Newbies learning from seasoned workers—can we all work for a common goal?

Q: Our company will see a significant number of employees retire in the next few years. As such, we are ramping up hiring and bringing in less-experienced people to "train" and learn from the retiring employees before their departure. However, it's not a formal mentorship program and it's nothing we've announced that we're doing. We don't want anyone to feel forced into retirement, but we can't be starting from scratch if they do. How can we foster a "learning/training" environment when the company still needs to operate at full speed and everyone needs to fulfill their responsibilities?

A: Your experience is like that of many companies—the first wave of Baby Boomers is heading for retirement in the next few years. A great deal of knowledge is held in their heads and when they leave that knowledge leaves with them. I believe your issue is an interesting one and certainly one that can be addressed. One of your challenges will be to determine how willing your employees are to share what they know. Clearly you can have two outcomes, one where they will willingly commit to teaching those who follow or one where they feel they have to comply with teaching new employees. I favor commitment over compliance because compliance won't give you the desired outcomes.

I'd like to back up a bit before we address the question. You first need to answer a question: How would you describe your culture? Knowing the culture tells you a great deal about what people will willingly do. If it's open, honest, and meritorious in its nature, that's great. If there is a great deal of skepticism, control and blaming then that will be a significant hurdle to getting people to share what they know.

For purposes of this column, let's assume it's a great place to work. If it is, then I would suggest you are up front about what you are trying to accomplish. A seasoned employee who is loyal to the company would willingly mentor others. But having said that, I think what you would like to accomplish will require structure. I would also encourage you to involve the "seasoned" knowledge workers and the "newbies" in determining what needs to be taught and in designing how to pass on this knowledge.

As for your concern about forcing them to retire, as I said, if this is a great place to work I believe that fear is unfounded. Historically people have always been willing to teach those that follow. The question to ask your employees is what do you wish your legacy to be? In turn, what will the company do to recognize these "teachers"? What rewards are appropriate to those who commit rather than comply? One other suggestion, you might consider involving these young people in the process by having them act as the recorders of this legacy. If what is being passed on is critical to the operation of your business, write it down and make it a living document. One thing the "newbies" are sure to bring to this process is the leveraging of technology. Put it somewhere where it can be accessed and updated. Maybe then people will learn even more from each other than you had hoped.

No program will be perfect so explore a variety of options in how this is initially launched, take what you learn and get iteratively better. And as I said, bring in both the "seasoned" and the "newbies" into the development process. One final point, I believe you will have three kinds of knowledge that will be passed on. First, the kind the organization wants for purposes of continuity. Second, the kind the individual might want for maneuvering through the politics of an organization. Finally, the kind of information that is just plain wrong. Ferret out which is which and you have one heck of a great future as an organization and a business. Best of luck. e

Do you have a workplace question you want answered? What do you want to know to make work a better place? Send your questions to DeSantisCP@aol.com to get Chris DeSantis' two cents as to what he thinks you might want to do.

Chris DeSantis uses his 20 years' experience in training and development as an independent consultant. He specializes in the design and delivery of management and organization development interventions. A presenter at Leading Edge Alliance seminars, DeSantis focuses his work on assisting individuals or groups in identifying obstacles to effectiveness and subsequently works with them to create user friendly solutions aligned with the company's strategic initiatives. He earned his undergraduate degree from the University of Notre Dame, an MBA from the University of Denver and an MA in organizational development from Loyola University.