Despite the regulations made by the Age Discrimination in Employment of 1967 (ADEA) and the fact that extensive research has found no relationship between a person's age and job performance, discrimination based on age (or age discrimination) remains a common problem in the workplace. Criterion of age is unfair or unequal treatment of an individual by an employer or colleagues based on the individual's age and usually targeted at individuals who are 40 years of age or older. Age discrimination costs U.S. companies millions of dollars and, as the "baby boom" generation grows older, these costs can increase exponentially. In fiscal 2008, the Equal Employment Opportunity Commission (EEOC) received 24,582 complaints of age discrimination. Of the complaints received, the EEOC resolved 21,415 charges and recovered 82.8 million U.S. dollars in monetary benefits for charging parties and other aggrieved individuals (not including monetary benefits obtained through litigation). Age discrimination has other consequences not only monetary expenditures made by enterprises. When discrimination age is present, the company is missing opportunities to capitalize on the unique characteristics of their employees.

It is a general belief, held that older workers who have more experience in relationships with clients are best view in making decisions about work and care more about the quality of their work. Older workers are less likely to quit, have to work late, or absent. Unfortunately, the more negative aspects to employ older workers tend to dominate the perspectives of people to employ older people. For example, older workers tend to charge a higher wage high, have pension plans and more vacation days in comparison to their younger counterparts. The alleged adverse employment of older workers only serve to curb the culture of an organization and are totally unjustifiable given that, as stated above, no correlation was found between age and job performance. Furthermore, age discrimination can create a hostile work environment that interferes with work performance, morale and retention employees, especially older workers.

With such negative consequences, it is imperative for a company to keep age discrimination (and all other types of discrimination) under control. However, age discrimination can be difficult to identify, and even more difficult to prevent, There are some prejudices that reveal much more subconscious.

The first step in preventing age discrimination in the workplace is to understand exactly what is and identify potential problems within your organization or company. Some employees may have prejudices that are not conscious and can be exposed in using techniques appropriate. Effective training sessions that extend beyond a single reporting period and focus on reform can increase employee performance awareness of discriminatory practices.

The company also must clearly communicate the organization discrimination policy by publishing of age on the bulletin boards or the company intranet. The policy should include definitions of harassment, resources, consequences, reporting procedures, the claim processes and anti-retaliation language. Employees need to understand that the company is serious about age discrimination. This practice will also that older workers feel more valued.

Another precaution to take is to put job advertisements on the van to reach workers of all ages. It should be a "birth date" on all job application forms. Instead, the emphasis should be placed on the experience, skills and capabilities – what that an individual can bring to an organization. Furthermore, when the interview, a company must employ a mixture of interview panel of age in the selection process always possible. These interviewers should focus on jobs and ask questions related to their hiring decisions as free of prejudice or stereotypes of what possible (as mentioned above, some people have hidden biases).

Other forms of organizations to carry out the prevention of discrimination by age in the workplace include ensuring that interviews of candidates for all who are familiar with age discrimination laws, communication that salary needs based on experience and performance, not age, emphasizing the skills, abilities and potential of employees, and avoid age cuts for promotions or training. In addition, peer-to-peer mentoring can be a great help to employees. The workers of any age can convey their experiences, and helping others to develop through the use of the expertise of its partners, skills and experience. It is also important to have managers set a good example in their interactions with older employees.

Overall, organizations must be proactive in their attempts to eliminate discrimination by age in the workplace and creating an inclusive environment. All employees, regardless of age, should feel satisfaction when they enter the workplace. The lack of providing people with this type of environment will ultimately ban its productivity, which, in turn, the effect of evil across the enterprise.

Sources:

target = "_blank" href = "http://www.eeoc.gov/types/age.html"> http://www.eeoc.gov/types/age.html

href = "http://www.allbusiness.com/legal/labor-employment-law-discrimination-racial/11414718-1.html"> http://www.allbusiness.com/legal/labor-employment-law- discrimination-racial/11414718-1.html

http://www.allbusiness.com/human-resources/workplace-health-safety-employment/11441-1.html

About the Author:

Diamond Lipscomb is currently a student at West Chester University of Pennsylvania. She is studying Accounting and Finance and intends to graduate in May of 2011.

Article Source: ArticlesBase.com – Preventing Ageism in the Workplace: Creating an Inclusive Environment

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