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Experiment with the wording of job listings by removing adjectives closely associated with a particular gender. Ask candidates to take a work sample test — it’s useful in comparing applicants and it’s an effective predictor of future job performance.

Instead, standardize the interviews process by asking candidates the same set of defined questions. Allow surface demographic characteristics to play into your resume review. Use a software program that blinds that information and ensures a level playing field.

Unconscious biases have a critical and “problematic” effect on our judgment, says Francesca Gino, professor at Harvard Business School. “They cause us to make decisions in favor of one person or group to the detriment of others.” In the workplace, this “can stymie diversity, recruiting, promotion, and retention efforts.”

When it comes to biases and hiring, managers need to “think broadly about ways to simplify and standardize the process,”

“Even subtle word choices can have a strong impact on the application pool,” says Gino. Research shows that masculine language, including adjectives like “competitive” and “determined,” results in women “perceiving that they would not belong in the work environment.”

oftware programs that highlight stereotypically gendered words can help counteract this effect,

A blind, systematic process for reviewing applications and resumes “will help you improve your chances of including the most relevant candidates in your interview pool, including uncovering some hidden gems,

Those in their 60s “never do better, and often do worse,” than those a decade or two younger, said David Neumark, an economics professor at the University of California, Irvine, who oversaw the research.It is toughest for women, who suffer more age discrimination than men starting in their 40s, the researchers found. “The evidence of age discrimination against women kind of pops out in every study,” Mr. Neumark said.

As for Mr. Adair, he said he had been through the same job-application routine so many times that it felt like “Groundhog Day.” Over the years, he consulted three lawyers about age discrimination. Each time, they advised that an individual lawsuit would not be worth the legal costs.

With a small pension and Social Security, he said, he and his wife are “just getting by.”“It’s devastating,” Mr. Adair said. “You go through the stages just like dying. First you can’t believe it. You’re so sure and your wife is so sure, and even the recruiter is. Then you get mad.” By the end, you feel like giving up, he said.Wanted: Greener EmployeesHiring complaints and lawsuits are rarely filed because they are difficult to prove and the cost is high, said Robert E. Weisberg, a regional attorney with the federal Equal Employment Opportunity Commission in Florida.

To bring a case against Seasons 52, a national restaurant chain, Mr. Weisberg said, the commission looked to establish a pattern of bias over a period of years by combining statistical analyses with testimony from applicants.The agency examined whether the chain could have hired so few applicants 40 or older if there had been no age discrimination, and calculated the odds at less than one in 10,000, according to court documents. The commission also collected affidavits from 139 applicants at 35 restaurants.George Simmons was 45 when he applied at a Seasons 52 in Lone Tree, Colo., in 2014. “My interview was going well until the interviewer asked me my age,” he stated. After he answered, he said, he was shown the door. “I asked what was the problem,” he said, “and the interviewer responded that the restaurant was looking for younger people.”

Heidi Barsaloux was 44 when she applied for a bartender position at a Seasons 52 in Schaumburg, Ill., in 2010. “An interviewer told me that they were not looking for people with that much experience and wanted people who were more green,” she said.

A third applicant was told, “We are not looking for old white guys.”Ultimately, the chain, part of Darden Restaurants, agreed last year to pay $2.85 million and hire a monitor to prevent discrimination against applicants over 40. As part of the settlement, the chain denied any wrongdoing.There have been other legal offensives.The Communications Workers of America has filed a lawsuit on behalf of millions of older Americans against Amazon, T-Mobile and Cox Communications, accusing them and hundreds of other major employers of systematic age discrimination in hiring based on targeted online advertising.

The union and several workers have also filed complaints with the Equal Employment Opportunity Commission against more than 70 employers and employment agencies related to age discrimination in recruiting. It expects that some of those will turn into class-action lawsuits.By exposing so much of the help-wanted process on the internet, “the transformation to digital recruiting has shined a spotlight on how discrimination happens, and it’s made it much easier to do so,” said Peter Romer-Friedman, a lawyer at Outten & Golden working with the union. “We’re going to start going after these companies, one by one.”And in a broad settlement with civil rights groups and the union, Facebook agreed to eliminate the ability of advertisers to screen out minority groups, women or older job seekers from seeing particular help-wanted listings.

