EXP 102 - 021
Age discrimination has its root in history. From generation to generation, people have paid a great deal of attention to age as an important part of the recruiting process. It refers to the rejection of opportunities on the basis of age. In the workplace, these rejections can be seen when the managers consider age as a significant factor to make decisions about recruitment, promotion and dismissal. According to the “Age Discrimination” in the US’s Employment Act of 1946, if a candidate is forty years old or older and he/she receives limited opportunities to get a job because of his/her age, that person may have suffered unlawful age discrimination (qtd. by “AARP” 3). As The Chartered Institute of Personnel and Development (CIPD) in 2005 reports, 22% of managers surveyed admitted that their selection decisions were influenced by age, and also 59% of them claimed to personally experience age discrimination. Currently, there is a hot debate about the effectiveness of employees based on age. Without a doubt, age discrimination should be eliminated because it can lead to financial loss, loss of talent employees and an unfair recruiting process.
Firstly, age discrimination can bring huge financial disadvantages to a business. As the company wants to constantly renew its staff, it needs to increase its expense to organize events and interview in order to attract potentially talented candidates. To select the most favorable and talented employees, a company often has to go through a complicated process: from advertising, interviewing performing other recruitment-related tasks to grading pre-employment assessment tests. Without a doubt, this complex procedure not only costs a lot for the company but also takes a considerable amount of time. In an interview, Eddy Stappaerts, a sixty-two year-old engineer and also an elder senior scientist working on lasers with a doctorate from Stanford University claims his contributions are recognized by the chief as essential parts of the company development. However, as he becomes older, most of his duties gradually are shifted to a younger worker. “You have to pay these guys a lot less than senior people,” he says (Levitz and Shishkin). In some cases, the cost for an employing process can even be more expensive because these firms want employment information to appear on public media channels such as newspaper and television. In addition, after accepting new employees, companies also need to pay a certain amount of expense to offer training courses for newcomers. From an annual research of Bersin by Deloitte, the average cost of training a new worker in 2007 was $1,202 (qtd. by Ann Bares). In another annual industry’s report that was done by American Society of Training & Development, American companies spend the amount of $156.2 billion on worker’s training and learning process in 2011 (ASTD 9). Needless to say, it is a huge amount of...