Managing a Senior Tutorial

Discover essential strategies for successfully managing senior employees in the modern workplace in 'Managing a Senior.' Uncover how to treat them as equals, show genuine consideration, and keep them engaged and motivated. With insights on collaboration and teamwork, this video is a must-watch for anyone looking to enhance intergenerational dynamics in their team.

08:55
3 views

Selected for you
New

Available in SoftSkills

00:00:05

baby boomers born before 1965

00:00:09

coexist with the X-gens born between 65 and 80,

00:00:14

and the Y gens born between 80 and 95.

00:00:18

The Zs are entering the job market.

00:00:20

The seniors are therefore made up of representatives of the

00:00:24

latest baby boomers and the oldest members of Generation X,

00:00:28

knowing that for the youngest,

00:00:30

if you're over 50,

00:00:31

you're considered a senior.

00:00:34

How best to manage seniors in the company.

00:00:37

Here are three pieces of advice.

00:00:40

Manage them normally,

00:00:41

that is to say,

00:00:42

as equals adult to adult.

00:00:45

Secondly,

00:00:46

show consideration,

00:00:48

and thirdly,

00:00:49

keep them motivated.

00:00:51

First tip.

00:00:52

Manage them as equals,

00:00:54

adult to adult.

00:00:55

Use situational management tools.

00:00:58

Are they competent or losing competence?

00:01:01

Are they motivated or losing motivation?

00:01:05

You have the four types of situational management

00:01:09

directive,

00:01:09

explicative,

00:01:11

participative,

00:01:12

and delegative management.

00:01:14

The same management as their colleagues with the same obligations as a manager

00:01:19

to do your part to develop their motivation

00:01:22

and skills whether you are younger or older,

00:01:26

have a normal adult to adult relationship with them.

00:01:29

They will not tolerate being treated like children,

00:01:33

especially if they are competent thanks to their experience.

00:01:37

It would therefore be inappropriate to abuse directive management,

00:01:41

otherwise you will demotivate them.

00:01:44

Don't look down on them

00:01:46

if they have lost competence because of new digital tools or a new organization.

00:01:51

Organize together the transmission of information that would

00:01:54

allow them to renew their skills if necessary.

00:01:58

Don't let them treat you like children either.

00:02:01

Their expertise deserves consideration,

00:02:04

but it is not a reason to refuse the hierarchical relationships.

00:02:08

If necessary,

00:02:10

let the senior in front of you understand that you're not

00:02:13

there by chance and that you also have successful experience.

00:02:17

It's totally legitimate to be the manager of a senior regardless of your age,

00:02:23

even if you don't have their experience.

00:02:26

Putting yourself in the low position will not help you

00:02:30

any more than trying to be in the high position when dealing with them.

00:02:34

As a leader,

00:02:35

give them autonomy in accordance with their skills and

00:02:39

motivation and provide them with appropriate follow up.

00:02:43

Yes,

00:02:44

don't forget the follow up.

00:02:46

It's sometimes difficult for a senior to be accountable and report to their manager

00:02:51

to feel like they're being spied on.

00:02:53

However,

00:02:54

it is your role as a manager to set up a quality reporting system.

00:02:59

That is compatible with their degree of autonomy

00:03:02

and your need for follow up.

00:03:04

Be clear and directive about what is required.

00:03:08

Second tip,

00:03:09

show consideration.

00:03:10

It is essential to show consideration for a senior

00:03:14

as much as for your other team members.

00:03:17

Yet

00:03:17

seniors can more easily overreact to any lack of consideration,

00:03:22

so you'll have to remain especially vigilant,

00:03:25

pay attention to the risk of prejudices or stigmatizations

00:03:30

like.

00:03:30

People in the company,

00:03:32

seniors are easily prejudiced by their colleagues,

00:03:35

such as they don't learn well,

00:03:36

they're not motivated,

00:03:38

they're less efficient.

00:03:40

Banish these generalizations about seniors in your department

00:03:44

and discover your senior team members on a case

00:03:46

by case basis according to their own personalities.

00:03:50

Showing consideration towards them

00:03:53

means first of all not labeling them,

00:03:55

which would contribute more to isolating them.

00:03:58

Help them find their place in the department,

00:04:01

invite them to share their views and expertise in meetings,

00:04:06

involve them in intergenerational working groups.

00:04:10

They are there.

00:04:11

They are still there.

00:04:12

Don't push them to gradually step outside because they

00:04:16

no longer feel like they belong in the company.

00:04:18

Value their talents.

