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Since everybody is expected to participate in our society this implies that everybody should have an opportunity to participate. Participation is generally operationalized by having a paid job. This is currently not achievable for a large group because the current jobs on the competitive labor market do not match with their competences. This chapter describes an approach in which organizations can create jobs for people with a distance to the labor market. This means that the social dialogue should take place within organizations: management and workers’ representatives should agree that processes within the organization are adapted to accommodate and include people with a distance to the labor market. This will allow organizations to become ‘inclusive organizations’. The chapter describes the approach and provides examples. First, it includes some background information as to why work has become so complex, and subsequently it presents the underlying principles of the proposed method.

Addressing population ageing requires a rise in the activity rates of older workers. In this study, a field experiment for the period 2013–2015 in the UK suggests that age discrimination persists at alarming levels. It shows that when two applicants engage in an identical job search, the older applicant would gain fewer invitations for interviews regardless of her/his experience or superiority for the appointment. The results also suggest that older applicants face higher occupational access constraints for blue-collar jobs than white-collar/pink-collar jobs, and that women face greater age discrimination than men. Worryingly, the outcomes suggest that older applicants gain poorer access to vacancies than younger applicants irrespective of written commitments to equal opportunities. The design of the study suggests that discrimination results from a distaste for older applicants, which has not been eliminated by the introduction of anti-discrimination legislation. Eliminating ageism in recruitment requires organizations to adopt more inclusive HR policies at the earliest stages of the recruitment process. Social dialogue has a crucial role to play in shaping inclusive and discrimination free recruitment policies such that shared values and beliefs are not age-discriminatory but rather recognize the strengths and potential of workers from different age groups.