Category Archives: Business

Avoid Candidates Can That Hurt Your Hiring Process

How you treat the job seekers you don’t hire could affect your chances of finding the best employees in the future, new research finds.

A study from CareerArc, an HR technology provider, and Future Workplace, revealed that 60 percent of job seekers have had a poor candidate experience, and of those, 72 percent have shared that negative experience online on an employer review site, on a social networking site, or directly with a colleague or friend.

“Companies need to start humanizing their candidate experience because job seekers can easily share their negative experiences online and decide never to apply to that company again,” Dan Schawbel, research director at Future Workplace, said in a statement. “Treat your candidates like you would your employees or customers because they have the power to refer strong candidates even if they don’t get hired.”

“This survey reveals a critical blind spot employers have when it comes to candidate experience, and that is the experience of the declined candidate,” said Robin Richards, CEO of CareerArc. “In this tightening labor market, companies can no longer afford to overlook this vocal majority of applicants who didn’t get the job, but simply expect to be acknowledged.”

Despite nearly all employers seeing the value of keeping in touch with declined candidates, less than half actually do so. Those surveyed said re-engaging with job seekers who weren’t hired is a good opportunity for their company to build their talent community and protect their employer brand.

The technology many employers are using as part of the hiring process is also leaving job seekers with a poor impression. With nearly 40 percent of employers relying on technology that pre-screens or preselects candidates based on the data they’ve submitted, 85 percent of job seekers doubt that a human ever even reviewed their resume when they don’t hear back.

Although applicant-screening technology might save employers time during the hiring process, it also might not be revealing the best candidates. More than 60 percent of the employers surveyed admitted that these types of programs could be overlooking qualified candidates.

The problem for many businesses is that they have no idea whether or not they are providing a good experience for job seekers. Only 25 percent of employers regularly request feedback directly from candidates on their experience, with 78 percent of job seekers saying they’ve never been asked to give feedback on the process.

The good news is that many employers plan to work on improving their hiring process. The study discovered that 70 percent of companies have invested, or plan to invest, more resources in improving the candidate experience in the next year.

“This presents a tremendous opportunity for employers who recognize the need to reframe the rejection process, improve on candidate care, and prioritize the needs of all applicants today so they return to reapply tomorrow,” Richards said.

What is The Boomerang Employee

When an employee resigns, most bosses would assume that they won’t see or hear much from that person again, even if they’re still on friendly professional terms. So most of them might be surprised to find that someone who voluntarily left their company is coming back for that new job opening.

While some professionals would never dream of returning to work for a former employer, it’s actually becoming more common: Research indicates that workers are open to reapplying for a position at a company they once worked for, and the majority of employers would welcome them back with open arms. But is hiring a “boomerang” employee the right choice for your team?

Regardless of how either party felt upon the employee’s resignation, there are a few clear advantages to rehiring someone who used to work for you. Amber Hyatt, a certified senior professional in human resources (SPHR) and director of product marketing for HR software company SilkRoad, noted that the boomerang employee will already have some important pre-existing knowledge about your company.

“Hiring former employees means familiarity with your business — the mission, culture, values, players, training and organizational structure are already in place,” Hyatt told Business News Daily. “This familiarity lends itself to an expedited time to productivity, greatly benefiting the organization.”

“Since less time would need to be spent training on those areas, more focus can be put toward training for the new role, objectives and goals,” added Judson Van Allen, director of recruiting at Computer Task Group.

Boomerang employees can also boost morale among your existing staff members, said Samantha Lambert, director of human resources at Blue Fountain Media.

“These employees can attest to the improvements in processes, quality of work and management from when they first worked here,” Lambert said.

Hyatt agreed, noting that a returning staff member may also perform better than when he or she originally worked for you, since the person likely picked up new experiences, skills and perspectives during his or her time away.

Hiring a boomerang employee

On the other hand, this person shouldn’t automatically get the job just because he or she worked for you before. Like any other candidate, boomerang employees need to go through the interview and onboarding process to make sure they’re the right fit for the job.

“Do not shortchange the interview process simply because the candidate is a known quantity,” Van Allen said. “The candidate should go through the same process as all other candidates. Also, be sure to validate with HR that the candidate is eligible for rehire.”

You’ll also want to think about the circumstances under which the employee left, to ensure that he or she is going to stay and grow within the organization this time around, Hyatt said.

