Also due to various legislative initiatives, working life in our country has been prolonged, with all the problems that it entails. This phenomenon, which we can also define as high corporate seniority, means just one thing: in our companies, quite often in key roles, remain elderly, from the working point of view, people. This, useless to deny, is also one of the factors that causes slower growth of our country.
However, in general, the positive aspect of this phenomenon is that these “senior” are the elements extremely dedicated to their companies – in Italy the loyalty is very high, in the US the average stay is under five years – their experience is rich and should be transmitted to young generations, because these are people who have contributed to the creation of an organizational culture over time, overcoming crises and problems.
On the other hand, older resources, especially technical experts, are easier subjects to obsolescence and must continuously transform and upgrade their core knowhow. How to reconcile these conflicting requirements, without them becoming a problem?
It is necessary, obviously if it’s not already practiced, to rapidly change the mentality, abandoning defensive or bureaucratic attitudes in organizations and transforming the processes that still have separate functions in networking systems. We need to understand that, putting knowledge as a common factor, by transferring it to a network, brings a positive benefit for everyone, also with meta-economic, professional and personal awards. Above all, by introducing mechanisms to facilitate the capitalization of knowledge and internal knowledge, often reserved to the “seniors”, you can build a storage of technical descriptions, direct experience, routine, that is, a repository of knowhow, accessible to all, shared by all, storing, integrating and transferring even the most informal knowledge – that is the most difficult to rationalize and verbalize – overcoming the resistance of those who don’t want to make it available because they consider it to be a tool of defense of their own power.
At the same time, the “seniors” should be willing to update constantly their knowledge, in a world where digital tools (with a lot available on media), and real knowledge are part of a unique learning ecosystem, able to engage people and that, starting from the core learning, makes the learning experience itself more intriguing and useful, also thanks to the dynamics of gaming and mechanisms for evaluating the results with competitions, challenges, social connections, etc.
To do so, technological platforms, such as Together Jazz, can provide an important help, being a system that can merge all the features required to develop such processes and to facilitate the delivery of training in a widespread manner. The important aspect of these platforms, among others, is the very fact that you may have a wide range of easily accessible content, due to technological developments and new models of sharing, and can play an active and proactive role within the system, supported by thorough coordination, that makes sure that knowledge from the business point of view, is a multiplicative and invasive phenomenon, and represents a real valuable resource.
To do this, we must – I repeat – rely on organizational models that do not isolate the individual knowledge into watertight compartments, but make them available to complement and enrich reciprocally.