Hello everyone,
I need your help. About 90% of the employees of the organization that I have recently joined are middle-aged or above that. I am one of the youngest in the group. There are about 500 employees in the organization.
I am not getting an idea of how to deal with them. They have a typical stereotype approach and immense ego. But some of them are helpful too. If I were to start something new, I am sure they won't welcome it and would retaliate.
I have learned in my MBA curriculum about change management and other related topics, but that was bookish and is not working practically.
Hence, please, if you can help me out to draw a strategy to deal with them.
Thanks,
Fauzia
From India, Gurgaon
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12I need your help. About 90% of the employees of the organization that I have recently joined are middle-aged or above that. I am one of the youngest in the group. There are about 500 employees in the organization.
I am not getting an idea of how to deal with them. They have a typical stereotype approach and immense ego. But some of them are helpful too. If I were to start something new, I am sure they won't welcome it and would retaliate.
I have learned in my MBA curriculum about change management and other related topics, but that was bookish and is not working practically.
Hence, please, if you can help me out to draw a strategy to deal with them.
Thanks,
Fauzia
From India, Gurgaon
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Simple - don't go to them and just ask them to change something, but you should tell them the reason why you want to change the particular thing, how the organization will benefit from it, what benefit they will get out of it (Most Important Point), what will be future consequences, how other employees may respond to change, how long will it take to implement the change, who will be involved in the change process, and other questions that may come to your mind or you think that the managers may be concerned about.
From Pakistan, Rawal
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From Pakistan, Rawal
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Hi Faizia,
Firstly, we have to discuss what you want to change. Is it the policies and procedures or something else? For all of this, you need the involvement of Senior Management.
Secondly, Change Management, as mentioned in many books, is similar to what is written, but implementing it is a very challenging job. You need to have clear communication with everyone. The changes implemented should be communicated with an emphasis on the positive aspects and a brief mention of the negatives as well.
Thirdly, your skills and capabilities will be most helpful in implementing change in the organization. If you truly believe in something, you can also convince others. Yes, it takes time. 😊 Don't assume that older people resist change; in that way, you are also stereotyping. I have seen many examples where younger people feel insecure about change.
So, go ahead, plan well, and utilize your skills to the fullest.
All the best,
Archna
From India, Delhi
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Firstly, we have to discuss what you want to change. Is it the policies and procedures or something else? For all of this, you need the involvement of Senior Management.
Secondly, Change Management, as mentioned in many books, is similar to what is written, but implementing it is a very challenging job. You need to have clear communication with everyone. The changes implemented should be communicated with an emphasis on the positive aspects and a brief mention of the negatives as well.
Thirdly, your skills and capabilities will be most helpful in implementing change in the organization. If you truly believe in something, you can also convince others. Yes, it takes time. 😊 Don't assume that older people resist change; in that way, you are also stereotyping. I have seen many examples where younger people feel insecure about change.
So, go ahead, plan well, and utilize your skills to the fullest.
All the best,
Archna
From India, Delhi
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Hi Fauzia,
This is indeed a very nice question you have posed. A new member joining the organization and trying to change the existing processes or introducing a new system is always viewed with suspicion and met with skepticism. Try, at first, to prove yourself in the organization by learning the old (existing) systems and doing things their way. Then, once the people are comfortable with you, then try to bring in changes the way it has been beautifully pointed out by Sufyan.
Regards
From India
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This is indeed a very nice question you have posed. A new member joining the organization and trying to change the existing processes or introducing a new system is always viewed with suspicion and met with skepticism. Try, at first, to prove yourself in the organization by learning the old (existing) systems and doing things their way. Then, once the people are comfortable with you, then try to bring in changes the way it has been beautifully pointed out by Sufyan.
Regards
From India
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Hello Fauzia,
Introducing change management requires top management support and initiatives. Once that is done, you need to involve everyone in understanding the reasons for change and take suggestions on how to introduce change. Collaboration and involvement help in introducing change.
