In the early 90s, they tried to hire young employees. There were such advertisements in the media: “Economist required, 25–30 years old, with 3 years of work experience” or “Auditor with at least 3 years of work experience, with specialized education, PC user, up to 30 years.”
The reasons were different. Firstly, most of the entrepreneurs themselves were young, ambitious, showed youthful enthusiasm and strived for self-affirmation. They perceived a mature worker as a person with outdated views and conservative thinking. This was often the case: a specialist with a Soviet education and work experience during the period of “stagnation” was not in demand during the period of perestroika.
Secondly, in the early 90s, creativity, the desire for risk, the ability to do everything in a new way and discard tired Soviet-era stereotypes were valued.
Thirdly, the young staff worked almost around the clock, but cost relatively little. The low salaries of young people allowed the owner to accumulate primary capital, so necessary for business development.
But time passed, business “settled down”, professionals with experience began to be needed, and gradually they began to appear with a modern, market education, received first in foreign educational institutions, and then in domestic ones. The matured founders, who had become respectable and sedate, came to the conclusion that, first of all, “adult” specialists were needed. Young people are no longer actively recruited as they were during the perestroika period. During an interview at a particular company, a young and promising employee often hears the following objection from a potential employer: “We are not satisfied with you: you are too young.”
And if in the early 90s, mature, experienced professionals were forced to trade in the markets in order to feed their families, now the young specialist has found himself in a “vicious circle”: the employer is waiting for an experienced worker, but how to get experience if no one hires for reason of youth?
And is experience really that important? And why does our employer so often focus on the formal factors of the employee (age and, for example, gender), neglecting more significant signs- abilities and motivation?
To understand this problem, let's analyze pros and cons of four personnel groups:
- the first personnel group aged 17–23 years (in cases where young people start working immediately after school and, not always, but quite often, study in the evening department of some educational institution);
- the second personnel group aged 24–35 years (this age is also considered young);
- the third personnel group aged 36–50 years (these are mature specialists, for whom the age of 50 means a sharp decline in demand in the labor market);
- the fourth personnel group is aged 51 or more (pre-retirement age, when the employee has no real opportunity to get a job).
Let's start with the first group and first pay attention to the “disadvantages” of young employees aged 17–23 years, who act as an obstacle to getting a job.
So, if a boy or girl comes to get a job after graduating from full-time educational institutions, then they lack professional experience and have not developed professional skills. Consequently, they will learn not only from others’ mistakes, but also from their own mistakes. And mistakes, often, are losses for the company.
If young workers study or graduate from evening courses, then they have experience, but often in a different profession than the one for which they are applying. For example, a young girl works as a secretary to a manager during her studies, and after graduating from university she wants to become the head of the secretariat.
In addition, a young worker is often ambitious, he strives to receive decent money for his work, he quickly draws the conclusion that if he works in only one company, it is very difficult to raise his job status and salary, but if he changes his place of work once in a while in a year and a half, you can make a good career.
Finally, young people are often more immersed in solving their personal problems than their work problems. In their youth, boys and girls meet, love each other, sort things out, break up, etc. Often, due to “unhappy love,” their vitality decreases, they become depressed or, conversely, get irritated and “break down” at home or at work .
The attention and energy of young people is often directed not so much at work as at building a personal life, which, of course, is natural for them, but, alas, interferes with work.
If we dwell only on the disadvantages of the first personnel group, then there is really no reason to hire young workers. But, as always in life, minuses always coexist with pluses, and, to be specific: the first group of personnel has its undoubted advantages!
The strengths of the HR group employees from 17 to 23 years old are as follows: Young employees are the creative potential of the company, they are the energy of a leap forward and upward. Boys and girls strive to assimilate new, modern information and develop new work skills. Young people do not have the usual stereotypes of work and stereotyped ways of making decisions; they do not yet know that “you can’t do this because no one does it.” Therefore, for companies and departments in which work is related to creativity and the search for new and the latest ideas, young workers are a valuable asset.
Young employees are not yet tired of life and believe that if you work with full dedication, you will definitely make a good career and have high earnings. They believe in themselves, and if some have problems with self-esteem (which happens because parents and schools do everything to reduce their self-esteem as much as possible), then in order to feel self-confidence, they are ready to fight and “work hard.”
Another advantage is that a young employee is less involved in business politics (read: intrigue) or does not engage in it at all due to the fact that he lacks the life experience, diplomacy and resourcefulness for this.
Let us also add the undoubted advantages of the first personnel group. Young people often have a good education, know foreign languages, know how to use a computer well, and have a license to drive a car.
It is easier to train a young employee in accordance with the corporate culture that is accepted in the company and in accordance with the management style that the manager has.
Finally, a young man or girl strives to look good: they know how to dress, they have wonderful hairstyles, good figures, and when working with clients and partners, an employee’s excellent appearance is not the last factor of success.
Here is a short list of the advantages of employees of the first personnel group:
- due to their youth, they are hardy and have high performance;
- they willingly communicate not only at work, but also go to various “parties”, therefore they have a wide range of acquaintances, contacts and friendships (read: they can be successful in expanding their client base or circle of partners);
- If a young worker is free from family responsibilities, he can work overtime, on weekends and holidays.
As you can see, the first personnel group has disadvantages, but there are no less advantages, and in many cases more!
Let us now move on to the analysis of the second personnel group of 24–35 years old, whose workers still retain the energy of youth, but have already gained professional and life experience. Let's start by analyzing the advantages of specialists in this personnel group.
Employees in this category have received professional education and, as a rule, strive to make a career and earn good money. Their business aggressiveness, in the good sense of the word, activates the company and prevents it from stagnating and turning into a “stagnant swamp.” They are creative, capable of finding original, fresh and non-standard ideas and solutions. Compared to the first group of personnel, they already know how to develop their ideas technologically, taking into account professional requirements.
Since the majority of workers from this personnel group were formed in the new conditions of a market economy, they are, in a good way, different, non-Soviet people. They communicate easily and freely establish contacts with foreign partners. They are almost no different from business people around the world: neither in their way of thinking, nor in their lifestyle, nor in their suit and manners. Just like the first personnel group, employees in this category often have physical endurance and high performance, because a healthy lifestyle for them becomes not so much a fashion as a need.
They are interested in new knowledge, methods, technologies; at consulting seminars and professional trainings, approximately 80% of participants - business people this personnel group. They often strive to obtain a second higher education and enter elite domestic and Western MBAs.