“There are many reasons why people leave, including family responsibilities or relocation, or the desire to experience new challenges and grow new skills,” Hyatt said. “Several questions should be considered when evaluating a boomerang to ensure organizations are learning from past experiences: What was their performance like before they left? How did they exit the organization? Most importantly, why did they leave the organization? Is this still a potential concern?”

If you do ultimately decide to hire a boomerang candidate, Lambert advised employers to point out any major changes in policy and process that have been put in place since he or she last worked at the company.

Hyatt added that you should also leverage the returning employee’s prior experience with the company as he or she adjusts to the new role.

“Especially in cases of a high performer, the organization has a tremendous opportunity to immediately build confidence in [that person’s] abilities with the new team, including how he or she has embraced the organizational culture and been a brand ambassador,” Hyatt said. “A boomerang returning provides a real-life example to current employees that ‘the grass isn’t always greener’ elsewhere.”

How to manage your employee

One of your employees has been acting strange lately. He or she has been taking a lot of time off for doctor’s appointments and sick days. The employee may have asked to shift his or her work schedule without an explanation. Perhaps the person’s productivity has been on a downward spiral in recent weeks, or he or she has seemed particularly withdrawn from the team.

Whether you’ve heard rumors from other staff members or you simply have a gut feeling, the writing is on the wall: This person is probably going to quit.

Disengagement: The biggest sign of a quitter

Many career and HR experts agree that the above-named behaviors are among the most common signs that an employee might be looking for a job elsewhere. But overall, the biggest indicator that someone is planning an exit is a consistent drop-off in engagement at work.

Asher Weinberger, CEO and founder of menswear company Twillory, noted that managers should be on the lookout for sudden withdrawal from office social activity in particular.

“Even if the quality and commitment to their tasks is maintained, once a person knows they are leaving, they no longer feel at home in their environment,” Weinberger said.

Karen Hsu, vice president of marketing at business gamification company Badgeville, agreed, adding that an across-the-board drop in an employee’s collaboration, interactions and enthusiasm could indicate that the person is looking elsewhere.

“There’s less output,” Hsu told Business News Daily. “Even in meetings, [the person has] less energy and excitement.”

Should you intervene?

Depending on how vital the employee is to your organization, the thought of losing him or her might be overwhelming and upsetting, and your first instinct may be to confront the person about it. But you don’t want to outright accuse someone of job hunting or planning to leave: If it turns out to be untrue, it will only hurt your relationship with the employee.

However, there are ways to subtly assess the person’s plans and possibly even address whatever issues are making him or her look elsewhere in the first place. Hsu said if you suspect an employee is going to quit, try to open a dialogue focused on the employee and determine if there’s something going on in his or her life that’s contributing to the disengagement.

“Usually, there’s some core issue the employee is dealing with,” she said. “Address the employee, [and ask] what’s going on. If it’s personal, be understanding, but if it has to do with the company, talk about it.”

Hsu said there are two main fixable reasons that may lead employees to consider leaving: They feel isolated for some reason, or they don’t see a clear career path. The former often happens with remote employees, or those who frequently work independently.

“[If they] don’t have day-to-day interactions in the office, it can lead to feeling that they don’t belong in the organization,” Hsu said.

You can bring the employee back into the “tribe” by providing more frequent feedback and checking in with them often.

“When they do something [well], come by and tell them they did a great job,” Hsu said. “Even if they’re remote, a manager can still do this digitally. It makes the employee feel good, like they’re part of something.”

If the employee expresses concerns about his or her career path, Hsu advised taking the opportunity to discuss the person’s long-term goals and what the company can do to help him or her reach them.

“Repeatedly check in on a periodic basis,” Hsu said. “Go back [and ask,] ‘Are you getting what you think you should be getting out of this role?’ As long as people feel like they’re making progress, they’ll feel like they’re reaching their goals.”


Successful Workplace Fundraisers Tips

If you’re worried that a workplace fundraiser will make your employees feel obligated to donate money they can’t afford, think again.

New research from Gallup shows that the vast majority of employees who donate money to fundraisers at work do so because they want to, not because they feel they have to. Just 13 percent of workers donate money to charitable organizations because they feel obligated to do so, while only 4 percent contribute money because their employers support the charity.

“Few employees feel pressured by workplace fundraisers, perhaps because their motivations for donating to them have little to do with their employers,” the study’s authors wrote. “External forces, including their employers, have little sway.”

Employees listed several other motivations for donating that are more important than what their employers do. Those included that it’s the right thing to do, the charity supports someone in the employee’s life, someone in the person’s personal life asked him or her to donate, and the individual sees a personal story of someone the organization is helping and wants to help.

