Is your current staff sabotaging your workforce development?

July 16, 2012
Most companies are not prepared to handle the mass exodus of pending retirements underway as the current boomer generation of workers age out. However some of the companies who are striving to develop their future pipeline of workers are encountering internal obstacles from their own staff. "
Most companies are not prepared to handle the mass exodus of pending retirements underway as the current boomer generation of workers age out. However some of the companies who are striving to develop their future pipeline of workers are encountering internal obstacles from their own staff. I have personally helped train and place several future workers only to see them get hazed and run out of the organization within a couple of months. Not easy to see their enthusiasm and excitement, be converted to disappointment and cynicism. Their sense of trust be converted to doubt and lack of confidence in not just their colleagues but themselves. All because a couple of knuckleheads took it upon themselves to make up for their insecurity by attacking a new worker. I must admit, some have come of with some clever nicknames as they campaigned to remove the newbies by minimizing their contribution and maximizing their few negative qualities. One young guy was named "CREDIT" as the new worker was according to the old guard, only there when they did not need him and was not available when they did. Another very promising newbie schedule was changed without his first shift colleagues' knowledge so when he arrived after their hard day's work, the old guard resentfully named him "BLISTER" as he showed up after the hard work was done. For weeks, the old guard jeered "Credit" and "Blister" until the management, thought they had no other choice but to dismiss their future talent. The real cause for this hazing and campaigning is not the staff but the management not being proactive in assuring the old guard that their job is secure and their support of the new workers is critical to not just the company but their own success. Proactive companies need to develop pay structures to support their old guard, create role development, perks and benefits who are instrumental in training. Also need to create a no tolerance environment for negative campaigning and hazing and anyone caught participating should be made example to ward off future instances. Also more companies need to figure out how to maximize the performance of existing workers and perhaps develop a consulting support team from future retirees. Companies that master generational challenges will have a competitive advantage over other companies who just react and not plan to FIX IT FORWARD.

Sponsored Recommendations

Reduce engineering time by 50%

March 28, 2024
Learn how smart value chain applications are made possible by moving from manually-intensive CAD-based drafting packages to modern CAE software.

Filter Monitoring with Rittal's Blue e Air Conditioner

March 28, 2024
Steve Sullivan, Training Supervisor for Rittal North America, provides an overview of the filter monitoring capabilities of the Blue e line of industrial air conditioners.

Limitations of MERV Ratings for Dust Collector Filters

Feb. 23, 2024
It can be complicated and confusing to select the safest and most efficient dust collector filters for your facility. For the HVAC industry, MERV ratings are king. But MERV ratings...

The Importance of Air-To-Cloth Ratio when Selecting Dust Collector Filters

Feb. 23, 2024
Selecting the right filter cartridges for your application can be complicated. There are a lot of things to evaluate and consider...like air-to-cloth ratio. When your filters ...