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 becoming increasingly widespread. Seniors are workers with great experience, skills and expertise. In short, true “veterans” of the role they have held for a lifetime.
The revenge of longennials becomes evident. The phenomenon originated in the States and is now spreading to Europe. In England, for example, a campaign has kicked off to rehire retirees into the workforce after the discovery that early retirements initiated as a result of the pandemic caused a significant labor shortage. Since the onset of the pandemic, the number of vacancies has grown in tandem with economic stagnation; factors include retirement, increased disease, immigration, and an aging nation.
Le aziende stanno così riscoprendo l’importanza dei longennials e uno degli aspetti che induce gli imprenditori a puntare su di loro è la scarsità degli investimenti in formazione. Avviare all’attività lavorativa un giovane ha un costo non indifferente per l’azienda che quindi spesso punta sui lavoratori più in là con gli anni.
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 ethnicity, 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 phenomenon, which, however, seems not yet to have definitively 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 relation to a project, knowing how to manage a work group, even remotely, interpreting situations and having real problem solving skills. All of this represents organizational intelligence, which has tremendous importance within the world of work, regardless of the field of reference.
The upside
Experienced and highly qualified people also bring value to the company from another perspective: the possibility of initiating genuine mentoring paths. Too often this aspect is impossible to practice, both because of economic issues and because of staff shortages.
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 disposed to a different experience than in the past, fostering 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 fits perfectly with our values. Our seniors ensure that young employees, in an equitable and inclusive manner, are provided with professional training that ensures they learn the hard skills needed in HR: an aspect that aligns with full and productive employment.
