Beyond Bias: Practical Steps for Reducing Ageism in Recruiting

As a senior talent leader with decades of experience building high-performing teams, I’ve seen firsthand how bias—especially ageism—can quietly shape hiring decisions, damage organizational culture, and limit an organization’s potential. Recently, I was asked to weigh in on this issue, and the short answer is clear: Ageism is alive and well. I’ve seen the subtle pass-overs and the raised eyebrows. Bias this blatant—and this quiet—still shows up every day.

Here’s why this matters now: We’re standing at the intersection of a massive “silver tsunami” of retirements and an AI revolution reshaping work. Some might assume AI will fill the gaps as millions retire. But while AI can code, crunch, and optimize, it can’t use intuition on human factors or call audibles in real time. That human advantage is exactly what seasoned recruiters and workers bring. Overlooking it is not only unfair, it’s shortsighted.

Ageism in recruiting exists across industries and job levels. Denying candidates a fair shot—or prejudging them because of their age—is a pervasive bias, whether conscious or unconscious. I’ve seen it surface over the years, whether the candidate is in their 40s, 50s, or 60s, in ways that can be subtle or shockingly overt. And while this bias has deep roots, understanding the scope of the problem is the first step toward changing it.

The data confirms how widespread the problem is. A 2024 AARP survey found that 64% of workers aged 50+ have seen or experienced age discrimination in the workplace, and within that group, 90% believe it is common. 

This kind of prejudice often builds subtly over an employee’s career, typically becoming noticeable when candidates enter their 40s, and becomes more prevalent the older they get. The impact of these decisions compounds over time, affecting both individual livelihoods and the collective skills available to employers.

Americans 65 and older are staying in the workforce longer, with Pew Research Center reporting in late 2023 that this group’s labor force participation has steadily increased over the past three decades. Rising life expectancy, higher living costs, and healthcare expenses are some of the factors that may delay retirement. Workers today may also be more inclined to delay the start of their careers as they pursue advanced education; 2024 Bureau of Labor Statistics data shows that individuals with bachelor’s and graduate degrees have significantly higher earnings and lower unemployment rates than those with less education. 

In addition, rising Medicare premiums and shifts in employer-sponsored retirement offerings—such as fewer pension plans or limited access to savings programs—can create significant financial pressure to keep working. Taken together, these forces mean that more experienced professionals are remaining in the job market, and organizations have a growing opportunity to benefit from their skills.

BLS projections show that workers aged 65 and older will experience the fastest growth in labor force share through the early 2030s, even as they remain the smallest group overall. By 2033, adults aged 65 and over are expected to account for 8.6% of the labor force, up from 6.7% in 2023. These older workers are projected to contribute 57% of total labor force growth during this period. This expansion also has notable implications for older women. As of April 2023, women aged 55 and over represented 10.6% of the labor force, up from 6.9% two decades earlier.

Through my experience leading recruiting teams across industries, I’ve seen how intentional changes in hiring practices can dismantle age-related bias and unlock untapped talent. Here are some practical insights for recruiters and hiring managers to create more inclusive processes that reduce bias while also strengthening teams and driving business success.

Myths About Older Workers

Like any other “ism,” ageism is fueled by myths and stereotypes. Some of the most common, inaccurately negative assumptions portray older candidates as less adaptable, less technologically skilled, and less open to learning new approaches. The implied message is you aren’t up to speed on how the world works—good luck keeping up.

In one of the most egregious examples I’ve encountered, a seasoned executive referred to a candidate as a “WOW” before even meeting him—basing his judgment entirely on a LinkedIn photo. When I asked what he meant, he said, “Well, did you see him? He’s clearly a ‘Worn Out Warrior.’” The fact that this was a ready-made acronym suggested it wasn’t the first time he’d used it.

I also see this bias surface when a candidate has taken a gap, whether to raise children or care for aging parents. Bias can also vary by job level—very senior roles often value deep experience, while mid-level and entry-level positions may be more prone to age-related screening. Even at the highest ranks, seasoned professionals can be overlooked because hiring managers can’t see past the year they graduated from college.