The key to getting employees to donate money to workplace fundraisers is to make the process easy, the research found. More than two-thirds of the employees surveyed said they are likely to donate moneyif their employer makes it easy to do so.

“These findings suggest that employees are more likely to donate money at work if it’s convenient for them,” the study’s authors wrote. “To encourage employees to participate in workplace-giving programs, charitable organizations and employers need to find ways to make the giving process seamless.”

Employers who want run successful workplace-giving campaigns need to be very careful when selecting a charity to support. The researchers suggest choosing charities that have a strong positive organizational identity and that successfully engage their donors.

“Though employees do not necessarily feel pressured by workplace fundraisers, they are more likely to contribute if they believe their money supports a powerful mission,” the study’s authors wrote.

Businesses that do a good job keeping employees engaged are also likely to see better results from workplace-giving campaigns. The study found that people in work groups that had the highest levels of engagement with their employers were more likely to donate. Additionally, these employees donated 2.6 times more money than did people in less-engaged teams.

The research was based on a Gallup Panel web study of 17,174 U.S. adults who had donated to a charitable organization in the previous 12 months.

Fire an Employee Tips

It’s never easy to let go of a worker, especially one who has devoted time and hard work to your company. But the unpleasant reality of running a business is that sometimes, people must be fired. Prolonging the process only leads to further issues that can stunt your company’s growth.

Terminating an employee is complex, and going about it the wrong way may result in an angry former staff member at best, and a hefty lawsuit at worst. Here’s how to go about this difficult process properly, from both a legal and a professional standpoint.

Before the meeting

Firing an employee is never as simple as saying, “You’re fired.” Proper termination is not a rash, spur-of-the-moment decision, but a well-documented process that must prove that you, as the employer, are justified in your actions. Otherwise, you’re inviting the potential for a wrongful termination lawsuit.

“Throughout the entire termination process, HR leaders need to work with the employee’s manager on properly documenting instances of performance and/or behavioral discussions,” said Deb LaMere, vice president of employee engagement at Ceridian, a human capital management technology company. “When it comes to terminating an employee for performance reasons, having those facts documented and vetted by the organization’s legal department or a contracted attorney will not only make the process easier, it will also help validate the reason for terminating the employee, in the first place.”

Employees should not be surprised at a notice of termination. LaMere recommends sharing feedback with employees on a regular basis to ensure you are on the same page.

“Having regular performance discussions — especially when performance needs improving — acts as a warning,” she said. “If managers are not having these types of constant conversations about performance and areas in need of improvement, the employee will be surprised and they may end up feeling that they have been discriminated against and terminated without any kind of valid reason.”

The situation can be a little trickier if an employee is being let go as part of a downsizing initiative. Kathie Caminiti, a partner at labor and employment law firm Fisher & Phillips LLP, said that documentation is necessary to justify not only the reduction in staff, but how you determined which employees got cut. [See Related Story: Should You Fire That Employee? 4 Questions to Ask]

“With a downsizing or reduction … what is the business justification and what is the selection criteria for the person to be terminated?” Caminiti said. “If you’re letting go of three people, the next question is, why those three people as opposed to [other employees]? That’s where companies get into trouble.”

To make sure you’ve covered your bases, Caminiti advised asking yourself these five important questions when preparing for a termination meeting:

  1. What is the reason for the discharge and what documentation exists to support that decision?
  2. What is the employee’s background and history with the company? (Consider age, gender, protected class under EEOC laws, union versus nonunion, whether employee has made complaints against company, etc.)
  3. Am I treating all other employees the same? (i.e., if the employee is being fired for violation of policy, would any other employee also be fired for the same violation?)
  4. Is this termination achieving business objectives?
  5. Am I following my own employer policies and procedures for discipline?

What Your Business Needs to Know

images-23Many U.S. workers are forgoing the traditional office job to work on a contractual or freelance basis. For employers, having contingent workers could mean a savings of time and money, as they don’t have to take the time to train the worker, pay health benefits or contribute to a 401(k).

However, if your business does choose to use contractors or freelancers, you need to make sure your workers are properly classified. Depending on the specific terms of your arrangement with an independent contractor — hours worked, reporting structure, payment schedule, etc. — you might find yourself in the middle of a misclassification lawsuit.

Joy Child, vice president at law firm Alexander, Aronson, Finning & Co., noted that a company wrongly treating its workforce as independent could be liable for payroll taxes, interest and penalties. Regular employees are entitled to certain legal protections and benefits that independent contractors aren’t, and the IRS and state governments are actively looking for clues that a company might be shirking its responsibilities to its workers.