“We want the E.E.O.C. to declare that this type of exclusionary advertising is unlawful” on any online platform, Mr. Romer-Friedman said.Joe Osborne, a Facebook spokesman, said the company had taken steps to combat hiring discrimination and was exploring what more to do.A Cap on ExperienceDale E. Kleber had been out of work for three years when he saw a posting in 2014 for a legal position at CareFusion, a medical technology company. At 58, with three of his four children living at home, in a suburb of Chicago, he was feeling the financial strain of prolonged unemployment.So even though the ad specified that applicants should have no more than seven years of experience, Mr. Kleber applied. CareFusion ended up hiring a 29-year-old.

Mr. Kleber, a veteran lawyer and former general counsel of a national dairy and food company, sued, arguing that a limit on experience effectively ruled out older applicants.“Litigation is a terrible way to settle disputes,” said Mr. Kleber, who during his career had defended companies against complaints filed with the E.E.O.C. “It’s a very uncertain process, it is fraught with risk, and sometimes it comes out wrong.”Putting a cap on experience, though, “just seemed so egregious,” he said.The United States Court of Appeals for the Seventh Circuit did not agree. In a ruling this year supporting CareFusion, it stated that recruiting practices that have the effect of screening out older applicants — what is known in legal terms as having a “disparate impact” — did not violate the law.

The decision mirrored one involving R. J. Reynolds Tobacco made earlier by the Court of Appeals for 11th Circuit in Atlanta, which the Supreme Court declined to review. It ruled that unlike employees already on the payroll who can show that a policy has a negative impact on a group regardless of the motivation, applicants would have to prove intentional discrimination.Troy Kirkpatrick, a spokesman for Becton Dickinson and Company, which owns CareFusion, said, “We are deeply committed to providing equal employment opportunities and a workplace free from discrimination, and as such we are pleased with the decision from the Seventh Circuit Court of Appeals.”In April, Mr. Kleber and the AARP Foundation asked the United States Supreme Court to review the case.“It defies common sense,” Mr. Kleber said, to think Congress “intended to offer greater legal protections to people who have jobs than people looking for jobs” when it passed the Age Discrimination in Employment Act in 1967.

Other older workers and advocates elsewhere are making the same argument, pushing for a broader interpretation of the law.In a federal court in California, a class-action lawsuit against the global accounting firm PwC that claims “substantial evidence of age disparities in hiring” was certified in April. The company noted on its career website and in reports that the average age of its 220,000-member work force was 27, and that 80 percent of the staff members were millennials (born after 1981).PwC responded that the company’s “hiring practices are merit-based and have nothing to do with age.” It added, “The plaintiffs’ accusations are false, and we will prove that in court.”

Wu is struck by “the countless times I’ve had to move a man’s hand from my thigh (or back or shoulder or hair or arm) during a meeting (or networking event or professional lunch or brainstorming session or pitch meeting) without seeming confrontational (or bitchy or rejecting or demanding or aggressive).” In a land of grand ideas and grander funding proposals, she found that the ability to neatly reject a man’s advances without injuring his ego is “a pretty important skill that I would bet most successful women in our industry have.”

a recent survey called “Elephant in the Valley” found that nearly all of the 200-plus senior women in tech who responded had experienced sexist interactions.

nly about a quarter of U.S. computing and mathematical jobs—a fraction that has actually fallen slightly over the past 15 years, even as women have made big strides in other fields. Women not only are hired in lower numbers than men are; they also leave tech at more than twice the rate men do.

Studies show that women who work in tech are interrupted in meetings more often than men. They are evaluated on their personality in a way that men are not. They are less likely to get funding from venture capitalists, who, studies also show, find pitches delivered by men—especially handsome men—more persuasive. And in a particularly cruel irony, women’s contributions to open-source software are accepted more often than men’s are, but only if their gender is unknown.

For women of color, the cumulative effect of these slights is compounded by a striking lack of racial diversity—and all that attends it

Three years in, Silicon Valley diversity conferences and training sessions abound; a cottage industry of consultants and software makers has sprung up to offer solutions. Some of those fixes have already started filtering out to workplaces beyond the tech world, because Silicon Valley is nothing if not evangelical.

