Combating ageism in recruitment: Are we playing our part?

Written by: Sharmini Wainwright, Senior Managing Director, Michael Page Australia

I’m sure all of us in the industry have seen ageism at play. Clients asking for the ‘up and comer’, organisational cultures described as ‘young and vibrant’ and of course the most experienced (and often expensive) candidate on the shortlist not getting a 1st round interview because of the assumption that they aren’t as tech savvy as the other candidates.

The other obvious point to call out is that many recruiters in their first 5 years in the role are in the 20s and 30s age demographic themselves.

How does their lens on life translate into defining the final shortlist for the role?

I have seen the real and damaging effects of ageism Having been in the recruitment industry for over 22 years, I have been able to follow both the joyous upwards trajectories of candidates, culminating in them achieving a pinnacle role, through to them struggling in more recent years, reflecting on the pinnacle role which has since evaded them as successors have come through.

Michael Page Australia Talent Trends 2024 report paints a stark picture 51% of Australian employees have faced age discrimination.

That’s more than just a statistic; it’s a wake-up call that we need to address What can we do as an industry to move the dial on this?

But let’s not forget that ageism cuts both ways It’s not just older workers who suffer 46% of young professionals in their 20s report facing age-related bias.

By sidelining any age group, we’re robbing ourselves of the fresh ideas and dynamic energy that young talent brings.

This isn’t just about fairness; it’s about harnessing the full potential of our workforce.

What are the steps we can take as recruiters?

• Training sessions to really lift the level of understanding and awareness of bias (conscious and unconscious)

• Avoiding age-specific language in job ads

• Encouraging clients to assemble diverse interview panels

• Challenging our clients at job briefing stage regarding their requirements which naturally cull the talent pool available Creating internal mentorship programs that connect different generations, to share knowledge and build stronger and more cohesive teams.

Remember, with life expectancy increasing beyond 100 years and a longer career runway, we need the world to also adjust and move with this.