Understanding and facilitating age diversity in organizations

Purpose – The article aims to introduce two Special Issues of Journal of Managerial Psychology on age diversity in organizations. It reviews two frameworks for understanding age diversity. The first framework focuses on age stereotypes and bias that have a negative influence on human resource decision making about older workers. The second framework emphasizes that the retirement of older workers will create a shortage of talented employees in organizations. As a result, we need to find ways of retaining older workers in organizations, and these goals are more important in some nations than others. Design/methodology/approach – Conceptual article. Findings – This is a conceptual article, but the results offer suggestions for increasing age diversity in organizations. Research limitations/implications – The article suggests that additional research is needed on the two frameworks noted above. Practical implications – This article suggests several strategies for reducing biases against older workers, and increasing their retention in organizations, for example flexible work arrangements, training, and a supportive climate. Originality/value – Little research has examined the challenges associated with age diversity, and the shortage of talented employees in organizations. Thus, this article makes a unique contribution to the literature because it examines these important issues. It also highlights directions for research, practice and society as a whole.