Dump Age Bias

Image by Gary Chan via Unsplash

Recently, a few hiring managers have assured me that age bias does not factor into their hiring decisions. But I have to say I’m a bit skeptical about that.

Are you sure? What about even subconsciously?

Here’s the thing about biases: Biases can be so well-disguised as facts that, u less we consciously look in the mirror and interrogate those “facts” that leave groups of people at a disadvantage, we will never know about our biases—or how to remedy them.

Case in Point

According to a study conducted by the non-profit employment organization Generation, the COVID-19 pandemic hasn’t helped when it comes to filling entry and intermediate level roles:

 “Rapid digital adoption during the pandemic has accelerated the automation of jobs and worsened underlying ageism, making it harder for mid-career workers to secure roles…”  

Underlying ageism caught my eye immediately. Among hiring managers’ top concerns were a perceived reluctance among older workers to try new technologies (38%), an inability to learn new skills (27%), and difficulty in working with other generations (21%). 

Yet, almost nine in ten (87%) hiring managers said their hires who are 45 years and above have been as good as—or better—than younger employees. Life is full of contradictions.

This proves that rarely is age bias practiced intentionally, which makes it harder to both acknowledge and correct.

The age of hiring managers provides clues into the demographics of those they hire. Given the truism that like often connects with like, hiring managers could be inclined to regard peers their age in general as more suitable and competent colleagues. Without an intentional effort to reach beyond their generation’s comfort zone, the status quo will prevail.

And how can we reconcile our bias against hiring Gen X while loving Gen X employees?

“A second explanation may lie in the phenomenon of belief perseverance, the well-documented tendency for a general bias to survive despite clear counterexamples. Even when managers hire 45+ individuals who do very well, they can continue to believe, despite their experience to the contrary, that this cohort will prove to be poor performers.”

So then. Age bias does exist in hiring. Now what do we do? 

1.)   No point in self-shaming; it is human behavior to trust people we closely identify with. We all do it. It’s best to acknowledge it, but not dwell on it. 

2.)   Build your Generational Intelligence by understanding the identities of all generations in the workplace. There can be up to five: Traditionalists, Boomers, Xers, Millennials, and Zoomers. Each generation brings their own unique perspectives, experiences, and assets to work. When each generation is understood and encouraged, intergenerational collaboration can be a boon to productivity. But when ignored, these differences result in misunderstandings, mistrust, and competition—obstacles to growth. 

3.)   Draw on best practices and design new ones that help returning and transitioning Gen X workers bring their strengths to your workplace. Chief among them: strong work ethic and company loyalty. 

Recognizing and acknowledging our biases—in anything—is a huge and important task in overcoming them. It begins with a long look in the mirror and some strategic questions to see where you may have biases sticking around subconsciously. 

And yes, the COVID-19 pandemic has introduced an added layer of stress into all aspects of our lives. Don’t get caught in the weeds of shame; cut yourself some slack and emerge with a new perspective, fresh eyes, and fewer biases.