Risks of Age Discrimination

You already know it but it bears repeating: age-based discrimination isn't just an ethical issue, it's also illegal. The Age Discrimination in Employment Act (ADEA) of 1967 protects employees from discrimination based on their age.

The ADEA makes it clear that: 

• Workers 40 and older are protected, with no upper limit.
• Employers with 20 or more employees, public or private, must comply.
• Discrimination in hiring, firing, promotion, pay, or job postings is prohibited.
• Even language like “Gen Z candidates welcome” can put you at legal risk.

Violating these provisions, or even appearing to, can put an organization at serious legal risk.

The Business Value of Experienced Workers

In my experience, cultivating age diversity is overwhelmingly good for business. Older employees bring unique strengths that benefit the entire organization:

• Productivity gains: Seasoned workers know when to pivot, when to compromise, and when to hold firm. Their ability to factor in both risk and human dynamics drives smarter, faster decisions that AI cannot match.
• Stability and institutional knowledge: Older workers carry deep organizational memory and industry expertise, which can be critical in times of transition.
• Mentorship and skill transfer: Many thrive as mentors. For example, an older candidate I hired two years ago quickly became indispensable. She provides hands-on guidance to junior staff and supports her manager in directing less-experienced employees. She’s also beloved by her team. She became the cultural anchor of her team—something no algorithm can replicate.
• Resilience: Having navigated downturns, reorganizations, and market shifts, seasoned workers bring a steadiness that helps teams stay grounded in high-pressure times.

Bottom line: When organizations sideline older workers, they aren’t just excluding people—they’re leaving performance, culture, and distinctly human strengths on the table.

4 Practical Steps for Reducing Age Bias in Recruiting

Despite the clear benefits of age diversity, AARP research shows that less than half of 6,000 global companies surveyed include age in DEI strategies. 

Use Age-inclusive Job Descriptions

Avoid language such as “recent graduate” or arbitrary years-of-experience caps that aren’t tied to the role’s actual requirements. Instead, center postings on the skills and competencies needed to succeed. When you strip out unnecessary filters, you not only widen your candidate pool but also reduce the subtle cues that can discourage older applicants.

Focus on Impact, Not Age

When reviewing resumes, I often say: “It’s not about the years of experience, it’s about the experience in the years.” I pay particular attention to their most recent decade of work, since it’s usually the most relevant to the job at hand. For example, if a sales role calls for meeting aggressive quotas, I want to see metrics—“I had a quota of X and exceeded it by 15%”—regardless of whether the candidate is 30 or 60. AI might scan a resume for keywords, but recruiters can see the impact numbers alone can’t capture.

Use Behavior-based Interviewing

Ask questions designed to surface adaptability and problem-solving skills independent of age. For example, I might ask, “Tell me about a time when you weren’t able to deliver on a promise to a customer. What happened, and how did you handle it?” The goal is to see how they respond to challenges and whether they can course-correct effectively. I’ve seen candidates in their 50s and 60s light up with the same energy as someone just promoted at 25. Their passion comes through in how they tell their story.

Challenge Bias in Real Time

That hiring manager who used the “Worn out Warrior” phrase I told you about earlier? I called him out. I redirected his attention to the person’s trajectory, which showed zero slowdown. That candidate went on to become a finalist. When managers see how experienced employees stabilize teams and deliver strong results, their mindset shifts from compliance to strategic advantage.

The Future Belongs to All Ages

Reducing ageism in recruiting is not just about fairness. It’s about future-proofing. In a world where AI is reshaping jobs, the most valuable edge organizations have is humans. And the humans who’ve seen decades of disruption often bring perspective and steadiness that no algorithm can replicate.

When we focus on what a person can actually do—their skills, their track record, the lessons they’ve earned over time—instead of the year on their birth certificate, we open the door to talent we might otherwise overlook.

I’ve seen how inclusive job descriptions and manager training can improve a team’s makeup. When people of all ages feel welcome and valued, they bring their whole selves to the work, and the ripple effect on workplace culture and performance is huge. Confronting age bias makes organizations better equipped to meet whatever comes next.