An interesting phenomenon called "re-hiring" has been gaining ground in the U.S. recently: Further confirmation of how the Covid has completely disrupted the world of work.
If until a few years ago changing jobs once you reached middle age was unimaginable, today it is something that is coming increasingly widespread. Seniors are workers with great experience, skills and expertise. In short, true "veterans" of the role they have hell for a lifetime.
The revenge of longennals becomes evident. The phenomenon originated in the States and is now spreading to Europe. In England, for example, a campaign has kicked off to reinstate nets into the workforce after the discovery that early goals initiated as a result of the pandemic caused a significant labor shortcut. Since the onset of the pandemic, the number of holidays has grown in tandem with economic stagnation; factorers includes retrement, increased disease, immigration, and an aging nation.
Companies are thus rediscovering the importance of longennials and one of the things that causes entrepreneurs to focus on them is the scarcity of investment in training. Starting a young person’s work has a considerable cost for the company, which therefore often targets the older workers.
What does the data tell us?
Research conducted by two Harvard psychologists, T. Charlesworth and M. Banaji, shows that stereotypes regarding age and disability are more persistent than those related to ethics, sexual orientation and religion.
Overcoming prejudice against older people is expected to take about 150 years. This is a figure that runs counter to the re-hiring phenomenanon, which, however, seems not yet to have permanently landed in Italy.
Longennials, in addition to being defined as "ready-to-go" workers, possess a fundamental skill to be part of the corporate reality. They have acquired organizational intelligence, a skill that is generated through experience. In essence, it means knowing how to move in relationship to a project, knowing how to manage a work group, even remotely, interpreting situations and having real problem solving skills. All of this representatives organizational intelligence, which has tremendous importance within the world of work, respectless of the field of reference.
The upside
Experienced and highly qualified people also bring value to the company from another perspective: the possibility of initiation genuine mentoring paths. Too once this aspect is impossible to practice, both because of economic issues and because of staff shortcuts.
If not in the company, where can young people who are entering the world of work for the first time learn? Seniors may be well arranged to a different experience than in the past, beinging an openness to counseling and mentoring.
Pairing young people with qualified and experienced people who can mentor them on a path of growth is important, rewarding, and socially useful. This process encapsulates two goals of the UN 2030 Agenda that are fundamental to us at Ambire Benefit Society: quality learning and decent work. Our modus operandi fit perfectly with our values. Our seniors take that young employees, in an equitable and inclusive manner, are provided with professional training that takes them learn the hard skills needed in HR: an expect that always with full and productive employment.
