships and behaviors if we take time to reflect on our motivations for reducing it. If you are curious, use this short activity to explore your own motivation. Find the “Try it Now — What’s Your Personal Motivation to Reduce Age Bias?” exercise at https://employerportal.aarp.org/wp-content/uploads/2025/06/Try-it-Now_Personal-Motivation-to-Reduce-Age-Bias.pdf