Age management
AGE MANAGEMENT
Until a few years ago, the experiences of age management - included in the larger field of diversity management - were focused on the management and engagement of employees over 55.
In this sense this subject has been considered not just in companies, but in the EU political agenda (EU 2020), attracting the attention of institutions and the academic community which has dedicated many researches to it.
A lot of companies set up projects - about training, health, generational collaboration, careers, etc. - to support an active ageing, and many good practices, which we observed as consultants, came to light.
Recently, age management has taken on a wider meaning, i.e. the management and empowerment of different generations, considering the general characteristics of each and the possible impact on motivation, interaction and collaboration, leadership styles, working culture, use of knowledge and information, technological approach, etc.
Particular attention is paid to the recruitment and development of "Millennials" - or Generation Y, so called to distinguish it from Generation X, immediately preceding, and Baby Boomers - i.e. people born between 1980 and 1990. Recent studies highlighted some patterns in their behaviors and expectations. If well managed - also considering the critical points - these aspects can become significant opportunities for innovation and to build new models of relationships and working culture.
As always, the general trends must be adapted to the specific contexts, to the culture and to the organizational changes. This is the main objective of consulting and training involved in finding more effective strategies of age management.
What we do
Trilix, always in an integrated vision of training and organizational development, is focused in particular on some actions, summarized here.
1. Training to spread awareness among the management and all the coordination roles about the generational differences, the socio-economic causes, the implicit frames and the possible strategies to tackle them:
- describing case-histories and best practices;
- supporting the managerial actions which can facilitate the work ability and the engagement of the different generations.
2. Intervention Research: analysis of the expectations and habits of different generational groups -focus on some processes and key behaviors-, critical points, already widespread good practices to empower the diversities, and development actions.
3. Design of the recruitment and assessment processes according to the company policies about generational inclusion and support of diversity.
4. Consultancy about induction and definition of development plans for young people.
5.
- for seniors: plans of inclusive training, development and competence based reemployment;
- development paths, tutoring and mentoring for new employees - and training for tutors; management or support of cross-functional groups in which new talents are involved in the innovation processes;
- building contexts of intergenerational collaboration (and successful experiences).
Our projects are implemented by teams of professionals - in an integrated logic - with proven experiences in training and consulting and in holding organizational roles.
For information:
info@trilix.biz
Tel. e Fax 02/66710064
www.trilix.biz
