Recipe for eternal youth

First, they are bearers of knowledge and experience, and they possess a certain amount of life wisdom. Secondly, older people tend to be more loyal to their employers, especially if they have a long employment record with the same organization. Often their career and even financial ambitions are not at the forefront – stability and comfort are more important. At the same time, they are ready to invest as much as possible in the fulfilment of their duties. Generally, these people make good mentors for younger members of the team. In addition, they usually have family problems already solved and children grown – they can invest more personal time in their work.

The experience of older employees is worth using in the training and mentoring of younger professionals. This will benefit everyone: young people gain knowledge; older employees gain energy and a modern outlook from young people. Many companies have adaptation programs and individual development plans for young professionals. Why don't they make them for those who are much older? Don't they have anything to learn anymore?

Reforms there tend to go more smoothly: for example, raising the retirement age in Germany takes almost 20 years. Legislation is designed in such a way that it is easy to hire a person, but difficult to fire him or her; there are much more guarantees. And the emotional and physical resources are usually higher, as people have more desire and opportunities to look after themselves.

There are programmes to involve people who have already retired in expert tasks. There is the practice of interim management, which is beginning to be used in Russia, when managers are not tied to one company and are hired to manage specific projects. Sometimes, companies attract external mentors with extensive professional experience for corporate training – this is especially relevant for more conservative industries.

Above all, it is important to focus on the comfort of both the new employee and the team. The company cannot tolerate formalities and only communicates on a first-name basis? Choose those who are "young at heart", who are active and who share your philosophy. You should learn about the person's interests and values even at the interview. There are positions where interaction with the team is minimal – professional experience is much more important.

Today, the ability of the older generation to communicate with the younger generation is not about being respected a priori. Sometimes candidates, when they come to a company and see young female recruiters, say: "How can she assess me? This is fundamentally wrong. You must understand that you are dealing with a specialist with specific competencies and authority and to build a constructive dialogue. Nowadays, people enter business at an early age, fast track their careers and often, at 30, manage employees who are twice their age. It's a two-way street.

When you join a company, it is important to understand that you are coming into an established corporate culture. Either you adopt this culture, or it rejects you. Therefore, those who find it difficult to accept young managers should simply opt for more conservative businesses.