“Wonderful!” the reader will say, and if he is a manager, he will turn his attention precisely to this age group of workers. This will be correct if the employer in this case does not forget that employees of the second personnel group also have their “disadvantages”.
Let's start with personal life, because during this period it is this factor that often determines the life and professional goals of young people. If personal relationships for one reason or another do not work out for a long time, then the severity of experiences at this age intensifies. Girls of exactly this age come for consultation with a psychologist due to an unsuccessful personal life - about 30 or just over 30 years old. For example, I know that if during a psychological consultation I see an energetic young lady in front of me, appearance which indicates success and prosperity, then I make the unmistakable conclusion that the problem lies in problems in my personal life.
Boys and young people of this age rarely come to a psychologist, since in our country there is still no habit of receiving psychological services. And, nevertheless, the search for a life partner among young men is also a serious problem.
But even if “on the love front” everything turned out well, and a young couple of happy spouses appeared, then for the employer this is a “headache”. A young man who has become a husband is forced to look for a job with good earnings, because the time has come to make major acquisitions: buy an apartment, a car, etc. A young girl who has become a wife, after a while begins to think about motherhood, if it has not already happened right away after the formalization of the relationship.
For the employer this is - maternity leave young woman, and a demand for higher wages from young man, who becomes the breadwinner for three: a child, a wife and himself.
In that age period, after 30, the first divorces are not uncommon, and, consequently, exchanges of apartments or going “nowhere” and again - financial problems.
Therefore, employees of the second personnel group often show pronounced pragmatism towards the company. If they are offered better prospects and higher pay elsewhere, they will decisively change jobs. A good psychological atmosphere in the department, attention from management, social benefits, proximity to the road from home to work and other factors of corporate culture will not deter them: they need to improve their lives.
Another serious disadvantage for the employer, which is important to remember when hiring specialists from this personnel group. Since they are actively pursuing a career, young people exhibit not always justified ambition. They may take ill-considered risks and take on tasks for which they are not professionally and psychologically prepared. They can work in accordance with the principle: “Profit at any cost!” Finally, if a young man or young woman has become a manager, then in managerial work they may display an overly directive style, make personnel changes without sufficient grounds, testing the effectiveness of their subordinates in a random, empirical way.
The concerned reader will probably now turn his attention to the third group of employees, aged from 36 to 50 years old, with the hope that they have only advantages and that they should be hired. I’ll say right away: this personnel group has its pros and cons. And yet, so as not to be completely sad, let's start with the positives. Of course, an important advantage is that this personnel group has a wealth of professional experience. As a rule, these are good professionals who often have not only a basic education, but also a second higher education. They have no problems in knowledge and skills. In addition, they have formed their own individual style in work, based on the strengths of character and thinking and in which the employee’s weak qualities and shortcomings are compensated by strong ones.
Seeing a mature professional at work and talking with him is a pleasure. As a psychologist, I will say without exaggeration that observing work and communicating with a professional is not so much consulting him, but cooperation and mutual development. I get as much from my professional clients in terms of ideas, information and life experiences as I hope they get from me as a consultant.
In addition, a mature specialist has extensive contacts in his professional field - partners, clients. He has a thick “address book” and at any problematic moment he has someone to call and from whom to expect help and participation. He often - a famous person in his company or industry, he is known and spoken of with respect. He usually has adequate self-esteem and self-confidence, knows how to speak in front of big amount people, maintains self-control in crisis and stressful situations.
For a manager, such an employee has been proven over the years, he is part of the “backbone” of the company, constitutes its “guard”; with such employees, the manager and owner have gone through difficulties and defeats, victories and achievements.
The personal situation of a mature employee from the third personnel group, most often, has already calmed down. There is an apartment, a dacha, a car. The children grew up, began to earn money, some already have their own families and live separately from their parents. There are often no grandchildren yet, but if they are, the burden of raising grandchildren is still not as difficult as raising children: the main burden parental concerns lies with young parents.
A mature specialist, who has life experience of joy and success, losses and failures, does not focus only on wages. He already knows that money is not the most important thing in life. He learned to appreciate that management respects him, that there is a good atmosphere in the company, and finally, he got used to coming to work in this particular office and driving along this particular road.
The stabilization of this employee, among other things, is also connected with the fact that he, like the young employee from the first personnel group, is subject to the pressure of age restrictions. So, if a young person is reluctantly hired for the reasons stated above, then the demand for a mature employee from the third personnel group also decreases, especially after 45 years.
They are reluctant to hire a mature professional because the third group of personnel has its drawbacks. The main disadvantages include decreased performance and endurance, the presence chronic diseases and periodically - sick leave, which the employer looks at without much satisfaction. You can often hear such a harsh phrase at a meeting or planning meeting: “Our Nikolai Ivanovich is sick again! We need to think about a young shift!” The health of those who smoke heavily, drink regularly and do not lead a healthy lifestyle is especially poor.
A serious drawback of a mature specialist is the presence of stereotypes in his work and decision-making, which are the reverse side of his professional experience. In cases where you need to act and make a decision in a familiar situation, everything is fine. But in cases where a fundamentally new situation arises, a mature leader takes on familiar methods of work, which may be ineffective.
In general, a mature worker is often irritated by everything new: new terms, new methods, new approaches, new technologies. Increasingly, he sticks to what he knows well and what he can do well, even when old methods and technologies are dragging the company down.
Increasingly, he shows irritation towards young and ambitious employees, especially in cases where they are appointed as his deputies. In these cases, business politics, competition, and intrigue begin, with the goal of stabilizing one’s position in the company and defending one’s “chair.”
Increasingly, a mature employee begins to have complexes about his age, lack of knowledge of a foreign language and business etiquette during negotiations, a blurry figure, fatigue and drowsiness that occurs at meetings.
In other words, if a mature specialist does not consciously and purposefully “stimulate” his brain, forcing him to master new information and new technologies, if he does not lead a healthy lifestyle and does not give up smoking and alcohol, then he is guaranteed such troubles as decreased performance and professional effectiveness.
Finally, let us turn our attention to the third group of workers aged 51 or over. Traditionally, the disadvantages of this personnel group are highlighted, but on the contrary, I will start with the undoubted advantages of workers of this age. I’ll start with objective facts, in particular, with the fact that according to economists’ forecasts, by 2030 in developed countries people will retire at 75 years old. Consequently, there will be more and more workers over 50 in the future.