00:04:20

They often have experience,

00:04:22

expertise,

00:04:24

networks,

00:04:24

and customer knowledge that can be shared,

00:04:27

shared in meetings,

00:04:28

shared in setting up tutoring.

00:04:30

Finally,

00:04:31

showing consideration also means daring to tackle the

00:04:35

subject of arduousness at work for older people,

00:04:39

allowing breaks,

00:04:40

moving on to a 4 day week,

00:04:42

minimizing travel,

00:04:44

offering staggered working hours,

00:04:46

adjusting workplace comfort,

00:04:48

and so on.

00:04:49

Third tip

00:04:50

keep them motivated.

00:04:52

Acknowledging and recognizing their skills as we have just seen

00:04:56

is certainly a key motivating factor.

00:04:59

If your team member is at the end of their career,

00:05:03

keep them motivated as much as possible on the subjects they appreciate.

00:05:07

Participate

00:05:08

in their reflection about leaving.

00:05:11

Suggest training courses on the subject of organizing transition to retirement.

00:05:16

Put them on a final rewarding subject

00:05:19

that will be completed before they leave.

00:05:22

See with them

00:05:23

and the team how to capitalize on their knowledge and skills.

00:05:27

Organize their succession by making them a concerned actor.

00:05:32

Ask them

00:05:34

what their plans are when they retire.

00:05:36

You may find

00:05:37

that there are projects that are compatible with the company.

00:05:41

That there are possible bridges between the two

00:05:44

worlds that will be motivating for them.

00:05:46

I remember a senior engineer who was passionate about giving

00:05:50

English courses for migrants outside of his working hours.

00:05:53

His last year in the company,

00:05:55

he spent teaching English to international recruits.

00:05:59

If your senior employee still has a few years left,

00:06:03

continue to give them opportunities for development.

00:06:06

Work with them and with your HR department

00:06:09

in order to accompany them on their

00:06:11

professional project between now and their departure.

00:06:15

I recommend not to let a senior employee stay in one position for the last 10 years,

00:06:20

which some will tend to do if their manager is not vigilant.

00:06:24

Mobility is possible at any age,

00:06:27

even 2 years before retirement.

00:06:30

Managing the skills of seniors is just as important,

00:06:33

if not more so,

00:06:35

as those of young recruits.

00:06:37

Be attentive to seniors who will look for occupational mobility within

00:06:41

the company and who still want to train and develop.

00:06:45

Don't close the doors on them if they ask for.

00:06:49

Allow them to continue to attend training programs.

00:06:53

You have much more to gain from their motivation,

00:06:56

even if you can't see how you will be able to

00:06:58

get them to use their new skills in the short term.

00:07:02

Continuing the training effort is showing the sina

00:07:05

that you continue to believe in them.

00:07:07

Make sure they remain efficient in using new technology

00:07:11

even if they may seem resistant to it at first glance.

00:07:15

Allow yourself to show leadership so that a senior does not lose competence from

00:07:20

year to year until their retirement by

00:07:22

locking themselves into immobility or refusing training.

00:07:27

When setting up a tutoring program,

00:07:29

you can make sure that the contribution in competence is mutual.

00:07:33

The senior gives to the junior,

00:07:35

the junior gives to the senior.

00:07:37

And that the young person being tutored transmits

00:07:40

their know-how on a tool or a technology

00:07:43

to maintain motivation,

00:07:45

make sure to wisely choose the nature of the missions entrusted to them.

00:07:50

And make sure that these missions involve in such a

00:07:53

way as to maintain interest in the senior's work.

00:07:57

Finally,

00:07:58

be aware that most seniors want to complete a

00:08:01

mission and a project they have been entrusted with.

00:08:04

For them it's a question of respect,

00:08:06

commitment,

00:08:07

and loyalty,

00:08:08

values that they own.

00:08:10

They want to see their work through to the end

00:08:13

and see the results of their work without having to change direction too often.

00:08:18

Indeed,

00:08:19

the apprehension of time is different from one generation to the next.

00:08:24

It is said that on average a baby boomer stays 7 years in one position.

00:08:29

5 years for a Gen X,

00:08:31

3 years for a Gen Y.

00:08:33

We are close to 1.5 years for a Z,

00:08:36

a completely different view of time and work.

00:08:39

In conclusion,

00:08:41

if you want to understand seniors when you're not from their generation,

00:08:45

suspend your judgment and listen to them

00:08:48

in order to be always well tuned to their needs

00:08:51

and to maintain their motivation as much as possible.

Mandarine AI: WHAT YOU SHOULD KNOW