Here are some thoughts and suggestions, but it should be noted that before formulating any policy based on age preference, be sure to confirm whether the relevant practices comply with local labor laws and the company's internal principles of diversity, fair recruitment or allocation. In actual operation, you may need to fully communicate with the human resources department, legal department and superiors to ensure that the plan is implemented under the premise of legality and compliance. The following are some steps and ideas for your reference: 1. Preliminary research and communication a. Communicate with your superiors or the person in charge of the project allocation to understand the specific background and basis of "giving priority to young employees", whether it is based on special project needs (such as high learning ability, physical strength or acceptance of new technologies) or other considerations. b. Understand the existing indicator system or evaluation criteria within the company to see whether age has been used as an evaluation dimension in the past, and whether there are similar experiences or precedents. 2. Review laws and corporate policies a. Understand local labor laws and anti-discrimination policies to see if this "age priority" requirement has legal risks. b. Check the company's internal diversity and inclusion policies to confirm how the plan balances the company's strategic requirements and internal fairness principles during implementation. 3. Develop an objective evaluation index system (try to make the evaluation system more diversified, rather than relying on a single dimension, even if the company currently has a "priority" requirement) a. List various indicators: this may include work experience, professional skills, learning ability, communication ability, ability to adapt to new environments, past work or training performance, etc.; under the indicator of "young", you can consider how to quantify it (for example, set the time of joining the company and the age range as reference indicators), but at the same time, in order to avoid a single basis, it can be used as a weight in the overall evaluation. b. Determine the weight of each indicator: a scoring system or weighted integral method can be used to weigh the "age" indicator together with other key indicators. This can not only meet the company's requirements, but also achieve the best results in the actual project promotion, and provide objective data support for possible disputes. 4. Design an evaluation and feedback process a. Develop a unified evaluation form or scoring standard to ensure that all candidates are evaluated according to the same standard. b. Organize a joint review by multiple departments, which can make the decision-making process more transparent and reduce the one-sidedness caused by a single indicator. c. It is recommended to set up a feedback and review mechanism for the evaluation results to facilitate adjustments when imbalances or disputes are found. 5. Risk and Control a. If a large proportion of the final plan depends on age factors, you can proactively provide explanations and risk assessments to indicate that this is an arrangement based on the special needs of the project, and at the same time suggest that other comprehensive capabilities should be focused on in practice. b. You can list a "subsequent adjustment mechanism" in the plan, and adjust the indicators and weights in a timely manner according to the actual results of the project or the company's subsequent feedback to meet the needs of long-term development. 6. Documentation and Internal and External Communication a. Organize the process, evaluation criteria and research background of the plan into documents as a basis for subsequent internal communication, reporting and approval. b. If necessary, you can seek the opinions of the competent department, relevant professional experts or legal advisors in advance to ensure that the design plan not only meets business needs but also resists potential legal and ethical risks. In short, although the company requires that young employees be given priority, when making a plan, it is recommended that you integrate various objective indicators, try to be fair, objective and quantifiable, and ensure that this arrangement is within the scope permitted by laws and corporate policies. At the same time, it is recommended that you remain sensitive and professional in the process of participating in the plan formulation, and actively reflect your considerations on data indicators, risk avoidance and long-term project benefits to your superiors and relevant departments.