Already close to the end of the second decade of the 21st century, we find ourselves in an uncertain economic and geopolitical context. In this sense, not only organizations must adapt to changes, but also people, who in order to stay current and competitive in the market They must develop a set of competencies that make them more effective and efficient both in their organizations and in their personal lives.
We can define competencies as “all those observable and measurable human capacities necessary to achieve excellent performance and high-quality results. These capabilities include both skills and knowledge, as well as attitudes, motivation and commitment. ”
Currently, as a consequence of the volatile supply and demand for employment due to the difficult economic and geopolitical situation, organizations have de-capitalized their experienced human resources, sometimes due to their own initiatives such as disengagement campaigns with incentives, so now They need to rehire mature talent, and the intrinsic value of a segment of the population that, when compared to Millennials, earns points, is being recognized. Let's look at the Peruvian case.
According to the “Millennials Deloitte 2018” Study on employability and characteristics of the companies and employers they work for, 63% of Peruvians say they expect to stay less than two years in a company, while 15% intend to last more than five years in the same organization.
The reported figures are the lowest on record compared to the 2016 and 2017 studies, according to Deloitte.
In the area of priorities of the organizations they work for, 32% stated that companies seek innovation and development of new products and services. Meanwhile, 22% seek to improve employee opportunities.
Meanwhile, regarding the economic situation in Peru, 57% of the respondents considered that it will improve; a variation of 23% compared to 80% registered in 2017.
Likewise, the study ensures that millennials have begun to question the position of their bosses, considering that they should take their interests into account rather than focus solely on the financial results they provide.
Regarding the priorities when choosing a company (with the option to choose more than one), 64% of Peruvian millennials prioritized having continuous learning opportunities in the workplace, followed by financial compensation and employment benefits (55%). Finally, 42% prioritized culture and the work environment.
Generally the so-called Generation Y has a good relationship with technology, but not with themselves. They do not know how to work in a team, they are very individualistic, they are not characterized by their loyalty to the organization, as the Study described shows, and they are not used to solving problems because there has always been someone who has solved them. Older people do not have a good relationship with technology, but they are a more committed, loyal group, they have a necessary amount of experience and they are used to working as a team. They also belong to a generation that, unlike Millennials, has survived tough economic and geopolitical moments, and has helped their organizations to move forward.
Organizations have realized that older professionals are competitive in the market, showing with facts that they are not limited by the described characteristics of Millennials, but rather that they are flexible people, who can adapt to change and who can still acquire new ones. knowledge.
There is an awareness that the mature professional has a lot to offer organizations, such as experience, emotional stability and learning that is not learned in a couple of years, aspects such as communication skills, good disposition and Negotiation skills are characteristics highly valued by most employers and prevail over age.
Thus, this group must work to break the existing paradigm even in many countries that are at a disadvantage compared to young professionals and show themselves as people interested in taking on new challenges and showing that they are competitive in the market.
Finally we can conclude that this awareness has made recruitment policies are changing, not so much about the age as the knowledge that the candidates can contribute. The new generations bring new things, but they are also necessary and fundamental for the success of an organization, people who have lived certain experiences, including crisis situations. The role of the senior is very important as mentors of the new generations the added value of the elderly is observed in the personal interview, the senior can value what he has achieved, he has a vital experience that shows it with results in the different stages of his professional life.