Another one appears new trend: If earlier in Europe and the USA many people sought to retire at the age of 50–55, now about 25% of people aged 50 to 70 years, on the contrary, are starting a new business. They create their own business and successfully “promote” it. It is obvious that entrepreneurs “after 50” will appear in Russia.
The high value of mature and late managerial workers is recognized all over the world. mature age. For example, the American psychologist T. Kono in 1987 calculated that the average age of successful Japanese managers is 63.5 years. The famous and charismatic entrepreneur Lee Iacocca believed that for a leader, the age of 65–75 years is not the limit: “If a person is physically healthy and has a burning desire to do his job, why not use his experience and knowledge?”
In addition, recently there has been a tendency to abandon the American management model, which established the cult of a young leader aimed at revolutionary changes, as well as unreasonably high wages, expensive offices and large entertainment expenses. The European model of management is beginning to become popular: a mature, experienced and cautious leader, prone to a partnership management style and modest in expenses. Therefore, in many European countries There was a wave of dismissals of young top managers; mature managers who had shown their high efficiency in previous years were invited to work in large companies.
An important factor is the physical health of a mature specialist or manager. If a mature employee leads a healthy lifestyle, then he may be even in better physical and mental shape than a young employee who indulges in heavy smoking and frequent “libations.” Mature workers are characterized by extensive life experience and are well aware of their capabilities. They have already learned to show strengths and control the weak.
They have valuable experience in making mistakes, analyzing their consequences, and know well what needs to be done to ensure that there are no or minimal errors. They have a good understanding of people, strive for balanced, thoughtful decisions and are capable of being good politicians in business sphere. They are diplomatic, balanced and self-confident. They have several notebooks in which they write Contact phone numbers many smart, helpful, loyal and the right people who you can trust because relationships with them have been time-tested.
Finally, it is known that since the number of buyers after 50–55 years is steadily growing, it follows that some of the company’s employees must be of the appropriate age in order to feel good about their older client.
Of course, there are not only advantages, but also disadvantages” of specialists of the fourth age group. If, nevertheless, a mature worker leads an unhealthy lifestyle, by about 40–50 years his stamina and performance decrease. He can no longer work without vacation, as before, because he is often on the verge of a breakdown. He needs medical attention because he gets sick often, and his concentration decreases, especially in the afternoon, because he gets very tired.
He may be conservative because he has habitual ways of making decisions that are not always effective in changing new conditions. He does not actively attend consulting seminars where he gives new information. Sometimes he feels irritated by the new foreign terms that young employees “knock around” with. It is characterized by some nervous “wear and tear”: increased irritability and unreasonable criticism of others.
“Old people” and young people: conflict of generations or joint work?
If the reader has carefully read about the strengths and weaknesses of young and mature employees, he will correctly understand my intention: I want to show the reader that in order for a team to be successful and effective, it must have different employees, both young and mature. Because the “pluses” of young workers compensate for the “minuses” of mature ones and, conversely, the “pluses” of mature workers “cover the “minuses” of young ones. For example, if young people are developing a new creative idea, it would be good that before its implementation, a group of mature experts evaluates it and identifies possible risks. Of course, the manager will make the final decision on the implementation of this idea, but in any case, it is good if he is aware of possible losses.
The purpose of peer review of a new idea may not only be to decide whether to implement it or not. Expert assessment can also be aimed at refining a fresh creative idea so that its implementation in real work is associated with minimal risks.
The idea that a team with both young and mature employees can be highly effective is very psychologically correct. But, alas, to my sincere regret, observational experience shows that in practice such a team is rarely consolidated. The problem is only one: the generational conflict that is familiar to us, which I. Turgenev described in his novel “Fathers and Sons.”
Both in Turgenev’s time and in our time, the problem of generational conflict is not simple and easily solved. In offices or at negotiations, in showrooms, stores or operating rooms, when faced with each other, young and mature employees observe serious differences among themselves in values, lifestyle, behavior, communication, clothing, etc. And since both both others lack diplomacy and tolerance towards each other, age differences are often the main reason for competitive confrontations and conflicts between them.
And, nevertheless, there is no other way out except that the manager needs to learn to accept an employee not based on formal factors - age or gender, but on the employee’s abilities and motivation. In addition, you should consider for what purposes this or that employee is hired? If the goals are to obtain new ideas and develop the company, the employer can pay attention to young workers from the first and second personnel groups. If the goals are leadership and expert work, then mature specialists from the third and fourth personnel groups will be useful for the organization.
The employees themselves will also have to learn professional tolerance in order to learn to work together for the common success of the company.
There is no need to sharply position yourself in relation to mature employees, emphasizing your youth and, accordingly, their “old age”. On the contrary, it makes sense to strive for partnerships with colleagues of mature age, because they can convey valuable life and professional experience that is not recorded in any “smart” book and which cannot be obtained from teachers of any, even the most elite and expensive, educational institution, in including MBA. There are also pros and cons to mature and older people. Not all older people are boring, irritable and annoying. Among the older generation there are very bright personalities, communication with whom can be useful and enjoyable.
When hiring, you need to learn how to behave correctly and position yourself correctly. It is not recommended to show unreasonable ambition during an interview, immediately demanding, for example, a high salary and exceptional career prospects. As a rule, excessive demands from young man are perceived negatively by the employer, in particular, they have a negative attitude towards the employee recording his salary requirements from the beginning of the conversation. It is customary to talk about money at the end of a conversation. Often an employer says this: “If a specialist immediately talks about money, I stop talking to him: I’m not interested in such an employee.” And this is true: the employer is interested in the employee’s motivation, his desire to work for the benefit of the company. Objective fact: you need to achieve your salary and career yourself; no one ever gives you anything ready-made. A mature employer, often from the third or fourth personnel group, who is hiring, at one time also worked tirelessly, which is why he now has the right to make decisions.
When talking with an employer, you need to learn to behave correctly: not to blush or feel complex, to show calmness and self-confidence. Of course, any interview is stressful, but its severity gradually decreases if a young man or woman sets himself the task of learning to control his emotions. Developed self-regulation will be useful in many more life and professional situations, so it’s better to start “right now”!
There is no point in scolding the new time, because it has already arrived, we need to live now and in the conditions that exist. There is also no point in scolding young people, because there have always been smart and intelligent young people, and there were “scumbags” not only now, but also in Soviet times. It is necessary to set yourself up for a positive state, to “block” irritability and criticism in yourself. A good, optimistic facial expression and a positive inner attitude are important factors in the life and professional success of a mature specialist.