Prof. Shikha Sahai
From India, New Delhi
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Introducing change management requires top management support and initiatives. Once that is done, you need to involve everyone in understanding the reasons for change and take suggestions on how to introduce change. Collaboration and involvement help in introducing change.
Prof. Shikha Sahai
From India, New Delhi
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It's hard to be outsider trying to fit in new culture and the age gap doe s not help either.
The first thing I would do is get a mentor; someone who is well respected and has influence.
The second thing I would do is that when you have a great idea, get someone will not only buy your idea but will champion your idea. Right now, don't worry too much about getting the credit for your ideas that will come later, but focus on having your ideas implemented. People don't like changes and they do not like younger person telling them what to do. However, if the idea is coming from someone they know and trust, there is a good chance it will be accepted.
Get a mentor or couple of mentors, have others champion your bright ideas and see what happens. Good luck and more importantly, have fun.
Suliman
From United States
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The first thing I would do is get a mentor; someone who is well respected and has influence.
The second thing I would do is that when you have a great idea, get someone will not only buy your idea but will champion your idea. Right now, don't worry too much about getting the credit for your ideas that will come later, but focus on having your ideas implemented. People don't like changes and they do not like younger person telling them what to do. However, if the idea is coming from someone they know and trust, there is a good chance it will be accepted.
Get a mentor or couple of mentors, have others champion your bright ideas and see what happens. Good luck and more importantly, have fun.
Suliman
From United States
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Hi Fauzia,
First of all, let me share the same scenario in my workplace also. It's true that changing the mindset of old employees is a challenging task. But, as you know, being in HR, we believe that every employee has the potential to excel. Here, the question is how to bring out the best in them despite their existing insecurities. It can only be done through dialogue between those people. Talk to those employees, motivate them in a very simple way, probably by listing their grievances, insecurities, and fears, then counsel them with a compassionate heart.
Build confidence among them and generate credibility to change their attitude.
Best wishes,
Rooma
From India, Lucknow
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First of all, let me share the same scenario in my workplace also. It's true that changing the mindset of old employees is a challenging task. But, as you know, being in HR, we believe that every employee has the potential to excel. Here, the question is how to bring out the best in them despite their existing insecurities. It can only be done through dialogue between those people. Talk to those employees, motivate them in a very simple way, probably by listing their grievances, insecurities, and fears, then counsel them with a compassionate heart.
Build confidence among them and generate credibility to change their attitude.
Best wishes,
Rooma
From India, Lucknow
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Hi friend,
I can understand your situation very well because I also had gone through a similar situation... But in a worse place... a Govt office. The people, whether old or young, had a stereotypical view that "this is a govt office and you can never change the way it works!"
It is in this situation that I was posted as the Project coordinator for the modernisation of this office. Being an external agent, the first few months, I was seen as a person who had come to assess the skills of the people there and was viewed with suspicion. In fact, the union even held protests against me and my colleagues.
However, I was very fortunate to get the full support of the topmost man in the office (District Collector), and my project report was fully accepted by him. From then onwards, amidst the frowning faces, I conducted training sessions and discussions, and the project continued. A lot of opposition came, but I could handle it with the help of top management, and finally, the project was completed on time. When the chief minister came for the inauguration of the modern premises, the people there had also changed their attitudes. Frowning faces now became happy faces, and it's a total change from a govt office to a modern citizen-friendly office.
The moral of the story is... Time and skill can bring about changes, and everywhere people respect a person with skill and attitude, be it young or old!
So, don't worry that you are in a hostile environment. Keep up your work and be the first person to help your seniors in whatever way you can. They will surely start loving and admiring you after some time.
From India, Kochi
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I can understand your situation very well because I also had gone through a similar situation... But in a worse place... a Govt office. The people, whether old or young, had a stereotypical view that "this is a govt office and you can never change the way it works!"