How are independent workers classified?

In the 1990s, Microsoft misclassified thousands of programmers and computer engineers as independent contractors. These long-term temp workers brought a benefits case against the company and were deemed by the courts as “employees.” As a result, the company was required to pay $97 million in penalties and legal fees, and the case yielded a set of guidelines to help employers determine whether a worker is an employee or an independent contractor.

Based on a report on the Microsoft case, these are the five most important factors to consider for worker classification:

  1. Control over how work is done: Workers who work when and where they want, using their own methodologies and guidelines, are rightly considered to be independent contractors. If, however, you require a worker to be in the office for a fixed period of time and work according to company policies, that person should likely be classified as an employee.
  2. Equipment and software: Does the worker use his or her own computer, or does he or she use a machine on-site? Does that machine have software on it that the worker does not have? Does he or she use company office supplies? An independent contractor should supply most or all of his or her own materials to complete a job.
  3. Compensation: Freelancers are generally paid by the job. If a company pays a worker a monthly or yearly amount, the IRS will likely categorize that person as an employee. Remember, businesses need to send all independent contractors a 1099 form to report how much the company paid the person over the course of a year.
  4. Training: Businesses shouldn’t have to train independent contractors, according to the IRS and many state labor boards. Independent contractors should be able to begin immediately, producing work that they’ve been hired for. If a worker requires significant training, he or she may be considered an employee.
  5. Exclusivity: True freelancers are self-employed business owners. They often have their own website and business cards, and advertise their services to other companies. Asking the person to exclusively work for your company puts him or her closer to employee status.

Some lawyers routinely advise businesses to cease using independent contractors, or to reclassify them as employees, to avoid the potential for misclassification liability. An updated version of the report details steps companies can take to minimize or avoid future misclassification issues.

If a compliance analysis reveals potential misclassification issues, workers can be reclassified as either employees or independent contractors. This can be done either by a government reclassification program or voluntarily. This does not require that independent workers who are now employees become part of your benefits program, though; voluntary participation is likely to be more cost-effective and less painful for businesses.

Once everything is restructured, the accompanying documents must ensure that the contractor agreement is followed, according to the report.

There are workforce management and staffing organizations that hire or retain some or all of a company’s independent contractors, and they issue those workers a 1099 (independent worker) or a W-2 (employee) based on their proper classification. Miranda Nash, co-founder and CEO of talent marketplace Qeople, advised employers to work with one of these firms to reduce the administrative burden.

Although using these firms doesn’t free employers from liability, staffing agencies can help because they are familiar with the rules and how to manage contract and freelance workers, Nash said.

In a recent webinar by Work Market, co-founder and president Jeff Wald said “a lot of people still have a lot of guesswork” when it comes to determining the compliance of their contingent workforce, and that “60 percent of all contingent labor is unaccounted for in financial planning and forecasting.” The above outline could help take the guesswork out of how to use contingent workers, and help avoid any potential misclassification liability.

You should know about the company culture

Think your employees get your company’s culture? They might not see it the same way you do: New research has revealed disconnects between managers and their employees regarding their companies’ values and culture.

According to the study, which was conducted by corporate training company VitalSmarts, workers’ values vary by seniority. VitalSmarts found that leaders want innovation, initiative, candor and teamwork. In contrast, nonmanaging employees think their managers really want obedience, predictability, deference to authority and competition with peers.

These miscommunications negatively affect workers’ performance, as well as decrease their motivation, commitment and confidence in their company, the researchers said. In fact, of the people surveyed, only 9 percent of nonmanaging employees and 15 percent of managers and executives have positive views of their corporate culture.

To bridge these gaps in perception, Joseph Grenny and David Maxfield, the lead researchers on the study and co-founders of VitalSmarts, recommended the following leadership strategies:

Understand why you want to change your culture. If you feel like a cultural change will help bring employees and bosses together, consider the specific business motivations for changing it. Launching solutions as a “feel-good hobby” without concrete, measurable reasons can damage your culture in the long run.

Focus on vital behaviors. If you decide your culture does need a face-lift, you will need to make some behavioral changes to go along with it. It isn’t realistic to tackle numerous behaviors at once, though, so focus on the core two or three that will make the most difference in performance.

Listen deeply. Employees should have the chance to speak, and as an employer, you should listen and be open-minded. Directly engaging with employees and answering their questions are critical steps in understanding where you stand as a manager and what you can change to improve your company.

