Age bias in hiring practices

According to a recent survey of 10,000 hiring managers, 42% of respondents admit to taking a candidate’s age into account when reviewing job applications. Notably, age bias extends to both Gen Z (aged 18 to 27) and senior (aged 60+) candidates, with 40% and one-third of managers acknowledging bias against these groups respectively.

Methods used to determine age

Hiring managers are using a range of methods to estimate a candidate’s age during the hiring process, including by looking at years of experience (82%), graduation year (79%), and even reviewing at a candidate’s photo (46%). Stacie Haller, the chief career advisor at Resume Builder, highlights how such practices can instil age bias into recruitment decisions, detracting from candidates’ qualifications and suitability for the role.

Impact of physical appearance

Physical appearance was found to contribute to age bias during interviews, particularly among older candidates, with 41% of hiring managers admitting that an “elderly” appearance could negatively impact a candidate’s chances of securing a job, and 36% suggesting that candidates over 60 should take steps to appear younger during interviews.

Similarly, youthful appearance can also lead to discrimination, with 19% of managers stating that a youthful appearance deters them from considering an applicant, and 36% recommend that Gen Z candidates should “try to appear older during interviews”.

Concerns about hiring Gen Z and senior candidates

Concerns cited by hiring managers about hiring older candidates include their likelihood of retirement (74%), potential health issues (64%), lack of experience with technology (48%), work pace (40%), mindset (39%), need for time off (30%), and poor social skills (20%). Among those respondents who admit to age bias against senior candidates, 64% believe it is advantageous to the company to avoid hiring senior candidates.

Moreover, hiring managers cite Gen Z’s lack of experience (80%), unprofessional attitude (58%), tendency for job hopping (63%), unreliability and work ethic (50%) as reasons for their reluctance to hire them.

Challenges faced by Gen Z

The report highlights specific challenges faced by Gen Z, whose early career development was disrupted by the pandemic, with the shift to remote work arrangements and a lack of tailored training and onboarding support worsening negative biases against this group.

Looking ahead

HR leader, Bryan Driscoll, emphasises the value that Gen Z can bring to the workforce. Their technological proficiency, commitment on social and environmental issues, and need for meaningful work, can all contribute to improving a company’s culture and fostering innovation.

He argues that the traits often associated with Gen Z reflect the changing world of work which has shaped this generation. In response, managers and business leaders need to recognise the importance of understanding and accommodating the evolving expectations of a modern workforce. Failure to do so could result in missed opportunities and difficulties in talent attraction and retention.

Indeed, with Gen Z projected to comprise approximately 30% of the global workforce by 2025, the onus will shift to managers to adapt to Gen Z’s characteristics and preferences.