It is in this situation that I was posted as the Project coordinator for the modernisation of this office. Being an external agent, the first few months, I was seen as a person who had come to assess the skills of the people there and was viewed with suspicion. In fact, the union even held protests against me and my colleagues.
However, I was very fortunate to get the full support of the topmost man in the office (District Collector), and my project report was fully accepted by him. From then onwards, amidst the frowning faces, I conducted training sessions and discussions, and the project continued. A lot of opposition came, but I could handle it with the help of top management, and finally, the project was completed on time. When the chief minister came for the inauguration of the modern premises, the people there had also changed their attitudes. Frowning faces now became happy faces, and it's a total change from a govt office to a modern citizen-friendly office.
The moral of the story is... Time and skill can bring about changes, and everywhere people respect a person with skill and attitude, be it young or old!
So, don't worry that you are in a hostile environment. Keep up your work and be the first person to help your seniors in whatever way you can. They will surely start loving and admiring you after some time.
From India, Kochi
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Thank you very much, Suliman, Rooma, and Cvadhana. Thank you again for your views. Especially, Cvadhana, your story was really motivating, and now I also feel that by having the right amount of confidence and ability, any war can be won. Like you were stuck up in such an environment and still, you performed so well. I really want to congratulate you for that.
Thanks,
Fauzia
From India, Gurgaon
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Thanks,
Fauzia
From India, Gurgaon
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Hi,
Yes, absolutely, top management support is a must. Often, your own skills, knowledge, and understanding help in the process of winning "them" over. Your mastery of the subject is important. Therefore, equip yourself with a knowledge and skill base.
You need to earn the respect of the employees and then move on to winning their confidence. The approach needs to be more empathy-driven than logic-driven. A practical approach could also be to form a core team of "old" guards who are more receptive to change and carry them along to help the change process. Give it a shot.
Regards,
Sanjib.
From India, Delhi
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Yes, absolutely, top management support is a must. Often, your own skills, knowledge, and understanding help in the process of winning "them" over. Your mastery of the subject is important. Therefore, equip yourself with a knowledge and skill base.
You need to earn the respect of the employees and then move on to winning their confidence. The approach needs to be more empathy-driven than logic-driven. A practical approach could also be to form a core team of "old" guards who are more receptive to change and carry them along to help the change process. Give it a shot.
Regards,
Sanjib.
From India, Delhi
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Hi, Fauzia,
It is not at all a difficult situation but a common scene in many organizations, and more particularly if it is a public sector.
The following few lines may help you:
1. Check or analyze the reasons why they behave like that.
2. What is it that they normally feel routine or monotonous in their work identify?
3. What is their interest in life? Find out.
You can do the following:
1. You can make people feel happy and sincere if you can speak about something in their personal life:
a. Income levels
b. Work-related problems
c. Health problems
d. Family-related problems
On the above personal problems, you can give your own experience and share your ideas to improve in those areas. You can gain confidence in people.
2. You become a friend, philosopher, and guide to them, which helps you retain their attention and interest in you.
3. Theory books only help you to a limited extent. Be practical and speak to people from your heart.
Good luck and have a wonderful day!
Amdprasad :)
From India, Mumbai
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It is not at all a difficult situation but a common scene in many organizations, and more particularly if it is a public sector.
The following few lines may help you:
1. Check or analyze the reasons why they behave like that.
2. What is it that they normally feel routine or monotonous in their work identify?
3. What is their interest in life? Find out.
You can do the following:
1. You can make people feel happy and sincere if you can speak about something in their personal life:
a. Income levels
b. Work-related problems
c. Health problems
d. Family-related problems
On the above personal problems, you can give your own experience and share your ideas to improve in those areas. You can gain confidence in people.
2. You become a friend, philosopher, and guide to them, which helps you retain their attention and interest in you.
3. Theory books only help you to a limited extent. Be practical and speak to people from your heart.
Good luck and have a wonderful day!
