Restructuring the Workforce Through Non-Ageist Hiring and Retention Practices That Value Aging Workers' Expertise: Recognizing the Need for Workplace Age Diversity

Introduction

Older employees often face barriers, whether seeking new employment opportunities or promotions and career progression within their existing places of employment (Hirsch et al., 2000). These career blockades result from ageism, also called age discrimination. Workplace ageism is prevalent, and hiring and retention practices often neglect older workers and further undervalue their talents and expertise (Osborne & McCann, 2004). Older workers offer tremendous value to the workplace, yet some employers perpetuate ageist practices (Capowski, 1994) that snub older people’s talents (Hujsak, 2015). As a result, many older job seekers feel overlooked and frustrated while seeking new employment (Franz et al., 2022). For example, in a 2020 study of 30 job seekers aged 50–83 across the United States (U.S.), the participants unanimously expressed feeling unappreciated and disrespected in a labor market that made them feel worthless (Franz, 2021). In addition, 93% of the participants voiced disgust because they knew they were the victims of ageism but had no way to prove it because of age discrimination’s obscureness (Franz, 2021). This obscureness makes ageism difficult to prove objectively because of carefully hidden ageist practices within seemingly legitimate human resources (HR) and hiring policies (Franz, 2021). Moreover, this obscureness perpetuates ageism’s omnipresence within many companies (Franz et al., 2022). For this reason, ageism’s veil is difficult, if not impossible, to detect, enabling employers to sidestep employment laws (Lesonsky, 2017). Moreover, there is evidence that some job descriptions target a younger audience (North & Fiske, 2013) through ageist language that dissuades older employees from applying for positions they are qualified to perform (Petery & Grosch, 2022).

The unfair workplace exclusion of aging employees is wrong and causes career damage for older employees (Hujsak, 2015). Age discrimination is an atrocity, and change requires corporate prioritization through targeted recruitment and retention initiatives that hold company leaders accountable. In addition, the aging workforce wants to work and rely on employment for financial security, their sense of well-being, and to feel like they are still a part of society (Schulte et al., 2018).

This chapter discusses the problem of ageism and explores transformational steps for employers to create and implement non-ageist hiring and retention policies and procedures to safeguard a diverse workforce. The aging population potentially augments and fosters diverse and inclusive workplaces that engender organizational growth (Kulik et al., 2014). As the population ages rapidly, employers must adapt their mindsets to capitalize on the older workforce’s vast expertise. According to Kulik et al. (2014), some countries are adopting numerous national policies to respond to an aging population. Consequently, companies must develop, implement, and sustain innovative, comprehensive talent acquisition practices to attract, train, and retain their aging employees (Kulik et al., 2014).

This chapter aims to help organizations get honest about their ageist hiring practices, so they can engender non-ageist inclusive recruiting, hiring, and retention policies that appreciate older employees’ knowledge, skills, and abilities (KSA). This author accomplishes this mission in five steps. First, the author highlights the issues of ageism. Second, the author explains the depth and breadth of controversies about ageism with evidence from the empirical literature. Third, the author discusses the problem that impedes progress toward eradicating ageism. Fourth, the author offers solutions and recommendations for companies to develop and implement non-ageist hiring and retention policies. Finally, the author suggests future research directions.