The industry’s diversity numbers have barely budged, and many women say that while sexism has become somewhat less overt, it’s just as pernicious as ever.

When Silicon Valley was emerging, after World War II, software programming was considered rote and unglamorous, somewhat secretarial—and therefore suitable for women. The glittering future, it was thought, lay in hardware. But once software revealed its potential—and profitability—the guys flooded in and coding became a male realm.

The percentage of female computer- and information-science majors peaked in 1984, at about 37 percent. It has declined, more or less steadily, ever since. Today it stands at 18 percent.

“workplace conditions, a lack of access to key creative roles, and a sense of feeling stalled in one’s career” are the main reasons women leave. “Undermining behavior from managers” is a major factor.

gender bias is a big problem in start-ups, which are frequently run by brotherhoods of young men—in many cases friends or roommates—straight out of elite colleges. In 2014, for instance, Snapchat CEO Evan Spiegel was two years out of Stanford and already leading a $10 billion company when his frat-boy-at-his-misogynistic-worst undergraduate emails were published and went viral. In them, his only slightly younger self joked about shooting lasers at “fat girls,” described a Stanford dean as “dean-julie-show-us-your-tits,” and for good measure, saluted another fraternity because it had decided to “stop being gay.”

“I, and most women I know, have been a party to at least some sexist or discriminatory behavior in the workplace,” she wrote, explaining that she and many other women had witnessed things like “locker-room discussion during travel with colleagues,” which they tried to brush aside, since “any individual act seems silly to complain about.” The Pao trial, however, shifted her attitude.

Eighty-four percent of the respondents had been told they were too aggressive; 66 percent had felt excluded from key networking opportunities because of their gender; 90 percent had witnessed sexist behavior at conferences and company off-site meetings; 88 percent had had clients and colleagues direct questions to male peers that should have been addressed to them; and 60 percent had fended off unwanted sexual advances (in most cases from a superior). Of those women, one-third said they had feared for their personal safety.

many people there believe—despite evidence everywhere to the contrary—that tech is a meritocracy. Ironically enough, this very belief can perpetuate inequality. A 2010 study, “The Paradox of Meritocracy in Organizations,” found that in cultures that espouse meritocracy, managers may in fact “show greater bias in favor of men over equally performing women.”

telling participants that their company valued merit-based decisions only increased the likelihood of their giving higher bonuses to the men.

a 2015 study published in Science confirmed that computer science and certain other fields, including physics, math, and philosophy, fetishize “brilliance,” cultivating the idea that potential is inborn. The report concluded that these fields tend to be problematic for women, owing to a stubborn assumption that genius is a male trait.

“The more a field valued giftedness, the fewer the female PhDs,” the study found, pointing out that the same pattern held for African Americans. Because both groups still tend to be “stereotyped as lacking innate intellectual talent,”

At Google, the initial tally showed that just 17 percent of its technical employees were women. The female technical force was 10 percent at Twitter, 15 percent at Facebook, and 20 percent at Apple.

Lately, unconscious-bias training has emerged as a ubiquitous fix for Silicon Valley’s diversity deficit. It’s diversity training for the new millennium, in which people are made aware of their own hidden biases.

“That sort of discipline really, really resonated effectively with the hard scientists we have here.” Facebook put unconscious-bias training front and center in its diversity efforts, too; both companies have posted online videos of their training modules, to offer a model for other workplaces. Since then, talk of unconscious bias has spread through Silicon Valley like—well, like a virus.

Too many decisions are made on gut instinct, the training argues: A time-pressed hiring manager looks at a résumé and sees a certain fraternity or hobby, or a conventionally white or male name, and bang—thanks to the unconscious brain making shortcuts, that person gets an interview

“Virtually every company I know of is deploying unconscious-bias training,” says Telle Whitney of the Anita Borg Institute. “It’s a fast and feel-good kind of training that helps you feel like you’re making a difference.”

Unconscious-bias training may not work. Some think it could even backfire.

even just talking too much about gender inequities can serve to normalize them: When you say over and over that women come up against a glass ceiling, people begin to accept that, yes, women come up against a glass ceiling—and that’s just the way it is.