After 40 years, a modern person has no other choice but to rebuild his regime in accordance with the principles healthy image life. Should be introduced as mandatory, morning exercises, running, exercise bike, swimming pool, healthy eating, regular rest, etc. It must be remembered that the employer pays attention not only to the age, but also to the appearance of the employee. If an experienced professional is fit and looks good when hired, he has a good chance of getting the job.
Often the hiring and interview process is conducted by a young manager (male or female), so a mature professional will have to learn to obey the young man or young woman, respecting their official status. It is not easy, of course, for a respectable “uncle” to submit to a “beardless youth,” but life experience should tell him that the discipline of subordination is present in every organization and must be accepted as an objective fact.
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Toolmaker
|. The undoubted advantage of young people is that they are “in trend.” Modern young people seem to be already born with gadgets in their hands and in the fifth year of life they are able to carry out simple operations on computers. Accordingly, in such a rapidly changing world, when technical innovations appear almost every month, young people clear advantage. They are used to this, while many people of the older generation have to master modern technology almost from scratch. Unfortunately, not everyone succeeds, and some simply cannot stand the competition with fast-paced young people.
Young people are more active and achieve more. When you’re already over..., it’s much harder to endure overtime workloads, sleepless nights at the computer, long business trips and whole days without normal nutrition. The older a person gets, the more structured routine he requires. Unfortunately, modern employers cannot always guarantee such work to their employees. A young body can withstand constant stress, decisions “on the run” and other joys of emergency life much easier, therefore, if the activity involves a stressful regime, then bosses give preference to young people.
They are more sociable. Most young people's brains have not yet been clouded by the life stereotypes and attitudes that a person develops throughout his life. Such stereotypes do not always have a positive connotation, because often over time suspicion, mistrust, and caution develop in people. Young people, as a rule, do not suffer from such ailments; they have not yet had time to get into trouble and look at the world with clean, trusting eyes. In addition, the employees who are “for...”, for the most part, have a Soviet past with such slogans as “Watch out!”, “The enemy does not sleep” and other delights of the totalitarian regime. Young people make friends with strangers more easily and are open to new contacts. Therefore, it is precisely such workers who are indispensable as managers.
Young people are more creative and open-minded. The absence of rigidly formed stereotypes allows young people to be more “creative” and generate non-standard ideas. In this case, the lack of practical experience only plays into their hands - young people don’t know “how it’s done,” they don’t know that “they don’t do it that way.” Thanks to their unclouded consciousness, they can sometimes come up with such original ideas that are sometimes beyond the capabilities of older people.
Young people can be paid less. Youth, lack of experience, short length of service - all these things imply a lower salary level. Even if wages in an organization are strictly regulated, and in the same position a person of any age would have an equal amount of money, an older person would still have to pay more: a mandatory bonus for length of service, in addition, an older employee may have a myriad of titles, regalia, diplomas and awards, which also provide for additional payments and allowances. A young specialist simply would not have had time to earn all this yet; accordingly, he costs the wage fund somewhat less.
Young people, as a rule, are not burdened with family, they are ready to work more than the allotted time. This statement is controversial, but in practice this is usually what happens. Older workers jump up every minute and run to the store, to the children, to prepare dinners and teach the children homework. Young people often stay late, benefiting not only themselves, but also their employer.
Advantages of “older workers”.
Older workers have experience, an established database, and the use of abilities in various fields. Even a brilliant young employee does not have the experience that is so necessary in any field of activity. He is able to solve any problem in theory, without knowing the specifics of production, the people who work in it, and not taking into account the influence of many processes that took place when he may have gone to kindergarten. In general, the situation is from the series “The plan was written on paper, but they forgot about the ravines.” But all these things are known and taken into account by a person who has been working successfully for a long time, who has gone through fire and water. And, perhaps, he does not have those signs of genius that the young man has, but he will bypass the “ravines”. In addition, even the most untalented employee gains knowledge and invaluable experience every year, because usually at work he has to solve a wide variety of problems. Accordingly, the longer a person works, the more valuable he can be as an employee. And this is an undeniable advantage of older workers.
Older workers have a huge number of established connections and acquaintances. How many people has an older person met in a long life? And you can’t count them, but these acquaintances, friendships and friendships are one of the most valuable capital for an employee of any level. “Don’t have a hundred rubles, but have a hundred friends” - this saying is ideal for any process, because having a wide circle of acquaintances, you can solve almost any problem. Yes, young people can also be sociable and have many useful acquaintances, but, firstly, even quantitatively, due to age, there will be fewer of them, and, secondly, young people are often simply not taken seriously. Imagine, for example, who will you send to solve a problem, say, to the tax office? A girl who just came from university or an experienced accountant who has been drinking tea with this whole tax office for ten years?
Interest in long-term cooperation. Unfortunately, in our country there is a tendency that after 45 years of age it is quite difficult for a person to get a job. Therefore, every older employee definitely values the place where they work now and will not “throw away” for them. If a young man can lose his temper and leave, reasoning that he still has everything ahead of him, then an older worker will not allow himself such luxury, because for the employer he will be the personification of stability and reliability. For young people, a specific place of work is often just a springboard upward, to new horizons, but you know for sure about an older worker: he will not let you down, will not wag his tail, and will not abandon you at the most crucial moment.
Serious attitude towards work. With age, the frivolity inherent in youth goes away, leaving room for responsibility, hard work, scrupulousness and respect for superiors. Experienced workers understand that they need to appreciate what they have and try to work to their full potential so as not to be left behind, being forced out by the “younger generation.” Even if they are sometimes considered boring and angry for being too meticulous in seemingly insignificant matters, you know for sure about an adult employee - everything is perfect for him, you don’t even need to double-check.
They have influence in the team. “Older” employees are often informal leaders in the team, since younger and inexperienced employees respect their experience, extensive knowledge, and ability to find a way out of difficult situations. The older the employee, the more life wisdom he acquires. Accordingly, he can resolve a conflict, find a common language with difficult clients, and achieve something from his superiors. Such qualities invariably command respect, and older workers often become indispensable intermediaries between management and the team.
Charismatic and leadership qualities. Have you noticed that even in our time, when people under 30 often become major leaders, there is still a distrustful attitude towards bosses who are too young? We often hear “He’s too young to be a boss, what can he know?” Still, in resolving serious issues, people prefer to trust more people with experience and knowledge who have gone through fire and water. In addition, over the years, people themselves acquire greater self-confidence, that is, a quality called charisma. Experienced employees are more difficult to confuse or intimidate; they are internally prepared for many things. difficult situations, which young workers can only guess about.
