Combating Ageism in the Global Job Market

Ageism in the job market presents a critical challenge that not only limits the opportunities for skilled older workers but also diminishes the talent pool available to industries globally. Over the last few years many candidates I have spoken to, have seen a rise in ageism and prejudice hiring practices. Many have been directly affected by this, myself included. I was told 5 years ago that I was old… by a recruiter. If people in their 40’s are old, (they are actually half way through their career), then you can only imagine the challenge for someone in their 50’s or early 60’s.

Cost is a factor yes. But not always.

Impact on Global Talent

Age discrimination leads to underutilization of experienced workers, significantly impacting sectors where seasoned expertise is invaluable. McKinsey's research points to the systemic screening out of older candidates, often based on outdated perceptions of their technological prowess and adaptability. This exclusion is not just a loss for the individuals but for the industries that stand to benefit from their experience and leadership.

Causes of Ageism

The persistence of ageism is largely fuelled by stereotypes and cultural biases that undervalue the capabilities of older workers. These biases are entrenched in hiring practices and organizational cultures that mistakenly associate age with decreased innovation and resistance to change. McKinsey's findings challenge these stereotypes by showing that older and younger workers value similar aspects of employment, such as meaningful work and career development, suggesting that the capability to contribute significantly does not diminish with age.

Solutions and Strategies

To address ageism effectively, a multifaceted approach is necessary:

 Innovative Hiring Practices: Implementing demonstration-based interviews and adjusting hiring criteria to focus on actual skills and job performance rather than age.

Continuous Professional Development: Encouraging lifelong learning and ensuring that all workers, regardless of age, have access to training and upskilling opportunities.

Inclusion in DEI Strategies: Explicitly incorporating age diversity into diversity, equity, and inclusion strategies to foster a more inclusive corporate culture.

Implications for Executive Search

For executive search professionals, the integration of age inclusive strategies could broaden their candidate pools and enhance the quality of leadership in organizations.

By promoting age diversity, executive search firms can lead organizational change, demonstrating the value of experience and maturity in leadership roles. Furthermore, by advocating for and implementing the aforementioned solutions, they can influence broader industry standards and help mitigate age bias at all levels of employment.

Conclusion

Combating ageism in the job market requires a concerted effort to change perceptions, implement fair hiring practices, and promote inclusive policies.

By leveraging these insights, businesses and executive search firms can take a leading role in this endeavour, ensuring that talent is recognized and valued at every age, thereby enhancing innovation, stability, and growth in the global economy.

This unified approach not only addresses a pressing social issue but also opens up avenues for sustainable business practices that embrace diversity in all its forms.

What are your thoughts on this?

Have you experienced challenges due to your age when seeking a new role?

#CareerAdvice #HR #HumanResources #JobSearch #EmploymentOpportunities

www.cgrahamconsulting.com

Digital Recruitment Evolution

About 70% of companies have transitioned to predominantly virtual recruitment and onboarding processes, with 10% fully embracing the virtual approach. This trend is expected to expand, though it presents the unique challenge of authentically representing a company's culture and facilitating meaningful interactions to assess the fit between candidates and the company online. Premier virtual recruitment strategies are designed to effectively communicate the essence of a company's culture right from when a candidate discovers a job opening.

In the domain of human capital management (HCM), recruiters hold a crucial position. HCM is the orchestrated strategy and practices that businesses employ to attract, develop, and retain their workforce, now increasingly integrated with virtual recruitment, particularly in tandem with remote work. Businesses are no longer restricted by the physical proximity of candidates to their offices. With virtual recruiting, companies can extend their search for talent beyond traditional boundaries to anywhere in the world.

Accountancy giant PwC offers a prime example of virtual recruitment’s expanding role in HCM with its innovative, mobile-friendly "choose your own adventure" hiring process. This approach enhances candidates' autonomy in the recruitment process, allowing them to schedule interviews and select interviewers at their convenience, while also providing transparency on their application status. Virtual interviews are becoming the norm, and candidates are frequently evaluated on their capacity to operate efficiently in a remote environment.

The Intersection of Remote Work and Hiring

The blend of on-site and remote work is becoming a permanent fixture in the business landscape. More than one-third of companies are now open to hiring remote staff globally, unbounded by geographical constraints.

A significant 60% of job seekers prioritize flexibility in their work schedules and locations. Companies that offer customizable remote work setups, such as adjustable desks and noise-cancelling headsets, in addition to robust remote collaboration tools and learning opportunities, will stand out to potential hires. Unique qualifications like remote work certifications, for instance, are becoming differentiators for candidates.

What is your experience of remote hiring?

Is remote working something that your company is still flexible on?

#VirtualRecruitment #HumanCapitalManagement #RemoteWork #GlobalTalent #FlexibleWork #RecruitmentTrends #HCMStrategy #TalentAcquisition #RemoteHiring #WorkplaceFlexibility

https://www.cgrahamconsulting.com

The Strategic Edge of Skills-Based Hiring in Executive Search

In the Executive Search realm, the concept of 'right skills, right person, right role' is undergoing a transformative shift, steering away from traditional credential-focused recruitment toward a nuanced, competency-driven approach. This strategic realignment is driven by the recognition that the complex challenges of today's business environment require leaders not just with impressive resumes, but with a proven repertoire of skills that match the dynamic needs of high-level roles.

Skills-based hiring is not simply about filling a position; it's about forecasting the skills necessary for future success and finding leaders who possess them. This approach involves sifting through the candidate pool to identify those with strategic thinking, leadership, adaptability, and the ability to innovate skills that are often honed outside the hallowed halls of academia or through non-linear career paths.

Executive search firms can leverage skills-based hiring to tap into diverse and rich talent pools. By valuing skills over degrees, firms not only broaden their candidate base but also challenge the status quo, encouraging diversity of thought and experience that can drive innovation.

One of the key challenges in skills-based hiring is developing robust assessment tools to objectively measure soft skills and leadership potential.

Globally, skills-based hiring is breaking down barriers, enabling a more inclusive approach that benefits both the organization and its leadership composition. In addition to increased diversity, skills-based hiring promises enhanced employee retention and satisfaction by aligning roles more closely with individual competencies and career aspirations.

By embracing skills-based hiring, executive search firms can offer their clients a competitive edge, ensuring that leadership acquisition is not just about filling gaps, but about propelling the organization forward with the right talent at the helm.

https://www.cgrahamconsulting.com