¿Qué hacer si sus empleados al final de su carrera se resisten al cambio?

Es muy importante establecer un plan de comunicación en el que se resuelvan todas las dudas y se de soporte a todos aquellos empleados que se muestran más resistentes a los cambios. Una buena estrategia para vencer el miedo, sería generar un clima de confianza mostrando los beneficios de dichos cambios, incentivar a la participación a través de propuestas elaboradas por los empleados y fomentar el sentido de pertenencia para disolver dudas sobre la seguridad del empleo.

Addressing resistance to change in late-career employees involves strategic and empathetic approaches: - Identify Concerns: Understand their fears and reservations about change through one-on-one conversations. - Highlight Benefits: Clearly communicate how the change benefits them personally and professionally. - Provide Support: Offer tailored training and resources to ease the transition, ensuring they feel competent and confident. - Encourage Involvement: Involve them in the change process, valuing their input and experience. - Show Appreciation: Recognize their contributions and adaptability, reinforcing positive engagement with change.

Late career employees may resist change due to fear or job security concerns. Have open, empathetic conversations to address this. Listen to their worries and validate their feelings. Understand their resistance to tailor your approach. Help them see change as an opportunity for growth. Provide assurances and highlight available support throughout the transition.

What would you do if your late career employees resist to change? Uncertainty/fear, prefering to stay in comfort zone with old ways of doing things, A belief that when old ways of doing things are working why the change? Communicate the benefit of change and how its going to impact them positively. Listen to their concerns and fears. Empathise with them. Offer them support. Put them on training if required to meet the needs of change.

Late career employees may resist change due to various factors, so it's essential to approach the situation with empathy and understanding. Firstly, recognize their fears and concerns about the changes, acknowledging the uncertainty they may feel about adapting to new processes or technologies. Offer targeted training programs to address any skill gaps and ensure they feel equipped to navigate the changes effectively.

Se debe mostrar que al integrar dentro de los planes de formación a los empleados que se encuentran al final de su carrera, se apuesta por su continuidad. Los empleados de mayor antiguedad, cuentan con un importante bagaje de conocimientos y habilidades asimilados que permiten simplificar procesos y tareas. El know how debería ser transmitido a las nuevas incorporaciones por los empleados más veteranos.

Offering specialized training for late career employees is essential. Provide flexible learning opportunities tailored to their pace. Include training that builds on their existing skills while introducing new concepts gradually. This helps ease the transition by bridging old and new practices. The aim is to empower, not overwhelm.

Oferecer treinamento especializado que reconheça a posição única dos funcionários em fase tardia da carreira é fundamental. Crie oportunidades de aprendizado flexíveis e consideradas do ritmo de aprendizagem deles. É benéfico incluir treinamentos que aproveitem suas habilidades existentes ao mesmo tempo em que introduz novos conceitos gradualmente. Isso pode ajudar a preencher a lacuna entre práticas antigas e novas, tornando a transição menos assustadora. Lembre-se, o objetivo é capacitar, não sobrecarregar.

Training expand our attitudes and gradually change the way we see business environment including experts with the same roles or achivements which are obtained by successful change attempts I'd procedures and technologies.

Mentorship programs help late career employees adapt to change. Pairing them with younger colleagues fosters knowledge sharing. Late career employees share wisdom, while younger mentors offer fresh perspectives and tech familiarity. This reciprocal relationship reduces resistance to change and promotes inclusivity.

Encourage mentorship opportunities where experienced colleagues can support them through the transition, providing guidance and reassurance. Reinforce the value of the changes by highlighting how they align with the organization's goals and can ultimately benefit both the company and the employees themselves. Customize communication strategies to resonate with late-career employees, using channels and messages that cater to their preferences and communication styles. Lastly, provide ongoing support and feedback, creating a supportive environment where late-career employees feel empowered to embrace change and contribute their expertise to the organization's success.

Algunos de los beneficios de los programas de tutoría, son el desarrollo de habilidades alineadas con los conocimientos adquiridos en la organización; un mayor nivel de satisfacción al proporcionar la oportunidad de transmitir conocimientos a las nuevas incorporaciones; la posibilidad de que se establezca un feedback mentor-alumno en las dos direcciones y de que aumente el sentido de pertenencia y la colaboración entre los miembros de la organización superando las barreras de la edad.

Programas de mentoria podem ser uma ferramenta poderosa para facilitar a transição de funcionários em fase tardia da carreira. Associá-los a colegas mais jovens pode facilitar a troca de conhecimentos em ambas as direções. Funcionários em fase tardia da carreira podem transmitir sabedoria e insights da indústria, enquanto mentores mais jovens podem introduzir perspectivas frescas e familiaridade com novas tecnologias. Essa relação recíproca pode promover um ambiente mais inclusivo e reduzir a resistência à mudança.