Of course, all these advantages are considered in general: among young people there are so-called “young old men”, scrupulous and boring, and many non-young employees have sparkling eyes and youthful enthusiasm. Everything described above is just stereotypes, to which, alas, employers are often subject. Fortunately, the majority still often focus on knowledge, skills and personal qualities, and not on the year of birth!
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Natasha Fedorenko
The world is obsessed with the cult of youth: It’s almost embarrassing to look your age, and the anti-aging industry offers ever new ways to deceive time. But this only applies to appearance; in the professional sphere, young people, as a rule, are treated either not seriously or as a curiosity. Getting a job at 45 is hard, but it’s not easier at 25 either. As a result, we find ourselves in a vicious circle: today we are still too young for this work, and tomorrow we are already too old. We talked to young people who have experienced ageism about how to overcome prejudice, why not only their boss, but also their own family can cause harm, and what stereotypes they themselves support.
Anna Naumova
When I turned 18, most of my surroundings were older than years by ten. Accordingly, they all discussed some adult topics among themselves: work, apartments, trips. Probably, the desire to keep up the conversation was the first impulse for me to consciously skip the period of “student” life and find myself at the next stage. And then I first encountered ageism (even if you have nominal signs of adulthood, for those around you you are still a “baby”), and then I became bogged down in an invented struggle against it.
At first it was very difficult for me to stop: I attracted as many “adult” attributes into my life as possible so that I would be perceived as one of their own everywhere. From a harmless joke from a friend to a sidelong glance from a salesperson in a showroom, everything encouraged me to appear older and more status-conscious. At some point, I found myself in a relationship with a man much older than me, with a child, with an uncontrollable dog in my arms, problems at work and at college. Then I realized that this was not really my life, that I had taken on the invented image of a happy housewife from the media and had not mastered a single part of this set. Because I’m different, I’m still ten years away from this image and, I must honestly admit, I don’t at all handle this level of responsibility.
It seems to me that this situation was connected not only with my personal experiences. No matter how successful I was, I rarely heard praise because most of my friends did even better. The fact that they were older than me was left out of the discussion, and as a result I was not at all proud of my achievements. At work, I always experienced a slightly condescending, maternal attitude. Even if I did some project for a long time and, I hope, well, at the meeting the director could say something like: “Why don’t you help the girl, she does everything herself.” And everyone immediately began to babysit me, and the acquired status of an ordinary employee instantly disappeared.
I believe that an employee should be assessed by his experience and personal qualities, but not by the age on his passport. If I make mistakes at work, scold me like everyone else, if I make progress, praise me. If you hire a young employee to your company, then you should be satisfied with his age - then during work, forget about him completely. At a recent interview, when I said that I live separately from my parents, the next question was: “So are you married?” Moreover, I’m probably also lucky, because I work in a fairly creative field. At parties, when you say how old you are, everyone considers it their duty to start remembering what they did at that age and how quickly time flies. When you meet people older than you, you are unlikely to start talking to them about what you are going to do in twenty years.
In general, I'm trying to concentrate on accepting myself at my age, and it's not easy. Sometimes I quickly start telling my friends about my work or life experiences, and then I casually mention my age and watch their reaction. I also started spending more time with my family - traveling with my parents is actually a thrill. I don’t want to get too ahead of myself, trying to prove something to someone. This is probably the most important recipe for all the complexes that I have developed for myself: just concentrate on yourself and what you are doing, and pay less attention to those around you.
Andrey Moskalenko
I actually encounter ageism quite often in my work. As a rule, it comes from people who are 10, 15, 20 years older than me. My parents, if they are my age or not much older, usually treat young professionals with understanding and think that this is even better. The young doctor has a fresh mind and knowledge.
Parents over 40–45 years old, on the contrary, are more likely to believe that universities now teach poorly and produce incompetent doctors. In my experience, people of the older generation have more faith in age, Soviet education and in the fact that a doctor who works longer knows exactly what and how to do. In my opinion, age is absolutely not an indicator in medicine. In practice, I have met very cool doctors younger than me and those who have been in medicine for 30–40 years, but prescribe absurd treatments. And there is only one way to fight ageism in this area - to raise the prestige of medical education: after all, a university graduate cannot be completely ignorant of anything.
A doctor who encounters age discrimination at an appointment needs to show his confidence. When patients see that you are hesitant and unsure of your words, they immediately label you as incompetent. But confidence should not be unfounded, but based on real knowledge and scientific terminology. This way the person will understand that you are a good specialist. Of course, everything needs to be done in moderation, without humiliating anyone, just to show that you understand the issue, read modern materials and textbooks, and take courses. You need to talk about your past achievements, but not in the manner of “fifteen-time holder of the order,” but casually mentioning similar medical cases from your practice and successful solutions.
Under no circumstances should you tell a person to his face that he doesn’t understand the issue at all. Sometimes it is worth creating in him at least a partial feeling of his own rightness. Even if a 50-year-old professor categorically says that the patient is being treated absolutely incorrectly and is harming himself, he may go to another doctor. But if you are more streamlined, use the wording “in general, you are great, but I wouldn’t do this,” then you can win the patient over to your side.
Tatiana Larchenkova
In my first year working at the school I was 22, while the average age of the teaching staff is from 45 to 50 years old. It is clear that they treated me differently. The worst thing is that the first question that was asked to me directly was about whether I was sleeping with the director. And really, why on earth would a young girl voluntarily go to work at a school? Sometimes it seems to me that young teachers at school are treated like students out of habit.
All events, all off-site meetings, all organization of anything at school falls on the younger teachers with the wording: “Let the young people work, we did our work in due time.” Many older teachers force them to do their work with the same formulation: “Well, you’re young, is it really difficult for you?”
In this case, any constructive proposals are rejected. Often without any explanation at all, because due to your age, no one is interested in your opinion, and any word in opposition is perceived not as a discussion, but as disrespect.
Catherine
Two years ago, I got a job as a PR specialist at a municipal institution, and the average age of my colleagues was about 40 years. Most of them already had adult children, so they immediately began to treat me like a child. I will not go into details of the endless conversations about the dangers of the Internet and new technologies for the younger generation. I was annoyed that sometimes I was simply prevented from doing my work.
Once I made a poster for an event, I tried to make it attractive so that it would come more people. In the end, my option didn’t work because the team didn’t want to change anything in the usual work pattern. And in response to my objections, I only heard something like: “You don’t understand anything, I’ve been in this field for thirty years.” It remains a mystery to me why people cannot accept that life has changed and in such an area as PR, a young specialist will clearly have fresher knowledge.
