Monopoly of experienced employees in organization












6














I am working in an engineering organization where overhauling of parts and new parts are manufactured. This organization has history of more than 50 years with ISO certification and each process has authentic traceability and Original equipment manufacturer approval. Each overhauling setup has mandatory requirement of well trained and experienced manpower, my organization is also having technicians with more than 30 years experience in the same setup.



Over the years new technical manpower is enrolled as the setup has broaden time to time. Presently around 10 % employees in supervision capacity are available with experience of 30 to 40 years in some key work centers having full control and grip on technical processes. These employees having very good respect & demand virtue of their experience and provide guidance & expert opionon for on going technical issues.



I have now five years experience in this organization and seriously want to execute our processes by utilizing latest techniques.. for example implementation of online parts flow system and to review our ongoing processes to accelerate our production.



On my already taken few attempts towards this approach I got serious reservations from these experienced employees and ultimately I could not succeed in implementing desired reviews. Another feeling I have got that these employees has created monopoly in the system and they did not want to transfer all technical knowledge to newcomers to ensure their job security.



I want know which appropriate steps I should take to proceed on following issues.




  1. How to convince this experienced lot to review our on going processes to increase pace of production.


  2. How I can overcome with the monopoly of these employees as presently they are indispensable for effective operations of organization.


  3. How can I trained the employees of same caliber to ensure replacement of them for implementation of decisions in future











share|improve this question






















  • You have authority over these people?
    – Kilisi
    Dec 1 at 14:28










  • No doubt I have a authority but in overhauling set ups such decide are taken very carefully
    – Ahmad Raza
    Dec 1 at 14:34






  • 1




    Who decides? They're the people to convince.
    – Kilisi
    Dec 1 at 14:35






  • 1




    Difficult problem to solve if you're not willing to just use your authority
    – Kilisi
    Dec 1 at 15:51






  • 2




    "How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
    – Captain Emacs
    Dec 1 at 16:55
















6














I am working in an engineering organization where overhauling of parts and new parts are manufactured. This organization has history of more than 50 years with ISO certification and each process has authentic traceability and Original equipment manufacturer approval. Each overhauling setup has mandatory requirement of well trained and experienced manpower, my organization is also having technicians with more than 30 years experience in the same setup.



Over the years new technical manpower is enrolled as the setup has broaden time to time. Presently around 10 % employees in supervision capacity are available with experience of 30 to 40 years in some key work centers having full control and grip on technical processes. These employees having very good respect & demand virtue of their experience and provide guidance & expert opionon for on going technical issues.



I have now five years experience in this organization and seriously want to execute our processes by utilizing latest techniques.. for example implementation of online parts flow system and to review our ongoing processes to accelerate our production.



On my already taken few attempts towards this approach I got serious reservations from these experienced employees and ultimately I could not succeed in implementing desired reviews. Another feeling I have got that these employees has created monopoly in the system and they did not want to transfer all technical knowledge to newcomers to ensure their job security.



I want know which appropriate steps I should take to proceed on following issues.




  1. How to convince this experienced lot to review our on going processes to increase pace of production.


  2. How I can overcome with the monopoly of these employees as presently they are indispensable for effective operations of organization.


  3. How can I trained the employees of same caliber to ensure replacement of them for implementation of decisions in future











share|improve this question






















  • You have authority over these people?
    – Kilisi
    Dec 1 at 14:28










  • No doubt I have a authority but in overhauling set ups such decide are taken very carefully
    – Ahmad Raza
    Dec 1 at 14:34






  • 1




    Who decides? They're the people to convince.
    – Kilisi
    Dec 1 at 14:35






  • 1




    Difficult problem to solve if you're not willing to just use your authority
    – Kilisi
    Dec 1 at 15:51






  • 2




    "How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
    – Captain Emacs
    Dec 1 at 16:55














6












6








6







I am working in an engineering organization where overhauling of parts and new parts are manufactured. This organization has history of more than 50 years with ISO certification and each process has authentic traceability and Original equipment manufacturer approval. Each overhauling setup has mandatory requirement of well trained and experienced manpower, my organization is also having technicians with more than 30 years experience in the same setup.



Over the years new technical manpower is enrolled as the setup has broaden time to time. Presently around 10 % employees in supervision capacity are available with experience of 30 to 40 years in some key work centers having full control and grip on technical processes. These employees having very good respect & demand virtue of their experience and provide guidance & expert opionon for on going technical issues.



I have now five years experience in this organization and seriously want to execute our processes by utilizing latest techniques.. for example implementation of online parts flow system and to review our ongoing processes to accelerate our production.



