| Despite regulations dictated by the Age | | | | the workplace is to understand exactly what it is |
| Discrimination in Employment Act of 1967 (ADEA) | | | | and identify potential problems within your |
| and the fact that extensive research has found | | | | organization or company. Some employees may |
| no relationship between a person’s age and | | | | hold biases they are not aware of and can be |
| their job performance, age discrimination (or | | | | exposed in using the proper techniques. Effective |
| ageism) remains a prevalent issue in the | | | | training sessions that extend beyond a simple |
| workplace. Ageism is the unfair or unequal | | | | information session and focus on behavioral |
| treatment of an individual by an employer or | | | | reform can raise employee awareness of |
| coworkers on the basis of the individual’s age | | | | discriminatory practices. |
| and is typically directed towards individuals that | | | | An enterprise should also clearly communicate the |
| are 40 years of age or older. Age discrimination | | | | organization's age discrimination policy by posting it |
| costs American businesses millions of dollars and, | | | | on bulletin boards or on the company intranet. |
| as the “baby-boomer” generation gets | | | | The policy should include harassment definitions, |
| older, such costs are likely to increase | | | | remedies, consequences, reporting procedures, |
| exponentially. In Fiscal Year 2008, the Equal | | | | grievance processes and anti-retaliation language. |
| Employment Opportunity Commission (EEOC) | | | | Employees need to understand that the company |
| received 24,582 charges of age discrimination. Of | | | | takes age discrimination seriously. This practice will |
| the charges received, the EEOC resolved 21,415 | | | | also make older employees feel more valued. |
| charges and recovered $82.8 million in monetary | | | | Another preventative measure to take is to place |
| benefits for charging parties and other aggrieved | | | | job advertisements where they will reach |
| individuals (not including monetary benefits | | | | workers of all ages. There should not be a "date |
| obtained through litigation). Age discrimination also | | | | of birth" section on any job application forms. |
| carries other consequences than just the | | | | Instead, the emphasis should be placed on |
| monetary costs incurred by firms. When age | | | | experience, skills and ability – what an individual |
| discrimination is present, the firm is missing out on | | | | can bring to an organization. Also, when |
| opportunities to capitalize on the unique | | | | interviewing, a company should employ a |
| characteristics of their employees. | | | | mixed-age interview panel in the selection process |
| It is a typically held belief that older workers who | | | | whenever possible. These interviewers should |
| have more experience in customer relations will | | | | focus on job-related questions and make their |
| show better judgment in making work-related | | | | hiring decisions as free from prejudice or |
| decisions and care more about the quality of their | | | | stereotypes as possible (as mentioned previously, |
| work. Older workers are also less likely to quit, | | | | some individuals have hidden biases). |
| show up to work late, or be absent. | | | | Other ways that organizations can go about |
| Unfortunately, the more negative aspects of | | | | preventing age discrimination in the workplace |
| employing older workers tend to dominate | | | | include making sure that everyone who interviews |
| people’s perspectives of employing older | | | | candidates is familiar with age discrimination laws; |
| individuals. For example, older workers tend to get | | | | communicating that salary requirements will be |
| paid a higher salary, have pension plans and take | | | | based on experience and performance, not on |
| more vacation time compared to their younger | | | | age; emphasizing skills, abilities, and potential to |
| counterparts. The negative assumptions of | | | | employees; and avoiding age cutoffs for |
| employing older workers only serve to put a | | | | promotions or training. Also, peer-to-peer |
| damper on an organization’s culture and are | | | | mentoring can be a tremendous aid to employees. |
| completely unjustifiable considering that, as stated | | | | Workers of any age can pass on their |
| previously, no correlation has been found between | | | | experience, and help others develop themselves |
| age and job performance. Furthermore, age | | | | through the use of their peer’s knowledge, |
| discrimination can create a hostile work | | | | skills and expertise. It is also important to have |
| environment which interferes with work | | | | managers set a good example in their interaction |
| performance, morale and retaining employees, | | | | with older employees. |
| particularly older workers. | | | | All in all, organizations need to be proactive in their |
| With such negative implications, it is imperative for | | | | attempts to eliminate age discrimination in the |
| an enterprise to keep ageism (and all other types | | | | workplace and create an inclusive environment. |
| of discrimination) under control. However, age | | | | Every employee, regardless of age, should feel |
| discrimination can be hard to identify, and even | | | | welcomed when they walk into their workplace. |
| harder to prevent; there are some prejudices | | | | Failure to provide individuals with this type of |
| that reveal themselves much more | | | | environment will ultimately prohibit their |
| subconsciously. | | | | productivity, which will, in turn, mal effect the |
| The first step in preventing age discrimination in | | | | entire company. |