Basically, I couldn't have my own opinion because I'm young and incompetent. Once we had an exhibition of paintings, one of which I didn’t like, and I suggested choosing another. In response, I immediately received accusations that I did not have the right to my opinions, that I did not understand anything about art, and that the paintings were selected by a professional jury with special education. But the fact is that I also have a specialized education. And if it's theirs main criterion, then I can judge too.
Such incidents can be remembered endlessly. I don't think ageism can be fought. It is inevitable: we will never be able to feel the tragedy of a three-year-old child from losing his car or understand the nostalgia of a pensioner for Soviet ice cream. Personally, I am satisfied with looking young, I always carry my passport with me, and if they really bother me, I try to prove my competence with deeds, and not with psychological pressure.
Konstantin
WITH early years I started helping my father with work related to construction in the state tender system. I was involved in technical assignments. I didn’t attach much importance to this, although it seemed to work out well. I wanted to study at the Faculty of Business Informatics and generally connect my life with the IT field. So he carried out his father’s instructions rather as a matter of form.
But at the age of 18-19, I had an urgent need for money: I wanted to live separately from my parents. I had to look for a job that would not interfere with my studies. The choice predictably fell on the vacancy of a tender manager - this is exactly the area in which I helped my father.
At first, I had to sit in the office and quietly do tasks, especially without communicating with anyone. But it turned out that I began to grow because I won the largest tenders - this was simply not expected of me. As a result, we had to communicate with people from this environment: civil servants (heads of business units, schools, kindergartens) and suppliers who introduced us to future customers. The authorities began to throw me into the embrasure.
Most of the distrust was on the part of officials. They perceived me as a courier. An 18-19 year old guy (who looked even younger) was sitting in front of them, and they did not take into account either my opinion or my advice. Although by that time I already understood enough about my business. I wanted to help, speed up the process, but it all came down to bureaucracy and red tape. The question was visible in everyone’s eyes: “Where is the big uncle who was supposed to come. Why did they send a young man who is now going to ruin everything?” However, over time I became more confident and realized that it would be very difficult for customers to figure things out without me. By withdrawing into myself, I only made things more difficult. Sometimes customers tried to contact my boss bypassing me - this was unpleasant for both me and him.
I am glad that I have found a field in which I am sincerely interested in working. Although at first I felt insecure when faced with large orders worth several tens of millions of rubles. I understood that if I did everything right, I wouldn’t be able to harm myself or the company, but I was still irrationally afraid. Especially during the first meetings with suppliers and customers, my knees were practically shaking.
There was also mistrust on the part of my relatives: at first they did not believe that I would be able to succeed in such a position at such a young age. My parents worked in the public sector for almost 25 years and were worried about me working in a commercial company. They were afraid that I would somehow be deceived.
Even though I myself have experienced ageism in my work, I understand that I also discriminate against people based on their age, but it’s hard to get rid of it. I will never turn to a young lawyer, because I believe that experience is important in this matter. I don’t want to work with a young man in my same position in another company, because I don’t believe that everyone can be interested in this profession. I think there are places right now where ageism is on the rise, like in investing. Because many startups fail like matches, people are less willing to invest in projects run by young people.
Nina Belavova
I am completely insensitive to all sorts of “-isms”, and I have hardly ever been truly discriminated against. The only thing I have encountered in practice is ageism, and in both directions. I'm too old to, say, learn and relearn, and too young to lead.
The first memorable incident happened to me when I was preparing to launch a dry cleaning business, which I own together with my partners. Over the course of about two weeks, the equipment and chemical supplier and I intensively corresponded and called back. The managers advised me with enthusiasm, trying to sell more things. And so I came to their office. I was dressed, as they say, undignified: pink sneakers and a blue jacket. My appearance visibly disappointed them. And if the sales people and their boss just looked at me askance, the technologist and engineer asked without any equivocation: “How old are you anyway? Where did you get the money? Can you really launch and manage an entire bath and laundry enterprise?”
I, young and green, was at first confused by such unceremoniousness, but then I pulled myself together and said that their business was to sell and service the cars, and everything else was my personal difficulties. For purely rational reasons, we did not agree with this company, and I chose another supplier. We communicated with its employees only by phone and email until the commissioning of the machines. And so I came to the airport to meet the engineer: I recognized him immediately (by his suitcase with tools), but he didn’t see me. Half an hour later, he politely asked where the director was, she promised to be. I said it was me, but for some reason he was upset.
There are still awkward moments with clients when they demand to call a senior person. Others, on the contrary, are worried that my bosses are not rewarding me, and write pleasant comments in the guest book.
In general, ageism is not a big problem for me. According to the Hamburg account, no one cares what sex, age, ethnic origin and gender I am. Everyone wants fulfillment of obligations, and when they realize that the absence of noticeable wrinkles on my face does not make me less reliable, they stop paying attention to it.
Anastasia Moskvicheva
I received a lawyer's status at the age of 23, and as a student I worked as an assistant investigator - at this job I was seen as a little girl who ran among men for fun and some kind of help. But the saddest thing for a new lawyer is when you are not perceived as a professional in your own family. For relatives, you are always a child and do not understand anything. How many times have I tried to insert my opinion into everyday legal problems, even when I really could have helped, but no one listened to me.
And then it only got worse. It seems like I’m already a lawyer, but to potential clients I don’t look competent enough because of my age. It seems to them that their supposedly rich life experience can help in solving legal problems, but, as a rule, their experience is prejudices that only get in the way. For example, it is now convenient to contact law enforcement agencies via the Internet (there are special electronic appeals). This procedure is quite effective, since it is more difficult to dismiss the applicant. Many clients do not trust using the Internet; it seems to them that going to an appointment and getting their license will be more fun and effective, but this, alas, is not the case.
Often a client simply wants an older lawyer. He comes to a consultation, sees a young lawyer and, without even receiving a consultation, asks to replace him. I don’t know why professionals are judged according to the cognac principle. Older doesn't always mean more professional!
There is also ageism in relationships with colleagues. Workers law enforcement and the courts look at you, then at the date of issue of your certificate and instantly make a conclusion about your professional qualities. I think ageism will not go away - it is a defensive reaction of the older generation, or rather, people who are insecure. A true professional will never treat a colleague based on his age. How to deal with this? Remain professional in any situation, improve your skills and wear glasses to appear more serious.