Amdprasad :)
From India, Mumbai
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Hi,
It's a good situation to learn. Dealing with middle age is not as tough as dealing with old people. Whoever deals with the very common solution is good relation. As youngsters, we initially need to respect every elder one, later try to be one among them.
Here you have the solution. We should not be too skeptical about dealing with mid-agers. Moreover, if you are in a senior position, you need to delegate your responsibilities and share your work. Of course, you can't trust everyone for your work. But unless and until someone is given a chance, you can't make any judgments about them.
So far so good, be a good friend and a good colleague to all. Never lose hope of becoming a better person. Take every challenge as an opportunity and live forever, leaving never.
Regards, D.V.D. Raju
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It's a good situation to learn. Dealing with middle age is not as tough as dealing with old people. Whoever deals with the very common solution is good relation. As youngsters, we initially need to respect every elder one, later try to be one among them.
Here you have the solution. We should not be too skeptical about dealing with mid-agers. Moreover, if you are in a senior position, you need to delegate your responsibilities and share your work. Of course, you can't trust everyone for your work. But unless and until someone is given a chance, you can't make any judgments about them.
So far so good, be a good friend and a good colleague to all. Never lose hope of becoming a better person. Take every challenge as an opportunity and live forever, leaving never.
Regards, D.V.D. Raju
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Dear All,
Here is a good article on:
How To Manage Older Workers
The workforce is aging as baby boomers move toward retirement. Gen X managers need to learn how to motivate and manage this talent pool of older workers. Both generations have very different views of the other and will need to learn how the other generation operates. It is up to the managers, Gen X or otherwise, to take the lead and create the climate in which older workers will remain engaged and productive.
Difficulty: Average
Time Required: Varies
Here's How:
1. Throw out all your assumptions.
You may think older workers are harder workers or that they are difficult to train. Get rid of your stereotypes. Your older workers are individuals just like everyone else in your group. Treat them as such.
2. Remember the range of ages.
You wouldn't treat a seasoned manager of 35 the same as a 21-year-old right out of college. Don't think the 15-year gap is any less in your older workers. A worker at 55 and a worker at 70 have different goals and needs. As a manager, you may need to look at groups getting ready to retire (55-62), retirement age and still working (62-70), and older workers who want to keep active or who need to work (70+). Each group presents different management challenges.
3. Communicate, communicate, communicate.
Don't assume that the older worker knows what you expect of them. They don't have the same background as you. Be very clear what you want done and what the measurements of completion and of success will be. "Bill, take care of that for me" is not enough. Try "Bill, I need you to prepare the department's budget for the next fiscal year. Use the numbers from last year and add 10% on everything except training which should go up 15%. I need it by Tuesday".
4. Value their life experience.
Your older workers have been around. They have seen a lot. They have done a lot. Recognize the value of this experience. Learn from it. Encourage the younger members of your team to learn from it. The lessons from the "school of hard knocks" are invaluable.
5. Train them.
Older workers need training as much as younger workers - just as much, just as often. The subject of the training may be different, but the need is the same. And don't believe that older workers can't be trained. They are just as receptive as their younger peers.
6. Meet their security needs.
Older workers probably need benefits more than the younger workers. They need medical coverage, vision care, and financial planning. Make sure your company's benefits plan meets their needs too.
7. Motivate them.
Any manager's key job is to motivate their employees. Older workers have different motivational "hot buttons" than their younger counterparts. Opportunity for advancement is probably less important than the recognition of a job well done, but see step #1 above.
8. You don't have to "be the boss".
The older workers grew up in a hierarchical society. They know you are the boss. Most of them were bosses at some point too. Get on with leading the department and don't waste time posturing. It won't impress them anyway. They've seen it all before.
9. Be flexible.
Your older workers, depending on age group (see #2 above) may want flexible hours or a shorter work week. For those of them that need that, be willing to be flexible. You need their talent and technical skill so do what you need to keep it available. Do not, however, assume that all older workers want to go home early. Some may be motivated by working the same long, hard hours that they have always done.
