“Employers who can successfully combine the talents and diverse outlooks of their employees — whatever their age — generally find that their workforce is enriched and more productive as a result,” according to the OECD. [01]

How does this happen? On a multigenerational team, as in teams that are diverse in other aspects, people bring different skills, experiences and views to bear on the work at hand and thus produce stronger end results. [02] “Diverse teams have far more pathways to execute on an idea, which enables them to iterate faster and more cost-effectively…They can also navigate the enterprise on a tight budget and tap into networks they may not have otherwise explored on their own. This type of expansive, serendipitous collaboration is what drives fast action.” [03]

The team unit is a natural environment in which to provide this tailored support and strengthened collaboration — and managers’ hiring decisions are the first step towards creating an age-diverse team. The issue is becoming more pressing for managers as the hiring landscape is changing quickly. By 2028, 25% of U.S. workers are expected to be age 55 or older, more than double the 12% in 1998. [04] As workforce demographics change, managers’ hiring practices must change as well.

Without age-inclusive hiring practices, it is unlikely a manager will be able to build a team that can harness the full breadth of experience necessary to innovate, solve problems and think creatively. [05]

Finally, remember that age discrimination in hiring is illegal in the United States. The Equal Employment Opportunity Commission defines it as “treating an applicant or employee less favorably because of their age.” The Age Discrimination in Employment Act forbids age discrimination against people who are age 40 and older. [06]   So, while the “carrot” of the benefits of a multigenerational workforce are motivating, so too is avoiding the “stick” of an age discrimination lawsuit against you by a candidate for hiring or promotion on your team. The U.S. Supreme Court has ruled that even “stray remarks” among the hiring team or to a candidate, or focusing recruiting on one specific group (e.g., recent college graduates) may be considered evidence of age discrimination. [07]

There are three key elements in age-inclusive hiring:

1. Learning to recognize age bias in the hiring process,
2. Taking steps to prevent age bias in the hiring process, and
3. Practicing how to interrupt age bias when it does happen during an active hiring effort.

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. 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?

1. 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.
2. 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?
3. 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?”
4. 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.

Stanford researchers have found that “many managers want to be more inclusive. They recognize the value of inclusion and diversity and believe it’s the right thing to aspire to. But they don’t know how to get there. For the most part, managers are not given the right tools to overcome the challenges posed by implicit biases. The workshops companies invest in typically teach them to constantly check their thoughts for bias. But this demands a lot of cognitive energy, so over time, managers go back to their old habits.” Their research shows “there are two, small — but more powerful — ways managers can block bias: First, by closely examining and broadening their definitions of success, and second, by asking what each person adds to their teams, what we call their “additive contribution.” [08]

We can build these and other age-bias prevention strategies into both key elements of hiring: first, the people influencing the hiring and second, the processes and tools they use during hiring.

The steps of the hiring process function as a funnel to narrow your list of candidates until you choose one to hire. Pay special attention to the steps at the top of the funnel. Why? If a broad group of candidates are not sourced for an open role, you’re likely to hire someone who makes your team more homogeneous, which we know limits the potential of that team to excel. To help prevent age bias, consider using research-backed best practices at each step of the hiring process. This online Guide to Hiring a Multigenerational Workforce is packed with examples and tools to help you.

Once we can see age bias, and understand that it may be happening unconsciously, we can take steps to interrupt it in our own team’s recruiting and hiring efforts. When you are training your team on how to reduce bias in hiring, to be sure to include age in the mix. The good news is that the same strategies that reduce other types of bias, and may already be embedded in your efforts, are also effective for reducing age bias.

We can use strategies to interrupt age bias during an active hiring scenario by addressing both key influences of hiring: people and processes/tools. A great activity to do with your hiring team is in the AARP Guide to Hiring a Multigenerational Workforce, titled “Try It Now: How Can I Help My Team Interrupt Age Bias in Our Team’s Hiring?”

Remember that members of the hiring team who are at either the younger or older range of the group may be less likely to feel comfortable raising concerns about age bias among the hiring team. This is often tied to how psychologically safe each person feels within the team and within the organization. [09]

Before you start a new hire process, talk with your team about why it’s important for everyone to use the organization’s standard process and tools. They are likely to be based on best practices, which are designed to remove many types of bias, including age bias. You can also host a team training workshop using AARP’s free workshop resources or by inviting an AARP guest expert to facilitate a training for you.

Yes! This online hiring guide is part of a full toolkit that includes resources you can use to host your own training workshop– or to invite an AARP guest expert to facilitate it for you for free. Find information on both options in the Toolkit: Hiring a Multigenerational Workforce.

Not all organizations or hiring managers have access to comprehensive Human Resources support throughout the hiring process. If this is the case, in the Toolkit: Hiring a Multigenerational Workforce, you’ll find a set of customizable DIY Hiring Documents. This set of documents already integrates best practices, and can make your hiring workload more efficient while also reducing potential age-bias so you can hire a high-performing multi-generational team.

The AARP Generations at Work resource can help you design a plan to increase age inclusion across your organization. You can start with a simple self-assessment to receive a personalized recommendation, with supporting resources for each suggested action.