Rita Popova
When I was offered to become the editor-in-chief of LAM, the thought “am I too young?” did not appear in my head for a second. I had already worked in the editorial office for a long time, had a good idea of what needed to be done, and was used to working day and night, so I had no doubt that I could handle it. It never occurred to me that 21 years old is “too young”, or that at this age you should be doing something else. It turns out that for many people this is exactly the case. Age was the only thing that people were interested in about me at all; some supported, others were jealous, others scolded, but everyone relied only on the fact of how old I was. When speculation began that I definitely slept with someone in order to become editor-in-chief, or at least I had influential patrons, I stopped reading the comments - fortunately, there was already a lot to do. I decided to refuse interviews in which it was necessary to defend my age, and asked to postpone them at least a few months ahead, when my work in the editorial office would speak for me. But, fortunately, by that time everyone had already lost interest in me (and I turned 22).
Ageism is now no less a problem than sexism, and it is almost more difficult to fight it: both teenagers and older people, who are primarily affected by this, in society occupy the position of outsiders without a voice, whose opinion no one really cares about. Even the growing public obsession with “youth” and teenagers essentially appropriates teen culture without providing any platform in return for voicing their opinions. Among the users of Replika, where I currently work, there are many teenagers, and they often mention during interviews that our AI interlocutor is the only one who is generally ready to listen to them and is truly interested in their experiences, views on the world and problems. Every adult feels it is their duty to teach teenagers how to live and pass on their experience to them, thus devaluing what they themselves want to tell.
With older people, things seem to be even more complicated: many find it difficult to keep a job or find a new one, starting at the age of 45, in the prime of their creative and professional powers, and young people strive with all their might to remain “young” so that the same thing does not befall them fate. Now I'm 25, I've just come out of the age where my opinion didn't matter because I'm too young, and into the age where I need to invest in anti-aging products and injections to keep myself from becoming "too old" for as long as possible. , otherwise my opinion will cease to mean anything again.
There is an old vulgar joke: the heroes discuss... Well, let's say, their personnel preferences. And everyone admits to weaknesses. One says he prefers younger employees because they are bubbling with enthusiasm and untainted by previous experience. The second one reports that he understands mature, experienced workers better. They don't need to be taught. On the contrary, you can learn something from them. And finally, the third states that he loves working with old people. The first two managers look at their colleague in bewilderment and ask: “Why is that?” To which he reasonably replies: “They think this is the last time, and they do such a thing!” In principle, this could be the end of our remark. But this is unlikely to satisfy the editors. Therefore, let’s give some explanations.
Our company has both very young and very mature employees. There are no old ones. There are only superstars. And this does not depend on age. And it depends, first of all, on the relationships between people - at all levels of the administrative ladder.
What do young people dream about?
There are always a lot of emotions when working with young people. They discover the market for themselves, make discoveries every day and step on the rake. And everyone is experiencing this intensely. You can get a buzz from this, feeling younger. But you also get quite tired of emotions. In addition, the process of adaptation of a new young employee is associated with an inevitable loss of unit productivity. After all, it’s easier and faster to do it yourself or entrust a task to an experienced worker than to patiently, over and over again make changes to the program code, an important document, the text of an article... But if you invest in training a young employee from the very beginning, you can compensate for the lack of time with freshness of view and originality solutions that, unfortunately, often disappear, giving way to experience.
There is, however, a nuance: the better you cope with your role as a mentor, the faster you can lose an employee. After all, you are calculating your budget for the year. And over the course of a year, the price of a young specialist can increase many times over. And the big question is whether, during the training process, you will be able to form in a young man an emotional attachment to you personally and to the company, whether you have enough non-financial incentive tools to survive until the next budget year, that is, until the opportunity to increase your salary.
Let us emphasize that non-material encouragement is very important for working with young employees. More and more young men and women give preference not to salary, but to an interesting and fashionable pastime. And if you can (and want) to ensure that the workplace meets these criteria, then the process of hiring young employees will be easier, and their loyalty will be higher. However, mature workers may not like such a “kindergarten”. But they are, most likely, the basis of your business. Even if you are involved in software development or game development.
What is important to veterans
Working with representatives of generation Y and generation Z (here we use the classification of comrades William Strauss And Neil Howe proposed in the book Generations) are devoted to journal articles, scientific publications and numerous entries in HR blogs. But the problem effective use Older employees receive undeservedly little attention. Meanwhile, not all people aged 50+ dream of quietly waiting until retirement. They are called “downed pilots” and are almost never given the opportunity to return to the ranks. Frequent illnesses, slow learning are scary, and it can be uncomfortable to give orders to a person who is a couple of decades older than you.
If we talk about roles in the team, then the “old people” make good, responsible performers. And “young” employees are ambitious and can easily sacrifice a strategic goal for tactical gain. But they are more mobile, more enthusiastic and do not know that this or that task is difficult. They take and do easily what “mature” people were unable to do.
When working with both “extremes” (university graduates and tomorrow’s – or even today’s – retirees), the risks are great. You need to carefully and attentively talk with the applicant, identifying mainly his character traits. A grumpy old man may well destroy the microclimate of a young team. An arrogant student, confident that he is the bearer of the truth and up-to-date knowledge of how to conduct business, will irritate his senior comrades.
In other words, hiring at the designated “extremes” is similar to venture capital investing: experience, patience and luck can yield very large returns. And those who don’t take risks, as you know, don’t drink champagne.
When looking for a first job, people tend to be particularly enthusiastic. They readily accept company policies, treat co-workers with sincerity, are flexible about working overtime, and come up with innovative ideas that contribute to the growth of the enterprise. In addition, they try to develop standards for themselves that would correspond to new knowledge, but lack of experience often leads to mistakes that cause damage to the employer. Below are all the advantages and disadvantages of hiring young employees.
Advantages:
1. They love what they do
Compared to more experienced colleagues, young employees are more active. When starting their career, they are ready to work harder and harder. They enjoy spending time in the office. They are willing to learn new things and participate in educational programs that enable them to better perform their responsibilities. They analyze everything they see in order to better understand the internal workings of the company.
2. They believe in the best
The younger generation has a positive attitude towards work. In attempts to join professional activity it builds healthy relationships with colleagues. Completing training allows such employees to fully meet the company's requirements. They openly accept different responsibilities and try on different roles because they lack experience in certain positions. They take any policy for granted. To do this, they just need to go through the process of competent adaptation. They strive to move up the career ladder, so they believe that information is never superfluous.