10. Use them as mentors.
Let them coach and encourage the younger workers. Most older workers have a wealth of knowledge and experience that they would love to pass on. Give them the opportunity to do so, and your entire organization will benefit.
F. John Reh,
From India, Pune
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Here is a good article on:
How To Manage Older Workers
The workforce is aging as baby boomers move toward retirement. Gen X managers need to learn how to motivate and manage this talent pool of older workers. Both generations have very different views of the other and will need to learn how the other generation operates. It is up to the managers, Gen X or otherwise, to take the lead and create the climate in which older workers will remain engaged and productive.
Difficulty: Average
Time Required: Varies
Here's How:
1. Throw out all your assumptions.
You may think older workers are harder workers or that they are difficult to train. Get rid of your stereotypes. Your older workers are individuals just like everyone else in your group. Treat them as such.
2. Remember the range of ages.
You wouldn't treat a seasoned manager of 35 the same as a 21-year-old right out of college. Don't think the 15-year gap is any less in your older workers. A worker at 55 and a worker at 70 have different goals and needs. As a manager, you may need to look at groups getting ready to retire (55-62), retirement age and still working (62-70), and older workers who want to keep active or who need to work (70+). Each group presents different management challenges.
3. Communicate, communicate, communicate.
Don't assume that the older worker knows what you expect of them. They don't have the same background as you. Be very clear what you want done and what the measurements of completion and of success will be. "Bill, take care of that for me" is not enough. Try "Bill, I need you to prepare the department's budget for the next fiscal year. Use the numbers from last year and add 10% on everything except training which should go up 15%. I need it by Tuesday".
4. Value their life experience.
Your older workers have been around. They have seen a lot. They have done a lot. Recognize the value of this experience. Learn from it. Encourage the younger members of your team to learn from it. The lessons from the "school of hard knocks" are invaluable.
5. Train them.
Older workers need training as much as younger workers - just as much, just as often. The subject of the training may be different, but the need is the same. And don't believe that older workers can't be trained. They are just as receptive as their younger peers.
6. Meet their security needs.
Older workers probably need benefits more than the younger workers. They need medical coverage, vision care, and financial planning. Make sure your company's benefits plan meets their needs too.
7. Motivate them.
Any manager's key job is to motivate their employees. Older workers have different motivational "hot buttons" than their younger counterparts. Opportunity for advancement is probably less important than the recognition of a job well done, but see step #1 above.
8. You don't have to "be the boss".
The older workers grew up in a hierarchical society. They know you are the boss. Most of them were bosses at some point too. Get on with leading the department and don't waste time posturing. It won't impress them anyway. They've seen it all before.
9. Be flexible.
Your older workers, depending on age group (see #2 above) may want flexible hours or a shorter work week. For those of them that need that, be willing to be flexible. You need their talent and technical skill so do what you need to keep it available. Do not, however, assume that all older workers want to go home early. Some may be motivated by working the same long, hard hours that they have always done.
10. Use them as mentors.
Let them coach and encourage the younger workers. Most older workers have a wealth of knowledge and experience that they would love to pass on. Give them the opportunity to do so, and your entire organization will benefit.
F. John Reh,
From India, Pune
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Dear Fauzia,
I believe by now you have had some thought processes to work for you.
I'll give you the "operating framework" to make things easier for you when you come down to applications.
Simple. Firstly I would be curious what practices are you employing which are being met with resistance. You know, it's that simple win/win scenario.
I have always learnt from experience that before anything became a big problem it could have been resolved by simple communication. Have you tried this already?
I think you have a large role to play in changing your own perspective and mindset about how you perceive them old folks. What is your outcome..what would you see- feel-hear or know from experience that would let you know that they have changed or accepted your methods/processes? Are you clear about the Outcome?
As your outcome will determine what approach to use.
