When you have to pick between young and old

You have heard this all around. Experience versus young blood. What is better?
I recently sat in the middle of a conversation while on my way to work. The conversation started on a sombre mood before sliding into the killing of Andrew Felix Kaweesi, one of the youngest and highest ranking members of the Uganda Police Force.

During the conversation, one thing was clear that there are a number of government agencies where people who have been working since the 1970s are not about to go and seeking to replace them becomes a serious source of conflict.

While some argued that such people’s work methods and ideas are outdated, many reminded them that it is on such people that agencies and companies anchor their operations.
Until that day, age had never crossed my mind as an important aspect during recruitment since, traditionally, old age has been linked with experience.

Difference in mindset
In most work places, especially in the public sector, age is closely linked with seniority and thus high ranks.
“When an organisation is faced with a challenge, the older workers will be consulted because they have institutional memory. This, however, is changing as a result of technology,” says Paul Wamboga, a retired civil servant.

Lately, according to Wamboga, companies do not rely on an employee’s experience alone but look at a mix of aspects including skills and knowledge of information technology, which is a key component on which companies currently drive operations.

This, he says, has seen a development of a silent conflict between the older and young generation based on how they perceive or view each other.

Young people, especially fresh graduates, according to Lawrence Wanyama, the assistant programme coordinator of the Youth Internship Programme at Restless Development, have a lot of potential and the will to learn but get frustrated at some point.

“Young people only require training to discover themselves and prepare for new roles however daunting they might seem,” he says.

He notes that people who have institutional memory must induct and prepare young ones for continuity.

This, according to Mike Collins Turyakira, a human resource manager at Green Resources Uganda, allows easy knowledge transfer that guarantees an environment where both the young and ‘grey haired’ learn from each other.

“Young people have a strong urge to learn yet the grey haired do not easily adjust to many things such as new technology,” he says, adding that introducing young persons on a team provides energy and a mix of experience that is provided by the older ones.

However, he says, old people should not be kicked out because of their strong social networks, which are an asset to the company.
Why a company might be reluctant to hire young blood
Companies will always look at one’s capacity to do a job without much investment and such can only be possible if that person has some bit of experience.

This makes it hard for young people to become employable even when there are those who have the capacity to do the job without experience.

Much of Uganda’s education is theory based, thus it does not offer the much needed hands-on knowledge required in a work environment.

However, beyond the stereotypes, according to Francis Nfukiraani, the executive director of Uganda Reproductive Health Bureau, both young and old employees have a stake in the company and can only work along each other in order to merge skills and knowledge for better results and productivity.

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