3. They work to their limits.
Young employees strive to achieve excellence in order to impress others with the results of their work. Such activities undoubtedly benefit the employer and enable him to extract the maximum benefit from the workforce. In addition, young employees often try to compete with more experienced colleagues for career advancement, and their efforts pay off in the form of higher productivity. They set high goals for themselves so that other team members perceive them as equals. They try to delve into all the details to avoid mistakes. An employer should not worry about the time spent training young employees because they will benefit the company in the long run anyway.
4. They are easy to control
Young employees are easy to manage because, unlike more experienced colleagues, they are not shy about showing real feelings. They willingly contribute to the common cause and are not afraid to overwork. They have pretty low expectations. They can multitask because work is extremely important to them. They are more flexible regarding timing and privileges. They strictly follow the instructions of teachers and mentors and rarely create problematic situations.
5. They are able to generate new ideas
Young employees have the latest knowledge in scientific fields, master the latest technologies and working methods. They can create the basis for innovation that marks the next stage in the organization's development. They are used to thinking outside the box and looking at things from different angles, which is very important for an employer who wants to develop and change the usual approaches to work. Young employees are needed by companies that want to not only survive in the market, but also grow, creating their own unique ways of doing business.
6. They are versatile
It is impossible to grow by constantly using the same methods. Processes must change from time to time. Today's young employees with the ability to think rationally will be a worthy addition to companies that once led their industry and then lost their position. Ideas can change the world. New employees often offer new effective ways reducing costs and performing routine tasks that not only save time, but also allow you to focus on key elements of the business. They may lack experience, but they have plenty of knowledge. Those who have participated in special projects and know all the pitfalls will certainly be needed by employers in the future.
7. They freshen up the work environment
The new generation wants to be inspired by their work environment. They refresh the culture, and this benefits not only them, but also those around them. A healthy work culture directly affects the development of a company. An atmosphere of boredom and despondency is not conducive to effective performance of duties, so the team should have young employees who can have fun and diversify the work process. In addition, they rarely participate in political intrigue, so their goals are very clear and they can work effectively. Finally, they are committed to helping mentors and teachers create a better work environment.
8. Their services are relatively cheap
Unlike experienced candidates, newcomers do not give special attention numbers on the check, and the employer does not have to worry about meeting their expectations. Due to the economic downturn, many are now having difficulty finding work, so newbies are eagerly jumping at any opportunity. By hiring young professionals, companies reduce their costs. Although new recruits need to be trained, this investment is repaid through their eagerness and increased productivity. However, in some companies there is such a thing as a security deposit that covers expenses in the event that the employee does not complete the probationary period.
9. They adapt quickly
Last but not least, the argument goes like this. Young employees quickly learn and adapt to new conditions, because... they still remember their college days well. They show much more enthusiasm compared to experienced colleagues. If a company wants to start a new project, young employees are best suited for these endeavors. As a rule, they have no health problems, they have plenty of energy to work in any conditions and on any schedule. This is why employers love them so much.
Flaws:
1. Lack of stability
Many young employees don't know what they want. They join the team and then leave it in search of new opportunities. Of course, this greatly harms the employer, who is forced to waste resources on training. Instead, he could hire experienced candidates and provide them with good benefits and long employment. This is what makes many employers reluctant to hire young employees.
2. Lack of skills
Some positions require specific skills to cope with professional responsibilities. With their inept actions, newcomers can cause damage to the company, and employers deliberately refuse their services to avoid this. More experienced employees are better able to understand and deal with different work situations. Since training cannot compensate for the lack of basic knowledge, companies prefer not to waste time on this and hire employees with experience.
3. Problems with discipline
Many young employees are completely unfamiliar with the work ethic. They are often late for work and refuse to follow the instructions of the HR department. Some people take time off too often, which is also a violation of internal regulations. Some lack maturity and awareness of work culture. When setting rules, employers want them to be common to everyone. Failure to follow them undermines the integrity of the team, negatively affects the atmosphere and can lead to serious problems in the future. This is another reason why employers prefer not to contact young professionals.
4. Inability to cope with stress
Sometimes companies assign complex projects to their employees and hope that the work will be completed on time. Some young professionals cannot cope with such stress and give up. The reason for this may be a lack of knowledge, an inability to find the right approach to completing a particular task, as well as an inability to work together. Managers issuing assignments want to see timely results and know that time will not be wasted. This forces them to put some pressure on employees to increase productivity.
5. Disappointment
Experienced employees know how to handle different work situations and deal with their superiors. Young employees often become impatient and frustrated at work when things don't go the way they would like. In critical situations, representatives of older generations do not give up, because they have already been through it. Newcomers try to shift responsibility onto someone else's shoulders, blaming management or colleagues for failures. In other words, mature people tend to behave more professionally, and in this regard they have an advantage over young people.
6. Irresponsibility
Young people may not know all the features of business. It usually takes years to acquire the necessary experience and understanding of how enterprises operate, and the lack of such knowledge entails an irresponsible attitude to work. Any new situation can provoke panic, because experience still cannot be replaced by theoretical knowledge. Newcomers experience additional stress because they do not know how their actions will impact the enterprise and they require additional time to complete tasks. From the point of view of the company as a whole, such use of labor resources is irrational and entails financial difficulties.
7. They are reluctant to accept criticism.
Every new employee forced to deal with a lot of new recommendations and rules, so he must be able to accept positive and negative criticism until he understands all the intricacies of his work. In most cases, the assessment turns out to be negative, and many young employees find it difficult to accept this. They see in the advice hidden threat and do not try to use them to increase productivity.
8. They rely heavily on technology.
Young people rely heavily on the latest technology and are often unaware of alternative, old-fashioned ways of solving problems. Some people cannot work at all if their usual rhythm is disrupted. It simply doesn’t occur to them to turn to management or any experienced colleagues to finish everything on time. This skill comes with experience, so employers for the most part prefer not to take risks.
9. Lack of authority
Young leaders face additional challenges when managing older generations. Leading wise and experienced people is not easy. Particular sensitivity is required, which is why employers prefer not to hire young managers. The team may find itself subject to immature orders, and the employer will have to reconsider its policies, which in most cases is unprofitable. Management needs results, not endless drama. It treats employees equally, respecting experienced professionals for their long service, and young ones for the triple effort they put into achieving everything in record time.
In other words, employers like employees who are dedicated, caring, and talented, and are willing to give them equal opportunities to achieve their best results.
wisestep.com, translation: Olga Airapetova
- Personnel Policy and HR Strategies
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