I'll tell you about me. On my first assignment out of campus I joined this big financial group. To my disappointment no matter how much senior or educated staff I was dealing with - they all saw the "HR" function as something that was left in the refrigerator for too long! All that mattered to them about HR was "Salaries" & "Parties". At first I didn't bother much or else I wouldn't have spent two years with the same Organization. I took it up as a challenge and decided to work on it.
I found the time to catch up with them during lunch breaks. I would casually start up a conversation get a feel of what's up with them. The following week I would get back with the same group and build on what I had started in that week.
Now, Fauzia, what lay behind these casual meetings was a hidden agenda of my own to get information about what makes them “tick“. Who are my people? So I ended up getting to know about them as people- i.e. what is their life beyond office, what they do, their talents and stuff,challenges,expectations etc.
With this little information on hand I designed a informal brotherhood - in HR trmlgy Org culture where I was welcome and seemingly being accepted as a part of it. All it took was talking – meeting them at their model of the world.
Soon I began linking my ideas and processes to what it is that they wanted from the Organization. You see a good way to get their buy-in is to get them coming up with a solution about what they think is a problem. You just have to then direct it - not execute it. It should be executed by them. In a short span of time a simple guy like me emerged as a recognized professional who understood what his people want..who knew what the business was all about (tho I beg to dffer wth that :-)).
I was in control. When they saw how the process are linked to their own development be it value-oriented or monetary up the scale they were the ones pushing and asking for it. From here on the road was easy.
As for you, I find you are a little resistant towards accepting them as a part of your Organization. You will have to break the ice be it thru HR interventions or small "offsite" parties and Programmes. Once you have that basic Rapport established set out to gather the information you need to make your processes work.
For your branch employees start out small forums that get more than two branches integrated at various levels..have quizzes, contest..anything which has its results seen within the same week or two. This will get you recognized. Its simple - its herd mentality.. If you have 2 of them you will soon have the rest of them. Its easy. It takes Branding so remember everything that you do in HR has to be "sold" and to brand it is a sure shot way of getting people to use it. And it has to be fun thats the bottom -line. Yes the top Mgmnt buy-in is important and others have spoken in lenghts about them I won't get into that.
Remember HR has long changed- sure books talk about it.but not necessarily show you how. HR is a pro-active agent who will integrate people, processes and systems and necessary Behaviors, Skills, Attitudes and Value levels which even most CEO's fail to recognize.(exceptions are always around in the system). Thats where you stand out...thats why you are in HR.
Hope after reading the above you find yourself compelled to make those necessary adjustments within yourself that make you more receptive and flexible in tune with your environment to go after the outcomes you desire to establish in your Organization.
Best Wishes
Nad
From India, Mumbai
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I believe by now you have had some thought processes to work for you.
I'll give you the "operating framework" to make things easier for you when you come down to applications.
Simple. Firstly I would be curious what practices are you employing which are being met with resistance. You know, it's that simple win/win scenario.
I have always learnt from experience that before anything became a big problem it could have been resolved by simple communication. Have you tried this already?
I think you have a large role to play in changing your own perspective and mindset about how you perceive them old folks. What is your outcome..what would you see- feel-hear or know from experience that would let you know that they have changed or accepted your methods/processes? Are you clear about the Outcome?
As your outcome will determine what approach to use.
I'll tell you about me. On my first assignment out of campus I joined this big financial group. To my disappointment no matter how much senior or educated staff I was dealing with - they all saw the "HR" function as something that was left in the refrigerator for too long! All that mattered to them about HR was "Salaries" & "Parties". At first I didn't bother much or else I wouldn't have spent two years with the same Organization. I took it up as a challenge and decided to work on it.
I found the time to catch up with them during lunch breaks. I would casually start up a conversation get a feel of what's up with them. The following week I would get back with the same group and build on what I had started in that week.
Now, Fauzia, what lay behind these casual meetings was a hidden agenda of my own to get information about what makes them “tick“. Who are my people? So I ended up getting to know about them as people- i.e. what is their life beyond office, what they do, their talents and stuff,challenges,expectations etc.
