Dear all,
in your point of view, how can we solve a problem in organization that old generation employees blocking promotion for the young professional which lead to a serious problem which is demotivating the professionals.
From United Arab Emirates, Dubai
in your point of view, how can we solve a problem in organization that old generation employees blocking promotion for the young professional which lead to a serious problem which is demotivating the professionals.
From United Arab Emirates, Dubai
Greetings,
Every career progression is based on merit. If an organization still follows the time based limit or even natural progression, the best solution would be to learn as much as you can as you move up the career ladder. A higher role would bring far higher responsibilities that expected. One would require the operational experience and in-depth knowledge to manage the higher dissonances. This would always require time and effort.
Stretch beyond learning the current processes to newer technologies. That way you would remain more competitive to deal the higher responsibility.
However, please share more details on this situation .
From India, Mumbai
1859Every career progression is based on merit. If an organization still follows the time based limit or even natural progression, the best solution would be to learn as much as you can as you move up the career ladder. A higher role would bring far higher responsibilities that expected. One would require the operational experience and in-depth knowledge to manage the higher dissonances. This would always require time and effort.
Stretch beyond learning the current processes to newer technologies. That way you would remain more competitive to deal the higher responsibility.
However, please share more details on this situation .
From India, Mumbai
Hello onaraider,
Like (Cite Contribution) mentioned, pl give more details, including your role/responsibilities in the whole scenario--for a lot of what you 'can' or 'ought to' do depends on your position in the chain.
If you are asking this query from the HR angle [meaning if you are from HR], there's a lot you can do [whether you are 'allowed' to do is a different matter]. And if you are among those who got hit from any functional department, then, maybe, your options would be limited--the worst-case-scenario being to follow what (Cite Contribution) mentioned: learn as much as you can in this role/company & move on.
Rgds,
TS
From India, Hyderabad
Like (Cite Contribution) mentioned, pl give more details, including your role/responsibilities in the whole scenario--for a lot of what you 'can' or 'ought to' do depends on your position in the chain.
If you are asking this query from the HR angle [meaning if you are from HR], there's a lot you can do [whether you are 'allowed' to do is a different matter]. And if you are among those who got hit from any functional department, then, maybe, your options would be limited--the worst-case-scenario being to follow what (Cite Contribution) mentioned: learn as much as you can in this role/company & move on.
Rgds,
TS
From India, Hyderabad
Dear memeber
apart from what (Cite Contribution) suggested to remiain competetive, if your organisation is following a promotion policy based on seniority and if that is hurting the younger employees' career, the promotion policy need to be amended to secure a win-win situation for both the seniors and the youngers. The policy can have two channels of promotion one may be called seniority channel and the other may be called merit channel with different eligibility criteria so that the younger lot stand to gain promotions on merit without denying the same to seniors and the organisation has harmonious mix of youth with experience at the operational levels.
B.Saikumar
HR & Labour Law advisor
Mumbai
From India, Mumbai
apart from what (Cite Contribution) suggested to remiain competetive, if your organisation is following a promotion policy based on seniority and if that is hurting the younger employees' career, the promotion policy need to be amended to secure a win-win situation for both the seniors and the youngers. The policy can have two channels of promotion one may be called seniority channel and the other may be called merit channel with different eligibility criteria so that the younger lot stand to gain promotions on merit without denying the same to seniors and the organisation has harmonious mix of youth with experience at the operational levels.
B.Saikumar
HR & Labour Law advisor
Mumbai
From India, Mumbai
Actually guys, i am studying for CIPD and they have given us case study of MaeRae bank how to implemet the total rewards, actually one part is telling that based on the survy of the corporate dep employees that have complaint on that the old generation employees is blocking the promotions for the young professionals, thus i am trying to solve the issue within teh total rewards. also please if any one has idea about this case study can be helpful.
From United Arab Emirates, Dubai
From United Arab Emirates, Dubai
Hello onaraider,
You may not like this--but I think you need to show some concern & value for OTHERS' time & effort.
What stopped you from mentioning that what you mentioned was a case study & not a REAL-TIME situation right in your first Posting?
