We have all heard eulogies in praise of how India has the world’s largest youth population and how that is beneficial for the country’s growth. However there are always two sides of a coin and so it is with the human resources of a company.
When one aims for the right ‘mix’ of people, it requires a careful and thorough analysis of what is ideal for the organisation. If there is too much young blood in the company, it may give way to reckless decisions and if there is not much youth, it could lead to a slow death. For HR, maintaining a careful balance in this tightrope walk is the name of the game.
Why would growing companies want to employ older peopleIJ First, experience always counts. These employees have ‘been around’ and have seen more ups and downs in the profession than some youngsters have seen in life itself. Knowing how to deal with crises, reading a person and gauging what works best in a situation is something to be learnt from them.
Second, senior employees often act as emotional bolsters and agony aunts to the hyperactive and impatient millennials. A number of times, a word of advise from an experienced colleague helps avert catastrophes waiting to happen. Any organisation needs a whole set of young, dynamic and enthusiastic people to try the new and drive the new. These youngsters are generally more eager to discover new things and you can’t always teach an old dog new tricks.
Younger employees are also early adopters of IT tools, automation and social media, all necessary in the growth story of today’s companies. Young minds buzzing with ideas are ‘intrapreneurs’, often starting something new in the workplace and implementing their knowledge to projects.
The newer generation is part of and in tune with the times. They can adapt to environmental, cultural and organisational changes faster than older employees. Today’s generation is inherently more confident, takes risks and is willing to work outside their comfort zones to achieve company goals. A new set of employees also breathes in freshness to an organisation and are often instrumental in changing the cultural fabric.
In order to maintain equanimity, an amicable work atmosphere and camaraderie amongst employees, it is important that one balances both kinds of people. The recruiting process of a company plays an important role as it is the first checkpoint to maintaining the mix of youth and experience. The HR must take care that there is a fair proportion of experienced people to steer the company forward.
A lot of times, older employees are seen holding senior positions and heading departments buzzing with millennials. It is important that age does not become the deciding factor for the nature of interaction between an older boss and a young team member.
Open door policies where one need not wait for appointments and can simply walk into a cabin to discuss issues with the boss are now common, helping breach the boss-subordinate gap. Informal, cross-functional groups are another way of breaking the ice. The overall culture of a company must reflect that it encourages free conversation, honest opinions and discussions sans barriers. It must not give an employee/newcomer the feeling that he is too young or too new to speak up against the more senior ones.
The author is Zarin Bhathena, senior VP and head HR of Worldline India