Example as a Manager
As a manager, I would try to avoid the implementation of retrogressive principles regarding the promotional aspect of the corporate culture. Thus, for instance, deciding between an experienced employee and a younger representative of generation y claiming for the same position as a supply manager, I would not concentrate on the age and experience parameter. Certainly, the older employee has gained the necessary experience and established valuable business contacts which could be beneficial for the company’s success. On the other hand, the younger worker can obtain valuable knowledge of innovative tendencies and technologies acquired at college which would help create a competitive edge in the market sector. Thus, choosing between experience and the ability to implement innovative techniques and think outside the box may become a real dilemma. Anyway, the main emphasis should be put upon the professionalism and potential of employees instead of the length of their service (Gronn 2002).
Example of an Employee
As a young and inexperienced employee specializing in the sphere of human resource management, I would not shelve my plans for career growth. Getting rid of outdated misconceptions concerning the paramount importance of experience for increasing the chances for promotion, I would not limit my ambitions as to professional and career growth. As a representative of generation y, I would do everything possible for implementing my theoretical knowledge and developing my practical skills s as soon as possible. Getting rid of the fear that older colleagues would depreciate my initiatives, I would do everything possible for enhancing the efficiency of operations, taking advantage of my education and knowledge on the latest tendencies in the sphere (Scully and Segal, 2002). Certainly, the implementation of my ambitious plans will be possible if the company’s management does not implement the retrogressive principles and rates of young employees’ expertise at its true value.
Reference List
Gronn, P. 2002. Distributed leadership as a unit of analysis. The Leadership Quarterly, 13(4), pp 423-451.
Scully, M. & Segal, A. 2002. Passion with an umbrella: Grassroots activists in the workplace. Research in the Sociology of Organizations, 19 (1), pp 125–168.