Manage HR Magazine | Thursday, April 01, 2021
Whether you use individual modules or a holistic approach, anti-bias training should recognize age as a factor of identity that can be aimed for discrimination, consciously or unconsciously.
Fremont, CA: Organizations have recognized the business case for diversity for many years. It makes sense to have a more inclusive workplace because it encourages innovative thinking and allows employers to expand into a larger pool of potential talent. Those who do not tap on age diversity are at a competitive disadvantage in terms of innovation, institutional knowledge, employee engagement, and workforce stability. Because workforce generational diversity is here to stay, it makes good business sense to foster an age-inclusive culture within your organization.
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Reexamine Hiring Practices
Age discrimination is most common in the hiring process for older workers, with 45 percent of older applicants reporting that age discrimination is the most significant barrier to finding a new job. De-biasing, your talent acquisition function, will go a long way toward supporting age diversity initiatives.
Be Deliberate about Age as a Diversity Element
Noting age as an aspect of diversity is a foundational step in the process of incorporating it throughout your DEI work. If you don't name it, you won't be able to address it. Furthermore, specifically mentioning age sends a clear message that workers of all generations are valued.
Create Opportunities for Collaboration
Providing opportunities for diverse groups to communicate and share a common goal is one of the most effective ways for inclusive organizations to remove unconscious bias.
Mentoring, whether formal or informal, increases engagement and retention and allows both parties to learn from each other, regardless of age. Wherever possible, encourage bidirectional mentoring.
Establish Age as a Valued Diversity Element in Internal and External Communications
Part of incorporating inclusion into your organization's fabric reflects on and celebrating the workforce you have (or want to create) and being aware of common assumptions that may influence decisions about language, access to opportunity, and public discourse.
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