With this little information on hand I designed a informal brotherhood - in HR trmlgy Org culture where I was welcome and seemingly being accepted as a part of it. All it took was talking – meeting them at their model of the world.
Soon I began linking my ideas and processes to what it is that they wanted from the Organization. You see a good way to get their buy-in is to get them coming up with a solution about what they think is a problem. You just have to then direct it - not execute it. It should be executed by them. In a short span of time a simple guy like me emerged as a recognized professional who understood what his people want..who knew what the business was all about (tho I beg to dffer wth that :-)).
I was in control. When they saw how the process are linked to their own development be it value-oriented or monetary up the scale they were the ones pushing and asking for it. From here on the road was easy.
As for you, I find you are a little resistant towards accepting them as a part of your Organization. You will have to break the ice be it thru HR interventions or small "offsite" parties and Programmes. Once you have that basic Rapport established set out to gather the information you need to make your processes work.
For your branch employees start out small forums that get more than two branches integrated at various levels..have quizzes, contest..anything which has its results seen within the same week or two. This will get you recognized. Its simple - its herd mentality.. If you have 2 of them you will soon have the rest of them. Its easy. It takes Branding so remember everything that you do in HR has to be "sold" and to brand it is a sure shot way of getting people to use it. And it has to be fun thats the bottom -line. Yes the top Mgmnt buy-in is important and others have spoken in lenghts about them I won't get into that.
Remember HR has long changed- sure books talk about it.but not necessarily show you how. HR is a pro-active agent who will integrate people, processes and systems and necessary Behaviors, Skills, Attitudes and Value levels which even most CEO's fail to recognize.(exceptions are always around in the system). Thats where you stand out...thats why you are in HR.
Hope after reading the above you find yourself compelled to make those necessary adjustments within yourself that make you more receptive and flexible in tune with your environment to go after the outcomes you desire to establish in your Organization.
Best Wishes
Nad
From India, Mumbai
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Hello Fauzia,
Whenever the young ones are entering the organization, they find everything running on autopilot of the olden times. The reason is that the knowledge the youngsters acquire from institutes and books is rather theoretical. There is a gap known as the "Knowing-Doing Gap." Furthermore, things and people do not change overnight; it requires a lot of effort. Communication is key. Communicate with them and find reasons as to why they don't want to change. To bring about change, you have to develop trust in them and be open to them. "Openness and Trust" are the keys to organizational success.
Best of luck.
Jawaid F M Khan
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Whenever the young ones are entering the organization, they find everything running on autopilot of the olden times. The reason is that the knowledge the youngsters acquire from institutes and books is rather theoretical. There is a gap known as the "Knowing-Doing Gap." Furthermore, things and people do not change overnight; it requires a lot of effort. Communication is key. Communicate with them and find reasons as to why they don't want to change. To bring about change, you have to develop trust in them and be open to them. "Openness and Trust" are the keys to organizational success.
Best of luck.
Jawaid F M Khan
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Hi Friends,
I will give a common example of RESISTING CHANGE; that's why the CHANGE MANAGEMENT concept comes into the picture.
Suppose you live away from your family members. Generally, you used to visit your family members once or twice a year, keeping in mind the economy or other reasons.
Your family members' room setup is not suiting you, or it's not in the correct manner. Now, what will you do? You will convince the member to change the ROOM SETUP, but every member will resist, and they will say not to change any setup. Even there is a chance of hearing sounds like, "ENGLISH HAWA LAG GAYI KYA BAHAR RAHAKR?????. CHALA HAY CHANGE KARNE SET UP!!!!!!! DO DIN KA MEHMAN HA KHAWO PIWO AUR JAWO VAPAS" (Actually in Hindi, we may say, "DON'T BECOME AN ENGLISHMAN. YOU HAVE COME HERE AS A GUEST AND WILL GO BACK AFTER VACATION"), which means it's human nature to resist change.
Now, we should implement change management. But how?