On my already taken few attempts towards this approach I got serious reservations from these experienced employees and ultimately I could not succeed in implementing desired reviews. Another feeling I have got that these employees has created monopoly in the system and they did not want to transfer all technical knowledge to newcomers to ensure their job security.



I want know which appropriate steps I should take to proceed on following issues.




  1. How to convince this experienced lot to review our on going processes to increase pace of production.


  2. How I can overcome with the monopoly of these employees as presently they are indispensable for effective operations of organization.


  3. How can I trained the employees of same caliber to ensure replacement of them for implementation of decisions in future











share|improve this question













I am working in an engineering organization where overhauling of parts and new parts are manufactured. This organization has history of more than 50 years with ISO certification and each process has authentic traceability and Original equipment manufacturer approval. Each overhauling setup has mandatory requirement of well trained and experienced manpower, my organization is also having technicians with more than 30 years experience in the same setup.



Over the years new technical manpower is enrolled as the setup has broaden time to time. Presently around 10 % employees in supervision capacity are available with experience of 30 to 40 years in some key work centers having full control and grip on technical processes. These employees having very good respect & demand virtue of their experience and provide guidance & expert opionon for on going technical issues.



I have now five years experience in this organization and seriously want to execute our processes by utilizing latest techniques.. for example implementation of online parts flow system and to review our ongoing processes to accelerate our production.



On my already taken few attempts towards this approach I got serious reservations from these experienced employees and ultimately I could not succeed in implementing desired reviews. Another feeling I have got that these employees has created monopoly in the system and they did not want to transfer all technical knowledge to newcomers to ensure their job security.



I want know which appropriate steps I should take to proceed on following issues.




  1. How to convince this experienced lot to review our on going processes to increase pace of production.


  2. How I can overcome with the monopoly of these employees as presently they are indispensable for effective operations of organization.


  3. How can I trained the employees of same caliber to ensure replacement of them for implementation of decisions in future








human-resources promotion performance-reviews process






share|improve this question













share|improve this question











share|improve this question




share|improve this question










asked Dec 1 at 14:15









Ahmad Raza

678127




678127












  • You have authority over these people?
    – Kilisi
    Dec 1 at 14:28










  • No doubt I have a authority but in overhauling set ups such decide are taken very carefully
    – Ahmad Raza
    Dec 1 at 14:34






  • 1




    Who decides? They're the people to convince.
    – Kilisi
    Dec 1 at 14:35






  • 1




    Difficult problem to solve if you're not willing to just use your authority
    – Kilisi
    Dec 1 at 15:51






  • 2




    "How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
    – Captain Emacs
    Dec 1 at 16:55


















  • You have authority over these people?
    – Kilisi
    Dec 1 at 14:28










  • No doubt I have a authority but in overhauling set ups such decide are taken very carefully
    – Ahmad Raza
    Dec 1 at 14:34






  • 1




    Who decides? They're the people to convince.
    – Kilisi
    Dec 1 at 14:35






  • 1




    Difficult problem to solve if you're not willing to just use your authority
    – Kilisi
    Dec 1 at 15:51






  • 2




    "How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
    – Captain Emacs
    Dec 1 at 16:55
















You have authority over these people?
– Kilisi
Dec 1 at 14:28




You have authority over these people?
– Kilisi
Dec 1 at 14:28












No doubt I have a authority but in overhauling set ups such decide are taken very carefully
– Ahmad Raza
Dec 1 at 14:34




No doubt I have a authority but in overhauling set ups such decide are taken very carefully
– Ahmad Raza
Dec 1 at 14:34




1




1




Who decides? They're the people to convince.
– Kilisi
Dec 1 at 14:35




Who decides? They're the people to convince.
– Kilisi
Dec 1 at 14:35




1




1




Difficult problem to solve if you're not willing to just use your authority
– Kilisi
Dec 1 at 15:51




Difficult problem to solve if you're not willing to just use your authority
– Kilisi
Dec 1 at 15:51




2




2




"How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
– Captain Emacs
Dec 1 at 16:55




"How can I train the employees of same caliber to ensure replacement of them" - well, here you have the answer why your experts do not want give up their monopoly. If you want to have their buy-in, you need to provide them with reasons to support you. Making them superfluous without something in return is not one of them.
– Captain Emacs
Dec 1 at 16:55










2 Answers
2






active

oldest

votes


















4














You might have already tried some of this but I wanted to offer a few points to consider:




  • Your colleagues may have very good reasons to be doing what they are doing; after all, they are working on the process for the last few decades. It is important to ask lots of questions and to be respectful. Adopting a beginner's mentality may lead to a better understanding of their hesitation and may also make them understand that you just want to optimize the process (instead of making them redundant).

