Want to avoid ageism in recruiting? Play the long game

When it comes to the hiring process, it is not illegal in most states to ask someone their age during an interview. Nevertheless, it’s a question that misses the point. 

After 20 years as a leadership advisor, I’ve learned that age truly is just a number—and a misunderstood one at that. We place too much weight on someone’s graduation date and too little on the complex equation of their unique professional and personal experiences. People often think of age as a limiting factor. I think of it as one data point in a vast array of information that tells me if someone will succeed or not in a given role. 

Yes, leaders need to be seasoned, energetic, and eager. In an earlier era, those traits may have seemed to correlate with a certain age profile and career trajectory. Thankfully, that is no longer the world we live in. Today’s workforce is much more diverse and the paths to leadership much more varied. 

 An April 2024 report from the Bureau of Labor Statistics presents a snapshot of the future: The first wave of Millennials—those born between 1980-1984—held an average of nine jobs by the time they were 36. Not all of these jobs were on the corporate track but the writing is on the wall: Careers are winding tales. What matters most when it comes to leadership is substance and situation, not years. This is  especially important for companies committed to building diverse leadership teams. 

How does my approach to executive recruiting destigmatize age so companies appreciate it for the experience it affords rather than making it a limiting factor? I play the long game and I get personal.

Here’s what that means: I build relationships. I get to know people so I understand what drives them professionally and what they prioritize personally. I dive into the executive assessments that we conduct during the search process, and I talk to a number of people who have worked with them before to get a better sense for what makes them tick and where they’d be the best fit.

Some people frequently move companies—or even cities—for new opportunities. Others rise in the ranks at the same company. Still others pass on promotions because it’s not the right time for them to take on additional responsibilities or the demands of travel. Knowing the circumstances of someone’s situation means that I can contextualize their decision making. 

For me, it’s not about why a 55-year-old hasn’t yet made senior VP or why a 65-year-old is looking for a new role. It’s about whether their circumstances align with the current opportunity—and whether they have the drive and the desire to succeed. You can’t see those things unless you invest the time and energy in learning about the details of someone’s particular path. You have to build the muscle of deep assessment, not rely on the crutch of correlating capacity with age. Knowing the specifics of a person’s journey enables me to understand if they would make a strong candidate. 

Relationship building takes time and genuine interest. My love for making connections is why I joined Russell Reynolds Associates and what drives me to this day. Now that I’ve been at it for 20 years, I can see that investing in relationships is a key to combating the many ways ageism hinders candidates and companies alike from reaching their full potential. 

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