As per member suggestions, 2 or 3 things are required for this:
1) Why do you want to change the old setup? Means why do you think that old employees are not doing well? Find out reasons first. It should be fact-based, not logic-based.
2) To change the old setup, what are the benefits for the organization or employees? Are there any losses to employees?
3) If there are any benefits, draft a policy and get it approved by higher-level management. You should adopt EMPLOYEE PARTICIPATION when you think of adopting a new setup.
In short, the most important thing is COMMUNICATION to everyone that the change is in favor of the organization as well as employees.
Regards,
Sidhehshwar
From India, Bangalore
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I will give a common example of RESISTING CHANGE; that's why the CHANGE MANAGEMENT concept comes into the picture.
Suppose you live away from your family members. Generally, you used to visit your family members once or twice a year, keeping in mind the economy or other reasons.
Your family members' room setup is not suiting you, or it's not in the correct manner. Now, what will you do? You will convince the member to change the ROOM SETUP, but every member will resist, and they will say not to change any setup. Even there is a chance of hearing sounds like, "ENGLISH HAWA LAG GAYI KYA BAHAR RAHAKR?????. CHALA HAY CHANGE KARNE SET UP!!!!!!! DO DIN KA MEHMAN HA KHAWO PIWO AUR JAWO VAPAS" (Actually in Hindi, we may say, "DON'T BECOME AN ENGLISHMAN. YOU HAVE COME HERE AS A GUEST AND WILL GO BACK AFTER VACATION"), which means it's human nature to resist change.
Now, we should implement change management. But how?
As per member suggestions, 2 or 3 things are required for this:
1) Why do you want to change the old setup? Means why do you think that old employees are not doing well? Find out reasons first. It should be fact-based, not logic-based.
2) To change the old setup, what are the benefits for the organization or employees? Are there any losses to employees?
3) If there are any benefits, draft a policy and get it approved by higher-level management. You should adopt EMPLOYEE PARTICIPATION when you think of adopting a new setup.
In short, the most important thing is COMMUNICATION to everyone that the change is in favor of the organization as well as employees.
Regards,
Sidhehshwar
From India, Bangalore
Acknowledge(0)Amend(0)
Hello,
I am in the middle age and have encountered a problem common among older individuals who believe they know how to make decisions. When you need to delegate issue-based decisions to older individuals, it is beneficial to seek the assistance of those who are genuinely helpful. Communicate through them if you anticipate a less favorable response from others. Regardless of age, everyone must work to earn a living, and it is a reality that many managers nowadays are younger. This is a fact that both older and younger employees need to accept.
Consider assembling employees in groups of five and openly discuss your concerns with them. This approach can be effective, providing you with some supportive hands, if not unanimous agreement. As a boss, it is crucial to assert your authority and communicate your expectations clearly and directly. Some employees may have fixed mindsets and resist change, but with the support of those who are willing to listen, it becomes easier to identify and address such individuals.
Best of luck to you, youngster.
Sincerely,
Raghavan V
From India, Pune
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I am in the middle age and have encountered a problem common among older individuals who believe they know how to make decisions. When you need to delegate issue-based decisions to older individuals, it is beneficial to seek the assistance of those who are genuinely helpful. Communicate through them if you anticipate a less favorable response from others. Regardless of age, everyone must work to earn a living, and it is a reality that many managers nowadays are younger. This is a fact that both older and younger employees need to accept.
Consider assembling employees in groups of five and openly discuss your concerns with them. This approach can be effective, providing you with some supportive hands, if not unanimous agreement. As a boss, it is crucial to assert your authority and communicate your expectations clearly and directly. Some employees may have fixed mindsets and resist change, but with the support of those who are willing to listen, it becomes easier to identify and address such individuals.
Best of luck to you, youngster.
Sincerely,
Raghavan V
From India, Pune
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Five Ways To ... Toughen up Employees to Handle Change Management Crises at Workplace.pdf
Effective-time- management-stra tegies.ppt