The introduction of application tracking systems (ATS), particularly by larger companies, has disadvantaged some job applicants because the systems automatically accept or reject CVs based on specific keywords--the advent of AI may be able to change that. ATS is efficient for helping where employers are inundated with CVs, but also often results in unfair outcomes. However, AIs like ChatGPT are about to change the game.  AI can empower job seekers by effectively incorporating keywords from job descriptions into their CVs and cover letters, thereby bypassing the limitations imposed by keyword scanning technology.  Consider this: AI can now generate your cover letter with the necessary keywords. You're good to go with just a few tweaks, saving valuable time in the job-hunting process. However, it's important to note that AI isn't about gaming the system; it's using technology to level the playing field. It is important to note that AI still requires thoughtful prompts and instructions to produce quality output.  Scanning technology is known to inadvertently prevents some exceptional candidates from getting interviewed. At M2M, while we make limited use of ATS technology, we recently placed a candidate who received a suitability score below 50% from ATS. Nonetheless, she turned out to be the perfect fit for

  Discrimination based on a person's age (ageism) is a problem in New Zealand—there’s no doubt older workers struggle to find employment—but the cause is more likely due to a generational disconnect. Workers over 50 could be more successful if they learn to bridge the generational divide. There will be more opportunities for those over 50 moving forward because the workforce is getting older and good-quality employees are in short supply. But to get the jobs, you need to demonstrate that you are still relevant. According to the Retirement Commission, New Zealand's workforce is ageing rapidly. In 1986, the employment rate among people aged 55-64 was 49%. By 2017 that rate had jumped to 82%. The Commission showed that by 2035 about 400,000 people aged 65+ would represent about 33% of the workforce. As in every field, mixing young workers with little experience and older workers with plenty of knowledge can be an amazing business strategy. The two cohorts will trade skills for energy and get the job done. However, generational gaps could also be an obstacle if there are no clear official guidelines for both old and young workers to understand each other. What some people decry as ageism is more often a disconnect between

  Age catches up to us all, but in the workplace, there remains a big difference in how men with grey hair are treated compared to women with grey hair. As the modern workplace makes an effort to be more inclusive and remove stigma, many perceived barriers have been overcome. However, an unspoken barrier that deserves more concentration is the imbalances in the age between men and women. In the workplace, there is an expectation for women to dye their hair when it begins to go grey. If women choose not to dye their hair, this can impact perceptions of them as a leader, making women more vulnerable to "ageism."   According to the World Health Organisation (WHO), ageism refers to the stereotypes, prejudice and discrimination towards others or oneself based on age. Despite all the progress, ageism is still rife in the workplace, especially with women as targets. For example, in January, a Scottish woman lost a $5 million employment dispute with her company over her complaints that she was given a nickname by colleagues "Christine Lagarde" due to her grey hair. Lagarde is the president of the European Central Bank and has grey hair. The 52-year-old Scottish woman took offence at the nickname and sued her

    Women who have broken through the glass ceiling and achieved executive management success find that employment over 50 presents a far more formidable barrier than any glass ceiling. Capable women with vast executive-level experience can find it almost impossible to get a role in today's environment. Employing the concept of whakapakari (to develop, strengthen and refine), we at M2M specialise in recruitment as well as the coaching of candidates—particularly those from diverse backgrounds—to be more capable, more prepared and employment ready to meet the needs of employers in a time when so much talent goes unrecognised. It is common for us to encounter women candidates with impressive credentials—former directors and department heads, including a former PWC director, a marketing director and a vice president of a tech company—who cannot get work. It is an incredibly demoralising experience for these executive women who have achieved extraordinary success in their careers only to find themselves locked out. Repeated rejection leads to fear, uncertainty, and a loss of confidence, which only worsens the situation. One stereotype I'm constantly aware of is that men are perceived as more technologically adept, which gives them an edge in the job marketplace. There are apparent reasons women struggle to get back into executive