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mag. MOJCA BREZAVŠČEK May 2008. Intergenerational differences TELEKOM SLOVENIJE. Generational differences and stereotypes – our everyday reality. Telekom Slovenije Group.
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mag. MOJCA BREZAVŠČEK May 2008 Intergenerational differencesTELEKOM SLOVENIJE
Generational differences and stereotypes – our everyday reality
Telekom Slovenije Group • Leading provider of telecommunications services in domestic and international fixed, mobile telephony, internet telecommunication services and system integration in Slovenija • Telecommunication network construction • Maintainance • In total 4380 employees
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Telekom Slovenia’s vision THE FIRST!
Prejudice or fact? • Older workers are no longer suitable for demanding tasks • Older workers occupy posts where they wait for their retirement • Older workers are expensive • Investments in training of older workers are not justified • Older workers lag behind in knowledge • Older workers are less motivated and have less energy for work • Older workers suffer the impact of age …..
Facts • Aging is a part of life – it cannot be avoided • Older people remain active longer • Survey results show that older workers, when occupying posts corresponding their abilities and skills, deliver high productivity
Facts • Companies need to face generational differences, prejudices and negative stereotypes • Our economic growth, competitiveness and effectivenes will depend on how well older workers are used • Age as advatage / older workers as a source of knowledge and experience • Precondition for a positive approach in labour management as regards older workers: acknowledging advantages of such workers for the company
Management of generational differences at Telekom Slovenije Do we engage in generational differences management at Telekom Slovenije? Of course we all share certain standpoints ….but What is the actual situation and practice like at Telekom Slovenije?
How are these issues perceived by our employees? We conducted: • an internal survey, in order to • find out how these issues are perceived by our employees (how do our employees feel, think, act regarding generational management and generational differences) Purposes of the survey: • general insight into these issues • a starting point for a strategic approach
3 target groups: • YOUNG (up to 30 years) 2. OLDER (above 50 years) 3. DIRECTORS
An increasing number of older workers may be a reason for concern because of different… • personal values • work styles • communication • ways of thinking • points of view • ……. Both younger and older workers have particular characteristics, advantages and limitations.
Our task is to: create a stimulating environment for: • good cooperation and • a good atmosphere to ensure • better performance. We have to create an environment which will encourage older employees to remain active, important and productive workers. This will make them happier and more satisfied. Use of appropriate management styles with respect to particular characteristics and limitations of younger and older workers.
Who is an older worker? Depends on the individual, his/her energy, vitality, attitudes toward work, life … Quantitative definition of older workers: 50 – 60 years old, even 45 (supposedly at this age a person’s capabilities begin to change)
What are the main characteristics of the younger and the older workers? YOUNGER about younger: flexible, quick, better knowledge, curious, open-minded about novelities, full of energy, willing to work etc. OLDER about younger: yes, young people are quick but they are also too quick, reckless, inconsiderate …
What are the main characteristics of the younger and the older workers? OLDER about older: rigid, disinclined to changes, less flexible, slower, critical, reflect before acting, rich experience, fewer errors, more patient… YOUNGER about older: fear of change, conservative, prudent, pessimistic, cynical, keep abreast of new developments…
What are the main characteristics of the younger and the older workers? DIRECTORS about: YOUNGER:ambitious, self-confident, open-minded, good work habits, interested in the here and now, new technologies, better knowledge, new ideas, quick in understanding, fast in finding solutions… OLDER:experienced, good social network, less responsive, inflexible, need more time, focused on the past. Often perform better, but slower.
How good are directors in the management of generational differences? Most of them believe they are good. Are they really? Could they be even better? Of course! Task of the HR department : • Raise awareness and sensitivity regarding these issues • Provide expertise, management tools and techniques …
What is cooperation like between the older and younger generations in your department? Most people believe the cooperation is good. Reasons for good cooperation: • A lot of communication • People get used to and • Accepted differences (and make them work to their advantage) • They help each other • Informal socialising
Values …. Values of older generation: security, good relationships, respect, loyalty, health, not too many changes… Values of younger generation: personal and proffesional development, material goods, freedom, leisure time, status, challenge, respect, speed, creativity, career…
Do workers perceive conflict between generational values at work? Of course there are differences, but is it inevitable they are conflicting? It depends on the person, his/her personal traits…. and many other factors.
Training and education – are there differences between older and younger workers? There is a general belief that age is not a decisive factor when deciding who is to attend a seminar, conference or other form of training. However… our data shows otherwise:
Training and education – are there differences between older and younger workers? Reasons for differences between the perceived and actual situation: • Younger workers show more initiative • Older workers have already gone through certain forms of training • Training used as a means of motivation of younger workers • Directors differentiate between generations without being aware of it
Do older colleagues start ‘detaching’ some years before retirement? YES and NO. Depends on personality, management, team, coworkers, knowledge, level of education …. Deatching may stem from a variety of factors (tired of work, fed up, neglected, poor managing, feeling bad among younger colleagues, can’t cope with all daily requirements…)
How could detaching be prevented? How? Appropriate management styles, motivation, participation in project teams, tasks of importance, different roles, ‘no napping’… Also useful: Communication, socialising, respect, activity, education, positive attitude…
What can be gained through cooperation with an older / younger colleague? YOUNGER: patience; experience; different work styles; contacts and networks; social intelligence… OLDER: knowledge; new outlooks; flexibility; dynamics; activity; looking at things from different angles; new ideas; idealism; informality; energy…
Conclusions … How to keep older workers - with all their needs and particular personality and psychological characteristics – active and useful for the company? Older workers have a lot to offer. How to encourage them to do so? Not only theoretically but in practice?
Conclusions … Our goal is to create an environment where: • Younger, older and other workers can cooperate effectively(mutually compensating for the weak points of the other generation) • Older workers remain fully active (taking account of their specific needs and limitations) • Younger workers are offered the encouragement and support they need
Conclusions … In order to achieve that we have to: • Maintain and enhance a sound climate in the company • Encourage life-long learning and training • Prepare training programmes specifically for older people (tailor-made to their particular needs) • Train older workers to act asadvisors and mentors in training programmes • Provide incentives for older people to see the importance of their remaining active (career planning, participation in training programmes, being proactive) • Planning flexible ways of employing older people
Conclusions … • Adjustement of working conditions and training to the specific requirements and needs of older people • Raising awarenes of age issues among management staff and drafting recommendations for how to best work with older workers With: • Training, and • Drafting specific instructions, quidelines and recommendations
Conclusions … Guidelines and recommendations for management: • Encourage a positive attitude towards older workers in their working environment and enhancing mutual acknowledgment (recognition of and respect for differences) • Recognition ofand highlighting the advantagesof older workers • Encouraging training of older workers 4. Entrusting older workers with important and demanding tasks
Conclusions … 5. Formation of mixed teams (cooperation of older and younger workers) • Encouraging communication and informal socialising • Give older workers opportunities for mentorship (if appropriate) • Allow time and space for older workers to adjust to changes 9. Use flexible management styles and methods (taking into consideration needs, limitations) ….
Only through joint efforts and an integrated and consistent approach of all stakeholders (society, government, institutions, bussinesses and different organisations) will our older colleagues remain active, effective and contented.
