MANAGING MIDDLESCENCE PDF
Download Citation on ResearchGate | Managing Middlescence | They make up more than half your workforce. They work longer hours than. Welcome to middlescence. Like adolescence, it can be a time of frustration, confusion, and alienation. But it can also be a time of self-discovery. Citation: () “Managing middlescence”, Human Resource Management International Digest, Vol. 14 Issue: 5, ead.
|Published (Last):||11 January 2017|
|PDF File Size:||1.68 Mb|
|ePub File Size:||20.49 Mb|
|Price:||Free* [*Free Regsitration Required]|
In the spring ofthe HR director for the company’s fast-growing China operation quit, and Jeff volunteered for the job. The tacit assumptions are that mid-career people have been trained already, and what little additional training they might need they get on the job.
As a result, many mid-career workers are overdue for a serious infusion of training which can include refresher courses, in-depth education to develop new skills, and brief introductions to new ideas or areas of business that expand their perspectives and trigger their interest in learning more.
The question is, Will they find it in your organization or elsewhere? You may not be able to offer everybody more money or a prestigious title, but you can give just about anybody a fresh challenge or a new start. Many of the executives we spoke with in our research cited shortages in their leadership succession pipelines.
As sales director for the West Coast, he went up against his former employer. They work longer hours than anyone else in your company. Your company may be tacitly unwilling, or even unconsciously disinclined, to invest in extensive training for employees over a certain age. They’ve had a chance to recharge, to do something different, and they’re appreciative of their companies for giving them the opportunity.
I didn’t feel as motivated, I missed working directly with customers, and I felt I was just getting the job done. Employers view these people as solid corporate citizens, bank on their loyalty and commitment, and assume they’re doing fine.
The actions we recommend are largely a matter of paying closer mamaging to the often silent majority the mid-career employees who form the heart and backbone of your workforce. Many of today’s idealistic yet frustrated boomers have different goals. A fresh assignment, often middlescenve a different geographical location or part of the organisation, lets you take advantage of a person’s existing skills, experience, and contacts while letting him or her develop new ones.
Solutions aren’t known, and they have to be invented every day.
And they’re not happy. According manqging a Conference Board survey, the largest decline in job satisfaction over the past 10 years occurred among workers between the ages of 35 and 44, and the second largest decline was among those aged 45 to New experts needed to be developed in a variety of fields.
It’s just a better kind of tired.
A fifth are seeking opportunities in other organisations, and a similar percentage are looking for a major career change. And some people, especially those who have reached positions of authority, stop seeking development opportunities because they hesitate to take risks or don’t want to admit that they have things to learn. Before joining Prudential Financial’s Prudential Relocation business, Jim Russo spent 13 years with a major competitor in a customer relations role that kept him on the road.
Middlescents often dream of and in some cases end up pursuing something fundamentally new. Like adolescence, it can be a time of frustration, confusion, and alienation. The results for Jim and the company were beyond excellent.
Business Leadership: A Jossey-Bass Reader by Joan V. Gallos
It was universally assumed that when you returned, you’d find your desk out in the hall. Like adolescence, middlescence can be a time of frustration, confusion, and alienation but also a time of self-discovery, new direction, and fresh beginnings.
Many companies risk losing some of their best people or-even worse-ending up with an army of disaffected people who stay. Sign in with LinkedIn Sign in with Facebook. Today, millions of mid-career men and women are wrestling with middlescence looking for ways to balance job responsibilities, family, and leisure while hoping to find new meaning in their work. They stand silent when managers discourage employees from seeking training on the grounds that it will interfere with getting the work done.
Middlescent restlessness isn’t new, but it plays out differently in mddlescence generations. These are the people you’d like to see eventually moving into flex retirement, not full retirement.
Managing Middlescence. – Semantic Scholar