Bias in recruitment remains a stubborn issue in UK workplaces. With about 30% of employees reporting they’ve experienced or witnessed bias, ageism sits among the most prevalent forms, alongside gender and racial discrimination. It’s a challenge that’s not only unfair but also one that undermines organisational diversity, innovation, and morale. As technology advances, many companies are turning to AI recruitment tools, touting them as solutions for more efficient hiring. But there’s a catch: if the data feeding these systems is biased, they may simply mirror and even magnify existing prejudices. So, how can HR departments embrace innovation while actively working to eliminate age bias in the hiring process?
AI tools are only as unbiased as the data they’re trained on. Take the infamous example of a leading tech company whose AI hiring system unfairly downgraded resumes that included terms associated with women. Why? Because the algorithm was trained on a decade of data where most successful candidates were men. If AI systems are trained on biased data or poorly designed algorithms, it will perpetuate bias in hiring practices. The same applies to ageism. If a company’s historical data reflects an unspoken preference for younger candidates, AI tools will likely prioritise youth over experience. Age-coded language—words like “energetic” or “recent graduate”—can creep into job adverts or algorithms, deterring older candidates from even applying.
Ageism in hiring doesn’t just harm candidates; it harms organisations too. Older employees bring invaluable experience, stability, and mentorship to the workplace. When they’re overlooked, companies lose out on the benefits of a multigenerational workforce. Studies have shown that diverse teams perform better and innovate more effectively. Age diversity is no exception. Yet, age-biased hiring practices can result in homogenous teams that lack the breadth of perspective needed to thrive in today’s competitive markets.
There are ways to avoid age bias when hiring. For example, before implementing AI, scrutinise the data it will learn from. Is your recruitment history reflective of a diverse workforce, or does it skew towards certain demographics? Look out for patterns that might indicate age-related bias, such as younger candidates consistently being fast-tracked or older applicants being overlooked. It is also important to realise that job descriptions matter. Organisations should avoid age-coded language like “digital native,” “fast-paced environment,” or “ideal for recent graduates.” Instead, focus on skills and competencies relevant to the role.
If you are using AI in your recruitment strategies, then remember it might be great for shortlisting candidates, but it shouldn’t replace human judgment. HR teams should pair AI tools with human oversight to ensure decisions are fair and well-rounded. A diverse recruitment panel can help counter unconscious bias. People from different backgrounds—including age groups—can challenge assumptions and bring varied perspectives to hiring decisions. Once an AI system is in place, it’s not a case of “set and forget.” Regularly review its outputs to spot any biases creeping in. For instance, if shortlisted candidates consistently fall into a narrow age range, it’s time to investigate. Relying solely on AI-driven recruitment might exclude qualified candidates who aren’t active on traditional platforms. Networking, outreach programmes, and partnerships with organisations supporting older workers can help you tap into a broader talent pool.
AI has the potential to revolutionise recruitment, but it’s no silver bullet. If you rely solely on AI in your recruitment strategies, you will be at a distinct disadvantage to your competitors who use other forms of finding talent like networking. Organisations that prioritise fairness and inclusivity in recruitment—whether through traditional methods, AI, or a combination of both—stand to gain a competitive edge. They’ll attract top talent, foster a more diverse workforce, and build a stronger reputation in the market. As HR departments navigate the future of recruitment, the stakes are high. Ageism, like any form of bias, won’t disappear overnight. However, by taking proactive steps to identify and mitigate bias, organisations can ensure that their hiring processes are fair, inclusive, and forward-thinking.
Ultimately, technology is a tool, not a solution. The responsibility lies with HR professionals to wield it wisely, keeping fairness and diversity front and centre. After all, a truly inclusive workplace doesn’t just happen—it’s built, one thoughtful hire at a time.
This article is written by Lee Higgins who is the founder of Diverse Talent Networks. He set DTN up after 23 years in recruitment and executive search which saw him overseeing over 900 projects globally in M&A, private equity, asset & wealth management, energy and consulting. Lee set up DTN to help organisations engage talent from all backgrounds through the power of networking. Lee endeavours to create a future where talent wins.
