Ask HR: Is It a Problem if All of My Workers Are the Same Age?

​SHRM President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, is answering HR questions as part of a series for USA Today. 

Do you have an HR or work-related question you'd like him to answer? Submit it here. 

I was installed as head of a department of 13 people with only Gen Z employees. While it's not unusual to find high numbers of younger hires in our industry (marketing), this is the first time I've seen a department exclusively [composed] of one age group. Should this be a red flag for concern? Could this be a result of prior biased hiring practices?—Philip

Johnny C. Taylor, Jr.: A workforce composed of members of a single age group warrants your concern and a closer look. This may stem from several reasons, such as hiring bias or the targeting of specific groups via advertising. While certain industries or entry-level positions tend to attract those earlier in their careers, such as Generation Z workers, an age-diverse workforce can benefit your department and your organization.

Start by revisiting your company's recruitment and hiring practices for potential explicit or implicit bias. Implicit bias is a person's unconscious prejudice, attitude or opinion toward others. In contrast, consciously and knowingly discriminating via certain behaviors is a hallmark of explicit bias. If a manager or recruiter intentionally posts only on social media used by younger audiences, this could be considered explicit bias. If the recruiting or hiring manager excludes hiring from specific areas in a city, they may disparately impact certain groups, which is implicit. 

Outside of biases, other factors may have contributed to this group consisting of just one generation, such as the pandemic. Many workers left organizations for greener pastures and other interests during this time. There was also an increase in Baby Boomers retiring.  

One solution would be to expand your reach by posting to and hiring from sites and areas of diversity. Casting a wider net will help attract a diverse field of candidates.

Another solution would be to review your company's benefits for possible inherent roadblocks to a more seasoned workforce.

A flexible work schedule, retirement benefits and senior/child care benefits may help attract a more age-diverse workforce.

Prejudice or discrimination on the grounds of a person's age or any other protected class can stifle the organization with limited skills, knowledge, abilities and perspectives. Regrettably, these types of prejudice can also result in discrimination claims, which may trigger costly legal issues.

Trust your intuition here. Reach out to your human resources department for help validating your concerns. They can further assess the situation and help initiate an action plan. 

I was employed for just two months when I was hospitalized and requested a three-month medical leave. I now want to go back to work, but my position is no longer available—it was filled. The company still has me listed as an employee, and I still have a company computer. They will not assign me a position but said I needed to fill out applications just like any person applying, and the first applicant for the position will get the job. They will not terminate me so I can collect unemployment. They never gave me the relocation package I was promised. What rights do I have?—Virginia

Johnny C. Taylor, Jr.: Most importantly, I hope your recovery is going well. Unfortunately, I may have some bad news for you. In order to be eligible to take leave under the Family and Medical Leave Act (FMLA), you must have worked for your employer for 12 months. With only two months on the job, your request does not qualify for FMLA job protection. Any leave accommodation will be entirely up to the discretion of your employer.

While I may not be privy to all the details of your situation, there are standard protocols for receiving a request for a leave of absence. Employers typically review requests to confirm if the leave is protected under federal, state and local laws. If it is not covered, the employer would then look to any applicable company policies or practices. If there is no established policy or procedure, an employer might approve the leave request, but there wouldn't be an obligation to offer job protection and retain the person.

Remember, you may not have the complete picture from your company's perspective, so clarify your concerns with HR. Though you didn't qualify for FMLA leave, they didn't terminate you. So this may be a sign that they are willing to work with you. Now that you are fully available, HR may be able to help you find a suitable position in the organization. Some employers require employees to apply for open jobs when they return from a leave of absence.

When it comes to unemployment benefits, you should ask HR why they will not terminate employment so that you can apply for benefits. I also recommend contacting your local unemployment office to review eligibility criteria and get answers to any questions you may have.

Hopefully, you have the terms and conditions in writing regarding the promised relocation package. If there is indeed a verbal or written agreement, try addressing it with HR. If they are unable to assist you, you may need legal counsel. I wish you the best of luck and continued health.