“Leaders tend to think employees won’t open up — but we’ve seen the opposite,” Grenny said in a statement. “When an executive sits down and truly listens, employees will be surprisingly honest.”

Take action. Don’t just say something — actually do it. After listening to your employees’ concerns, be sure to make the appropriate changes to benefit you and your company as a whole, building their trust in you as their leader.

In addition to employing these strategies, leaders should “participate in interpersonal skills training” in order to create a healthy culture, Maxfield said.

“Leaders can … better manage their teams [through training], but they are also in a position to cascade these skills to their employees — ultimately creating a new, healthy cultural norm,” Maxfield said.

Tips To Motivate Your Employees

unduhan-12A new study from Robert Half Management Resources revealed that 53 percent of all professionals wish they had more insight into the effects of their contributions on their companies’ bottom lines.

This is especially true of younger workers. Nearly 65 percent of those surveyed who were between the ages 18 and 34 said they wanted more information on how their work helps their company make money.

“Employees who see the direct correlation between their contributions and company performance are more engaged, make better spending decisions and can identify new ways to increase productivity and growth,” Tim Hird, executive director of Robert Half Management Resources, said in a statement.

Currently, 47 percent of the workers surveyed said they are always able to make the connection between their day-to-day duties and how they contribute to the company’s bottom line. Meanwhile,14 percent said they are rarely or never able to connect those dots. [See Related Story: Communication Is Key to Genuine Employee Engagement]

When examined by age group, those typically in leadership roles have the hardest time making those connections. Just 38 percent of those between the ages of 35 and 54 are always able to understand how their work affects the bottom line, while 19 percent said they aren’t able to make those connections on a regular basis.

“It is concerning that so many workers who are 35 to 54 — a group that often serves as managers and top executives — lack a complete understanding of how their responsibilities help their organization’s bottom line,” Hird said.

Since younger workers put more of a priority on knowing how their work is serving a larger purpose, it is critical that employers make sure they are helping them connect those dots, Hird siad.

“Managers who do not have regular conversations with staff about how their work affects the company are missing a major opportunity to develop ideas for improving the business,” he said.

To help employers, Robert Half Management Resources offered several tips for keeping workers more informed about how they are contributing to the company’s financial standing:

  1. Give updates to everyone. Often, employers provide financial updates only to high-ranking managers and executives. Conversations about company performance and how workers are meeting, or not meeting, goals should be held with everyone in the organization, regardless of their level. Giving workers a better understanding of how their contributions make an impact is a good way to help employees improve their performance.
  2. Have regular discussions. Instead of detailing how the company is performing only once or twice a year, employers should have their managers give more specific feedback to individual employees on a regular basis.
  3. Get an outside perspective. It never hurts to hear what those outside the organization think of how the company is performing. Every so often, check in with those in your network, or industry consultants, to not only get their insight into how the company is performing, but also to learn best practices from other organizations.

Don’t Drag Out the Hiring Process

Although you should be thorough when searching for and hiring new employees, if the process is too long, you could cost yourself a shot at hiring the best candidates.

A study from Robert Half revealed that when forced to endure a lengthy hiring process, nearly 40 percent of job seekers lose interest in the position and pursue other opportunities, and 18 percent decide to stay put in their current job. In addition, more than 30 percent said a drawn-out hiring process makes them question whether the employer is good at making decisions in other areas.

“The hiring process provides a window into the overall corporate culture,” Paul McDonald, senior executive director of Robert Half, said in a statement. “If people feel their career potential will be stifled by a slow-moving organization, they will take themselves out of the running.”

Overall, job seekers find a lengthy hiring process infuriating. Nearly 60 percent of those surveyed said the most frustrating part of the job search is the long wait after an interview to hear if they got the job. The research shows that 23 percent lose interest in the employer if they don’t hear back within one week after the initial interview, and another 46 percent lose interest after two weeks.

“Candidates with several options often choose the organization that shows the most interest and has an organized recruiting process,” McDonald said.

Because hiring decisions are some of the most critical choices an employer can make, many organizations tend to draw out the process by days, or even weeks, to ensure they are making the right choice, McDonald said. However, by doing so, they risk losing out on a candidate they really like. [See Related Story: Please Hold: Hiring Process Gets Longer and Longer]

“The key takeaway is for firms to tighten their timelines without skipping steps,” he said.

