For a 40-something boss, watching the new kid in the workplace coming up with ideas every few seconds can be tiresome. And for the 20-something, being treated as an imbecile who gets indulged but not heard in meetings can be frustrating. For the company to get both the age groups working together can be tough, but is the only way forward, says Devina Sengupta.
The Godfather Way Just because Don Corleone was an ace, does not mean a young Michael will not have a trick or two up his sleeve. There are companies who use the reverse mentoring technique to ensure both sects can learn from one another that ultimately benefits the company. Deepak Shetty, director HR for Philips Innovation recounted one such reverse mentoring session which helped stem attrition. One of the newly-recruited employees pointed out that many leave the company in a few years to study further. Realising their folly, the firm tied up Maastricht University in Holland and Manipal University this year for PhD programmes. The programme allows employees to get their degrees on projects they are working on in the company.
Watch Them Work Watching different age groups at work is a sure shot way to learn from them. Amitabh Das, CEO of Vati Consulting, realised the benefits of a straightforward approach when he observed younger employees grill candidates. Often, distance is cited as reason for leaving a job. Not many pay attention to this, but a young recruiter spotted this and asked the candidate how he applied for a job, that required more travelling than the previous one. “The direct question caught the candidate off-guard and helped our screening process,” Das said.
Change the Leaders In meetings, the boss takes the role of a family patriarch. Delegations are done from one end and suggestions are accepted from the elite circle. The younger lot are the sponges who absorb what the Oracle says. But companies should overhaul this system, says Dayanad Allapur, HR head for Tesco. For Allapur, the younger lot have a larger risk appetite. “This brings in the innovative spirit,” he says.
Boss goes online Although companies have guidelines regarding the use of social networking, blogs, office intranet and social networking sites are a way to keep their ear to the ground. “To go online, is the only way to engage the new lot,” says James Thomas, country manager for Kronos. Companies can pick up cues from the response they receive on the intranet to various policies.
Open-door policy An environment that encourages questions brings out the best in both generations. Informal interactions with seniors, where the thought behind strategic moves is discussed, ensures knowledge transfer. Srinivas Nanduri, from Maxima International, cites the example of telecom companies where the operations are often looked after by senior employees while youngsters come up with ideas for value-added services. “They work in tandem, which brings out better and more competitive products,” he says.
The Godfather Way Just because Don Corleone was an ace, does not mean a young Michael will not have a trick or two up his sleeve. There are companies who use the reverse mentoring technique to ensure both sects can learn from one another that ultimately benefits the company. Deepak Shetty, director HR for Philips Innovation recounted one such reverse mentoring session which helped stem attrition. One of the newly-recruited employees pointed out that many leave the company in a few years to study further. Realising their folly, the firm tied up Maastricht University in Holland and Manipal University this year for PhD programmes. The programme allows employees to get their degrees on projects they are working on in the company.
Watch Them Work Watching different age groups at work is a sure shot way to learn from them. Amitabh Das, CEO of Vati Consulting, realised the benefits of a straightforward approach when he observed younger employees grill candidates. Often, distance is cited as reason for leaving a job. Not many pay attention to this, but a young recruiter spotted this and asked the candidate how he applied for a job, that required more travelling than the previous one. “The direct question caught the candidate off-guard and helped our screening process,” Das said.
Change the Leaders In meetings, the boss takes the role of a family patriarch. Delegations are done from one end and suggestions are accepted from the elite circle. The younger lot are the sponges who absorb what the Oracle says. But companies should overhaul this system, says Dayanad Allapur, HR head for Tesco. For Allapur, the younger lot have a larger risk appetite. “This brings in the innovative spirit,” he says.
Boss goes online Although companies have guidelines regarding the use of social networking, blogs, office intranet and social networking sites are a way to keep their ear to the ground. “To go online, is the only way to engage the new lot,” says James Thomas, country manager for Kronos. Companies can pick up cues from the response they receive on the intranet to various policies.
Open-door policy An environment that encourages questions brings out the best in both generations. Informal interactions with seniors, where the thought behind strategic moves is discussed, ensures knowledge transfer. Srinivas Nanduri, from Maxima International, cites the example of telecom companies where the operations are often looked after by senior employees while youngsters come up with ideas for value-added services. “They work in tandem, which brings out better and more competitive products,” he says.
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