Hiring young people is an opportunity not a risk
Published Date: 2010-08-01
Leadership League, Perspective, The Himalayan Times
Older managers that I have worked with in the past are reluctant to hire young people in higher posts at work despite their fitting qualifications. Many of the elder managers consider hiring them a risk which is probably a result of how youth is overlooked in our society. Moreover, we oversee the energy level they bring in to an organisation with their naïve, energetic and youthful presence.
Specific technical know-how should be the primary motivating factor for hiring. The increased significance of focused education has triggered specialised courses as compared to the situation a decade back. The mushrooming educational institutions are offering courses that mostly cater to the need of current human resource demand.
Hiring managers see employing young people as a risk. They think that professionalism and youth are polar opposites. Youth is psychologically considered a problem age as they continually battle to adjust with changing responsibilities and new commitments. If driven positively, youth is the age of value change and creativity. They have the psychological advantage to cater to external demands, if positive values are set in at the right age. They have unmatched originalities that all other age groups rarely offer. But their creativity
depends on whether they are given the opportunity to meet individual interests.
Good managers capitalise on this by providing opportunities to young people for the benefit of the organisation. Good managers respect constraints and gradually increase their responsibility level. Meaningful participation is the vital intervention point that can transform troublesome youths to productive ones. Rather than a risk, hiring young people is an opportunity that most managers might have missed.
Published Date: 2010-08-01
Leadership League, Perspective, The Himalayan Times
Older managers that I have worked with in the past are reluctant to hire young people in higher posts at work despite their fitting qualifications. Many of the elder managers consider hiring them a risk which is probably a result of how youth is overlooked in our society. Moreover, we oversee the energy level they bring in to an organisation with their naïve, energetic and youthful presence.
Specific technical know-how should be the primary motivating factor for hiring. The increased significance of focused education has triggered specialised courses as compared to the situation a decade back. The mushrooming educational institutions are offering courses that mostly cater to the need of current human resource demand.
Hiring managers see employing young people as a risk. They think that professionalism and youth are polar opposites. Youth is psychologically considered a problem age as they continually battle to adjust with changing responsibilities and new commitments. If driven positively, youth is the age of value change and creativity. They have the psychological advantage to cater to external demands, if positive values are set in at the right age. They have unmatched originalities that all other age groups rarely offer. But their creativity
depends on whether they are given the opportunity to meet individual interests.
Good managers capitalise on this by providing opportunities to young people for the benefit of the organisation. Good managers respect constraints and gradually increase their responsibility level. Meaningful participation is the vital intervention point that can transform troublesome youths to productive ones. Rather than a risk, hiring young people is an opportunity that most managers might have missed.
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