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Are you an ageist employer? You may be if you tend to hire only young people, or start showing employees the door once they hit their late 40's. Keep your workplace inclusive by being alert for ageist bias. Here are some ways to prevent being an anti-Boomer.
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Employer & Recruiter Tip By Barbara Jaworski
FIGHT AGEISM
IN YOUR
WORKPLACE
WHATISAGEISM?
WHATISAGEISM?11..
• Ageism exists in the workplace when employees over 50 are passed over for promotions, career opportunities and training; and where social committees and workplace lunch ‘n’ learns focus their attention on the needs and wants of younger workers
• It’s obvious when an employee, having marked his or her 25-year milestone at the company, suddenly starts having their work criticized by their boss or is told that their skills no longer match the job
• It’s not uncommon to see older employees who are suddenly assigned work well below their positions to nudge them toward the door, or to see hiring practices skew toward younger applicants
• Ageism is a subtle though illegal practice
1. WHAT IS AGEISM?1. WHAT IS AGEISM?
HOW TO DECREASE AGEISMIN YOUR WORKPLACE
HOW TO DECREASE AGEISMIN YOUR WORKPLACE22..
Organizations that sincerely want all their employees to reach their full potential and have high commitment, retention and productivity levels need to create an equitable workplace where workers of any age feel valued and respected. So where to begin?
• The public profile. It begins with simple things like the website – ensuring that photos of employees not only demonstrate racial diversity but generational diversity as well. Recruiters need to be careful of hidden biases and ensure the language used in job postings contain no hidden codes to exclude any group. And use a type-size that readers over age 40 can read without squinting
2.1 WHERE TO BEGIN2.1 WHERE TO BEGIN
Training and DevelopmentBoomers will leave if they feel shut out of training opportunities or advancement. T&D opportunities need to be communicated to all employees and seen as being fair to all ages and all levels. Training strategies should also focus on debunking generational stereotypes and promoting inclusivity Manager Training Managers often inadvertently display biases. For example, they may request younger workers as hires, seeing them as more likely to stay (false: younger workers job hop quite a bit), less likely to get hurt (false: older workers’ experience prevents them from putting themselves in risky situations) and more malleable (maybe: though perhaps “naïve and inexperienced” are more appropriate words). Therefore, managers need training to help eradicate such biases
2.2 TRAINING AND DEVELOPMENT, AND MANAGER TRAINING
2.2 TRAINING AND DEVELOPMENT, AND MANAGER TRAINING
Promotions And New HiresOrganizations have to demonstrate their commitment to an age-inclusive workplace by promoting the most qualified and most capable candidates – whether those candidates are 35 or 65. Employees have to see that the best and brightest are being hired – regardless of age
Workplace ProgramsWorkplace activities must be seen as inclusive. A company family picnic, mentoring programs and lunch ‘n’ learns on juggling parenting and career are great – for the under 40s. Consider adding things of interest to older workers into the mix – retirement planning, elder care and networking meet and greets
2.3 PROMOTIONS, NEW HIRES AND WORKPLACE PROGRAMS
2.3 PROMOTIONS, NEW HIRES AND WORKPLACE PROGRAMS
more on this topic:Ageism in the Workplace
more Employer/Recruiter/HR advice:
http://hiring.monster.ca/hr/hr-best-practices.aspx
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![Perceptions and Consequences of Ageism[1]](https://img.pdfslide.net/doc/110x75/55cf9782550346d033920454/perceptions-and-consequences-of-ageism1.jpg)
