Age does matter, but doesn't have to be a liability

By Elaine Varelas | February 19, 2006

Two and half years ago, my husband's company went into bankruptcy. His department was eliminated and he lost his job. He has master's degrees in mechanical engineering and business. Despite the fact he has sent over 150 resumes, he has not been able to get an engineering job. When he follows up, he is told he's overqualified for the position. He was recently contacted by an out-of-state company, which found his resume on the Internet, for a manager's job. When he arrived at the interview, it was apparent that they did not realize that he was 61, but he felt he demonstrated the knowledge and had the experience to do the job and that the interview went well. He did not get the job and has now learned that the other candidate was not only younger, but also did not have the same education or job experience. Can the company be sued? Or does he just have to accept the fact that at age 61 he is not going to be employed as an engineer?

Suing and involving federal agencies is a great reaction from a protective spouse, but not the most effective activity for a job seeker and no, he does not have to accept the idea (it's not a fact) that he won't be re-employed as an engineer.

I see two challenges to address. First, your husband has been in job-search mode for 2 1/2 years. He needs a great answer to the question, ''what have you been doing?" If people assume he has been practicing for retirement, they will not take his candidacy seriously. If he can say, ''I have really taken advantage of this time. In addition to painting my house, I took three (name current engineering or management-related) courses. Most recently, I started my full-time search by identifying strong organizations where I am interested in working." This statement can be highly effective in networking meetings and interviews.

The next challenge is age. Age is definitely an issue in the job market. How your husband chooses to address it will determine whether it can be a stereotypical disadvantage or a potential advantage. Stereotypes are traps he must avoid. Job seekers need to avoid looking or acting ''old." Illegal criteria? Yes. A hidden reality? Often. Does your husband look current? Does he have a relatively new suit, shoes, and accessories (especially eyeglasses)? A dated look suggests dated skills, a lack of investment in one's ''work self," and potentially an inability to change.

There are many other stereotypes that are obstacles in the job search -- overqualified being one you addressed. Preparing to address this and other stereotypes begins with resume presentation.

Does your husband have an e-mail address on his resume? Is it his alone, or your family address? Has he offered to mail or fax his resume? (I hope not.) Can he show innovation and change in areas he was responsible for?Continued...

Older workers are typically more mature and responsible. They have a great work ethic, and are often past the stage of political infighting or jockeying for position. They can be outstanding managers or mentors for early career staff, who need someone with the time, patience, and energy to teach them how work really works, and what being a great employee is all about. People with experience have a perspective about the long term, can see patterns in situations, and can often advise colleagues without being threatening.

Effective managers know the benefits of seasoned employees, and effective older job seekers use all resources available to them -- especially the network they have spent years developing.

Your references start with you

I, along with several other people, worked at a company for over 10 years. It was owned by a gentleman who had built the company from the ground up. Last year, he decided to sell it as he was getting on in years and wanted to semiretire. He sold it to a family that went out of its way to force everyone out in a 12-month span. Our problem is this: the ''family" is not giving anyone a good reference, is denying we ever worked there, or saying we simply walked out or were horrid employees. I have interviewed countless times, usually three interviews per company and have even been given the ''welcome aboard" speech, but when the HR department calls my reference the ax falls. Should I hire a private investigator to call and press charges against these people for sabotaging my potential job opportunities?

Dealing with the loss of a job, especially one you loved, where you worked with people you enjoyed in an organization that respected your contribution is challenging enough. Having the new regime not cooperate, and perhaps even sabotage your job search efforts is horrible, but an obstacle that can be overcome.

The content of your reference is yours, and how this information is created and communicated is also within your control. The best reference statement is one where you anticipate what will be asked about what you did on the job: What kind of employee were you? What are your strengths and weaknesses? What do you do best?

But you can't stop there -- you have anticipated the questions, now develop the answers! Sing your praises -- from the vantage point of the new organization.

Meanwhile, people who are no longer at the company can serve as very effective references. In addition to your former supervisor, identify former colleagues who can act as references. Prepare a reference document: the top will look like your resume: name, contact information, and the first section heading called references. In this area, list the person, the contact information (phone, e-mail), their new employer, and your relationship to the person while you were at the former company. For example, next to each person's name: Manager, 3 years; or direct report 2 years; or colleague -- partnered on 4 major initiatives over 2 years.

If you don't address the former company by name, it will raise red flags. You may still be questioned on why you haven't listed anyone currently at the organization. A reasonable answer is, ''The company was sold, and the new owners were very focused on the new business and new staff, not on the work I was involved in for the bulk of my time there."

Even if they do call 411 and get the company representative, one voice can't outweigh the preparation you have invested in your other references.

Be a pal, but know where the line is

I am a new owner of a restaurant and bar, in which I usually do the bartending. I am happy to say that the business is running quite smoothly and I have gained a few loyal customers. However, some of these customers come in asking to be hugged and kissed on the cheek. A couple have even asked me to join them after hours at other pubs. If it was too late, they said I could stay at their house or college dorm. I would love to make new friends since I am new to the area, but as a business owner, is it inappropriate for me to give customers a hug and peck on the cheek, or even hang out with them and stay overnight at their place? Do I need to draw a line somewhere?

Congratulations on the early success of your small business. The restaurant and bar industry is challenging, and all entrepreneurs know a loyal customer base is critical for success. So let's remove the atmosphere for one moment. If you asked the same question without letting anyone know what business you are in, would the answer be different?

Alcohol can impair anyone's judgment -- customer or owner -- and often being in a relaxed, celebratory environment can cause people to lose track of important boundaries. I consulted Pattie Hunt Sinacole of First Beacon Group LLC, a human resource consulting firm to small and mid-size businesses, who said the fact you are posing this question suggests you may already be concerned that you're ''stepping over the line."

''As the owner, you need to exercise caution and care in the best interest of your business and customers," Sinacole said. ''In Massachusetts, employers with six or more employees also have to think about ensuring that their workplace is safe and free of harassment, or anything that might be construed that way."

Greeting customers with a brief hug in a public area is probably fine. Camping out at their house or dorm room, or going bar-hopping with them, is probably not. I recommend you err on the side of caution when dealing with customers inside and outside of your restaurant and bar.

E-mail questions to jobdoc@globe.com or mail to Job Doc, The Boston Globe, P.O. Box 55819, Boston, MA 02205-5819.Elaine Varelas has over 20 years of career development and consulting experience and is currently managing partner at Keystone Partners, a career management firm headquartered in Boston.

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