Often late career employees have seen or been involved in various previous attempts at transformational change within the organization and can be a wealth of knowledge and expertise. However, often they are overlooked and even, not listened to. Listen to their expertise and learn from what happened in the past to ensure that the new attempt doesn't fall into the same pitfalls, and understand how the circumstances or the environment may have changed in the present to effectively land the change. The wisdom of late career employees is golden!

Diane is spot on! Listen to their experience! I’d also like to suggest we find an alternative to the moniker “Late Career Employee”, as it is just a slightly veiled way of saying “old”. Perhaps, “Experienced…”? Even “long term…” would better highlight their resilience, insightfulness, and flexibility…

Reinforce the value of late career employees in the organization. Acknowledge their contributions and role in the company's success. Building their confidence encourages them to embrace change. Explain that change enhances their expertise, keeping their skills relevant in an evolving market.

Los empleados más antiguos, tienen desde mi punto de vista dos características que de por sí ya contribuyen a realzar su valor: 1. La primera de ellas, es la consistencia de sus conocimientos y experiencia, ya que sin ellos no hubiera sido posible su permanencia en la organización durante tantos años. 2. La segunda es que son en si mismos la mejor fuente de información de la que disponen las empresas para desarrollar cualquier programa, por lo que sus opiniones deberían ser tenidas en cuenta siempre.

É essencial reforçar o valor que os funcionários em fase tardia da carreira trazem para a organização. Reconheço suas contribuições e o papel que desempenham no sucesso da empresa. Ao fazer isso, ajudo a construir sua confiança e os preparo para abraçar a mudança. Lembro-lhes que o objetivo da mudança não é substituir sua expertise, mas sim aprimorá-la e garantir que suas habilidades permaneçam relevantes em um mercado em constante evolução.

Communication is key in managing resistance to change. Tailor messages to address late career employees' concerns. Use language they understand and share examples of positive change outcomes for similar positions. Clear, respectful communication alleviates fears and misconceptions about the changes.

Comunicação é fundamental ao lidar com a resistência à mudança. Personalizo minhas mensagens para abordar as preocupações específicas dos funcionários em fase tardia da carreira. Utilizo uma linguagem que ressoa com eles e forneço exemplos de como a mudança impactou positivamente outros em posições semelhantes. Comunicação clara, consistente e respeitosa pode ajudar a aliviar medos e concepções errôneas sobre as mudanças sendo implementadas.

La comunicación es una de las principales herramientas para lograr cambios positivos en las personas. Sin embargo, cuando las organizaciones no cuentan con un plan de comunicación o esta no ha sido muy frecuente, los empleados pueden desconfiar aún más. Cuando las organizaciones cuentan con un plan de comunicación bien diseñado, las personas encargadas de transmitir la información generan confianza en los empleados y existe un buen clima laboral los miedos no aparecen o se disipan fácilmente.

Ensure ongoing support for late career employees as they adjust to new processes and technologies. Offer help desks, extra training, or peer support groups. Access to support eases change perception and reduces resistance. These systems aid skill development and foster a culture of continuous learning and adaptability.

Por fim, garanto que suporte contínuo esteja disponível para os funcionários em fase tardia da carreira enquanto eles se adaptam a novos processos e tecnologias. Isso pode ser oferecido por meio de centrais de ajuda, sessões de treinamento adicionais ou grupos de apoio entre colegas. Saber que ajuda está disponível pode fazer uma diferença significativa na percepção da mudança e pode reduzir consideravelmente a resistência. Sistemas de suporte não apenas auxiliam no desenvolvimento de habilidades, mas também contribuem para uma cultura de aprendizado contínuo e adaptabilidade.

Enlist empathy and listen with curiosity to employee-raised ideas and concerns. Check yourself for any unconscious biases you may have when it comes to the type of employee you define as "late career."

If late career employees resist change, two primary reasons are - they think it's not in their interest but they are wrong; or they are right. As a T&D professional, you'll know which reason applies. In the latter case, don't deny or pretend it's not happening. Say, "I see it from your perspective. Here's another way to look at it. Let's work together and make the best of it." In the former case, implement change in three stages - onboard early adopters and showcase successes, then make early adopters champions who onboard others, finally announce consequences, a generous deadline and rewards for embracing change. Whether the change is nation-wide or within an organization, the 3-step approach lowers resistance & facilitates adoption.