“You would think all things are equal,” she said, “but these backdoor conversations are happening in settings that women are not invited to. The whole boys’-club thing still applies.

Mike Eynon, wrote in a Medium post that bias training makes “us white guys feel better” and lets the “privileged realize everyone has bias and they aren’t at fault,” while nothing changes for discriminated groups.

if you can’t easily dispel bias, what you can do is engineer a set of structural changes that prevent people from acting on it.

the first 20 seconds often predict the outcome of a 20-minute interview.

The problem, he wrote, is that such quick impressions are meaningless. He added that Google strongly encourages interviewers to use a combination of skill assessments and standard questions rather than relying on subjective impressions.

It is, for example, a hallowed tradition that in job interviews, engineers are expected to stand up and code on whiteboards, a high-pressure situation that works to the disadvantage of those who feel out of place. Indeed, whiteboard sessions are rife with opportunities for biased judgment.

“Tying bonuses to diversity outcomes signals that diversity is something the company cares about and thinks is important,” she says. “Managers will take it seriously.”

what the executives don’t give as much thought to are some of the simplest determinants of how successful a company will be in hiring diverse candidates. Will women have any input in the hiring process? Will the interview panels be diverse? Will current female employees be available to speak to candidates about their experiences? Many times, the answer to each of these questions is no, and the resistance to make simple changes in these areas is striking.

We have to tell these companies to talk just as proudly about their parental-leave policies, child-care programs and breast-pumping rooms. At the very least, they need to communicate that their workplaces have cultures where women are valued. They need to show they’re not places where attitudes like that of the now-infamous Google engineer who wrote a memo questioning women’s fitness for tech jobs dominate.

executives balk at my suggestions and even wonder if explicitly talking about the place of women is sexist. But I remind them that when it comes to gender, they have to play catch-up, after long histories of eroding trust

Silicon Valley companies are in love with themselves and don’t understand why the love isn’t always returned by the few women to whom they extend employment offers.

I’m often asked which companies are getting diversity and inclusion right in Silicon Valley and across the country. Most aren’t.

“Once layoffs were done by reverse seniority. It was last in, first out, so the more senior workers kept their jobs,” said Robert J. Gordon, an economics professor at Northwestern University, who studies the country’s growth and work force productivity.“Now we’re seeing a transition from the age of favoritism to that of age discrimination,” Mr. Gordon said, “because newer workers are allowed to stay on while more costly, older workers are let go.”

One of the few recourses for employees is to file a job discrimination complaint with the Equal Employment Opportunity Commission.

In recent years, the number of filings has hovered in the 21,000 range, and age discrimination accounts for nearly a quarter of the overall complaints filed with the agency

he Age Discrimination in Employment Act — which Congress passed a half-century ago — may not be up to the task

nd a 2009 Supreme Court ruling has made proving age discrimination more difficult legally.

proving age bias is difficult. Even companies that decide that older workers are too expensive, with their larger paychecks and costlier health insurance, rarely detail this in internal documents or emails. And court rulings have given companies significant leeway to defend against such lawsuits.

Age-related harassment complaints, especially remarks that belittle or demean longtime workers’ skills or contributions, are up noticeably. They rose to 4,185 last year, an increase of almost 14 percent since 2011, according to E.E.O.C. data.

But under the law, comments that perpetuate stereotypes — like “older workers are deadwood” — do not carry a stigma equal to that of similar remarks on race or sex. While such demeaning remarks are not seen as conclusive proof of bias, they can help persuade a fact-finder, mediator or court that some wrongdoing has occurred in a workplace.

In Wichita, dozens of laid-off Spirit employees who are challenging their layoffs say their situation was exacerbated by the company’s use of personal medical information to single them out for layoffs.

A short time before the dismissals, they said in legal papers, Spirit switched to self-paid medical insurance, giving it an incentive to jettison higher-risk or sick employees to save money, they say.Then a few months after the 2013 layoffs, Spirit held a job fair to recruit for empty jobs, some of which appeared to have the same or very similar duties to the positions that had been vacated.But, according to Ms. Raymond and others, the company, Wichita’s largest employer, with few exceptions, would not accept résumés, interview or rehire the discharged workers.