I hope you realize that real-life situations require different suggestions/responses than a case study--which invariably require more of a compilation of response probabilities/possibilities, since no two situations are 'identical' even though there may be many 'similarities'.
Rgds,
TS
From India, Hyderabad
You may not like this--but I think you need to show some concern & value for OTHERS' time & effort.
What stopped you from mentioning that what you mentioned was a case study & not a REAL-TIME situation right in your first Posting?
I hope you realize that real-life situations require different suggestions/responses than a case study--which invariably require more of a compilation of response probabilities/possibilities, since no two situations are 'identical' even though there may be many 'similarities'.
Rgds,
TS
From India, Hyderabad
I am sure that some of the quick responders do not approve of my approach of raising questions to get details of the scenario and the motive behind questions raised (without giving details) in this forum.
The exchanges here are an example of students raising queries without clarifying and the time wasted. My immediate reaction, when I saw the post, was to link the question with the comments by bloggers elsewhere about how Sachin Tendulkar is blocking the progress of younger players by continuing to play and not retire. When he is playing as well as (or even better than) younger players should he retire, just because youngsters get demotivated? Does not the same argument apply in organisations where an older person is delivering the goods? Should such seniors just retire to make way for youngsters? Should the organisation just create positions to keep the youngsters?
Finally, an appeal to students. Please, like TS has requested, give details of the scenario and the reason for raising a query at the outset to save time and effort of all the respondents.
From United Kingdom
The exchanges here are an example of students raising queries without clarifying and the time wasted. My immediate reaction, when I saw the post, was to link the question with the comments by bloggers elsewhere about how Sachin Tendulkar is blocking the progress of younger players by continuing to play and not retire. When he is playing as well as (or even better than) younger players should he retire, just because youngsters get demotivated? Does not the same argument apply in organisations where an older person is delivering the goods? Should such seniors just retire to make way for youngsters? Should the organisation just create positions to keep the youngsters?
Finally, an appeal to students. Please, like TS has requested, give details of the scenario and the reason for raising a query at the outset to save time and effort of all the respondents.
From United Kingdom
After going through various opinions shared, please do consider my PRACTICAL SOLUTION.
In my opinion, if the HRD is PROFESSIONALLY SUPPORTED by TOP MANAGEMENT, based on MERIT and various FACTORS(STRATEGIC OPERATIONS) & FIGURES, while still analyzing COMPETENCIES demonstrated by the YOUNGER PROFESSIONALS deemed required for escalation, decision can be taken. In such cases, organisations with a distinct vision can only dare to take such decisions and its happening because, these young professionals had succeeded in realizing their dream coming true.
If i am wrong, please do correct me.
With profound regards
From India, Chennai
In my opinion, if the HRD is PROFESSIONALLY SUPPORTED by TOP MANAGEMENT, based on MERIT and various FACTORS(STRATEGIC OPERATIONS) & FIGURES, while still analyzing COMPETENCIES demonstrated by the YOUNGER PROFESSIONALS deemed required for escalation, decision can be taken. In such cases, organisations with a distinct vision can only dare to take such decisions and its happening because, these young professionals had succeeded in realizing their dream coming true.
If i am wrong, please do correct me.
With profound regards
From India, Chennai
Thank you guys for blaming me and your attitude. maybe i couldnt explain in the first post that was with good intention not because i am wasting my time. anyhw so sorry for wasting your time.
From United Arab Emirates, Dubai
From United Arab Emirates, Dubai
Mr.onraider
You rode roughshod over the feelings of the members who responded to your query with all the sencereity of addressing a problem in real time and at the end of the whole exercise, you say it will be of only of academic importance. Mr.tajsateesh and Mr.Simhan are right in their comments.
B.Saikumar
HR & Labour Law advisor
Mumbai
From India, Mumbai
You rode roughshod over the feelings of the members who responded to your query with all the sencereity of addressing a problem in real time and at the end of the whole exercise, you say it will be of only of academic importance. Mr.tajsateesh and Mr.Simhan are right in their comments.
B.Saikumar
HR & Labour Law advisor
Mumbai
From India, Mumbai
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