To help employers, McDonald offered several tips for speeding up the hiring process:

  1. Know your needs. Go into the hiring process knowing exactly what you need. Are you looking for a full-time employee or a temporary one? Is there any reason you can’t hire someone right away?
  2. Get everyone on the same page. Make sure everyone involved in the hiring process knows your timeline for making the hire. In addition, make sure everyone understands who is making the final decision and that they can set aside time in their schedules to conduct interviews.
  3. Improve interview efficiency. Save time by conducting screening interviews online via Skype or FaceTime. For in-person interviews, try to conduct them all in one day. Once interviews are completed, get immediate feedback from both the hiring managers and candidates to see how interested each is in the other.
  4. Communicate regularly. Keep candidates informed of where things stand. Let them know when a final decision is expected. If the timeline changes, be sure to provide them with an update. Candidates who don’t hear anything will likely take that as a sign you aren’t interested and move on to other opportunities.
  5. Don’t delay in making an offer. When you know who you want to hire, make a verbal offer immediately. However, make it contingent on satisfactory references and background checks.

How to Help Your Team

unduhan-13In a traditional mentorship, a seasoned professional works with a less experienced and often younger colleague to show the individual the ropes and guide the person through his or her career. But as the business world and its technology continue to evolve, it’s becoming increasingly common for those younger professionals to turn the tables and share their digital skills and perspectives with their older counterparts.

For many organizations, this practice of “reverse mentoring” is a win-win, said Molly DeZurik, content curator at generational research company BridgeWorks. Millennials gain a greater sense of purpose and empowerment, and older employees gain insight and understanding. But DeZurik cautioned against implementing a reverse-mentorship program for the sake of trying out a trend — it has to serve a purpose.

“Millennials aspire to be leaders one day,” she said. “Empowering younger workers to voice their observations paves a fruitful path for millennials, once management positions become a reality.”

“The key is for leadership to create a culture that listens and learns,” added Nikhil Hasija, CEO of Azuqua, a company that synchronizes data across multiple workflow apps. “If your team can keep an open mind to new ideas, regardless of where they come from, then reverse mentorship becomes a lot easier.”

DeZurik said that getting people on board may be a challenge at first, but sharing success stories will get employees excited about the impact these information exchanges can have. Companies like Target and United Health have benefited hugely from similar programs, she said. [See Related Story: Want to Advance Your Career? Try Peer Mentoring]

Encouraging reverse mentorship

It can sometimes be difficult for a senior leader to ask for help, especially if that person is embarrassed to admit to not knowing how to do something, Sandra Wiley, a senior consultant at Boomer Consulting, wrote in a Journal of Accountancy article. A relationship where reverse mentoring is encouraged is the opportunity to make it happen, she said.

In her piece, Wiley outlined four steps you can take to establish a reverse-mentorship program at your company:

  1. Identify the need or skill gap of a senior team member, and match that person with an appropriate younger team member who can help.
  2. Have the senior team member approach his or her younger mentor with specific requests about what he or she needs assistance with.
  3. Allow the mentor and mentee to decide when, where and for how long they will meet. They should set up regular meetings with calendar requests and agenda items.
  4. Remind the mentee to thank his or her younger mentor, and offer assistance with any future questions or concerns.


Advice for millennial mentors

Millennials who are given the opportunity to be a mentor shouldn’t take it for granted, said DeZurik: Remaining humble is key.

“Millennials should keep the concept of evolution versus revolution in mind throughout these meetings,” she said. “The ideas they suggest aren’t going to happen overnight, and a patient perspective will go a long way in earning older workers’ trust. “

Hasija agreed, noting that younger mentors need to be sensitive to their colleagues’ egos.

“Understand their motivations, and respect their perspective,” he told Business News Daily. “Add to your colleague’s experience with your own without disregarding their opinion.”

Advice for older mentees

DeZurik reminded Gen X-ers and Boomers that millennials on the other side of the boardroom aren’t kids; they’re the future of the business. Older workers who embrace these unconventional mentorships gain firsthand insight into what makes their younger colleagues tick — how they think and communicate, and how evolving technology will impact the company and industry, she said.

Companies like Azuqua embrace this mentality, and base their business strategy on the unique viewpoints each generational group brings to the table, said Hasija.

“The industry veteran teaching us what happened when Salesforce did something similar [to what we’re doing] 10 years ago is just as valuable as the new college grad telling us how Facebook did something similar last summer when she was an intern,” he said. “What we’ve learned as a company is that everyone needs to be open to this type of learning opportunity. The young are not inexperienced and the old are not irrelevant.”