  • Try to document their answers for your understanding. You can create a tree-like structure using several levels of "why" (why are we using this process?) and "how" (how can we achieve the same effect?).

  • They might be thinking that you are trying to replace them or that you want to eliminate a process they are responsible for. In this case, you have to resolve this conflict before you get their approval (e.g. by proposing something of interest for them in the new process, like a new role or a bonus, etc).

  • When you are trying to make change happen, it is important to involve the stakeholders very early in the designing process. This could be done through a workshop, a common brainstorming session, etc. By architecting the new system together, they are going to be more interested, more involved and committed to the change. You will be building something together and you will understand their expectations.

  • It is probably better to start with small changes with solid results in collaboration with a few like-minded people. This way you can prove that your change has potential and gain traction.

  • Your best bet is probably to befriend these people and try to learn from their experience. If they are so well-established in the company and are not afraid of getting fired, you probably have little power over them.


I would strongly advise searching online for the terms "change management" and "leading without authority" (even though you do have authority in this case); you can find a lot of relevant resources online that will help you. Kotter's 8-step model is something you should read about. Good luck with your project.






share|improve this answer





























    1














    I think the key thing, as FlatronL1917 said, is to involve these more experienced employees and make them stakeholders in the process. Good examples of ways to do this are:




    • Make streamlining and improving the process throughput part of their goals for the year, and make them accountable for it. Tie any bonus they have and/or performance-based raise to progress being made in this area. If they are not receptive to your specific suggestions on how to improve, then ask them for alternative ideas. But, tie their rewards to the result (which is what matters, after all).

    • Similarly, in the case of new hires that you want to train, involve the 'seniors' in the training and tie their annual goals/bonus to it. Perhaps you could give each of these 'seniors' one new hire to mentor/manage, kind of like an apprentice, and tie their rewards to the progress that this apprentice is making.


    Simply put: change their reward system to be aligned to what you want to achieve.






    share|improve this answer





















      Your Answer








      StackExchange.ready(function() {
      var channelOptions = {
      tags: "".split(" "),
      id: "423"
      };
      initTagRenderer("".split(" "), "".split(" "), channelOptions);

      StackExchange.using("externalEditor", function() {
      // Have to fire editor after snippets, if snippets enabled
      if (StackExchange.settings.snippets.snippetsEnabled) {
      StackExchange.using("snippets", function() {
      createEditor();
      });
      }
      else {
      createEditor();
      }
      });

      function createEditor() {
      StackExchange.prepareEditor({
      heartbeatType: 'answer',
      autoActivateHeartbeat: false,
      convertImagesToLinks: false,
      noModals: true,
      showLowRepImageUploadWarning: true,
      reputationToPostImages: null,
      bindNavPrevention: true,
      postfix: "",
      imageUploader: {
      brandingHtml: "Powered by u003ca class="icon-imgur-white" href="https://imgur.com/"u003eu003c/au003e",
      contentPolicyHtml: "User contributions licensed under u003ca href="https://creativecommons.org/licenses/by-sa/3.0/"u003ecc by-sa 3.0 with attribution requiredu003c/au003e u003ca href="https://stackoverflow.com/legal/content-policy"u003e(content policy)u003c/au003e",
      allowUrls: true
      },
      noCode: true, onDemand: true,
      discardSelector: ".discard-answer"
      ,immediatelyShowMarkdownHelp:true
      });


      }
      });














      draft saved

      draft discarded


















      StackExchange.ready(
      function () {
      StackExchange.openid.initPostLogin('.new-post-login', 'https%3a%2f%2fworkplace.stackexchange.com%2fquestions%2f123797%2fmonopoly-of-experienced-employees-in-organization%23new-answer', 'question_page');
      }
      );

      Post as a guest















      Required, but never shown

























      2 Answers
      2






      active

      oldest

      votes








      2 Answers
      2






      active

      oldest

      votes









      active

      oldest

      votes






      active

      oldest

      votes









      4














      You might have already tried some of this but I wanted to offer a few points to consider:




      • Your colleagues may have very good reasons to be doing what they are doing; after all, they are working on the process for the last few decades. It is important to ask lots of questions and to be respectful. Adopting a beginner's mentality may lead to a better understanding of their hesitation and may also make them understand that you just want to optimize the process (instead of making them redundant).

      • Try to document their answers for your understanding. You can create a tree-like structure using several levels of "why" (why are we using this process?) and "how" (how can we achieve the same effect?).

      • They might be thinking that you are trying to replace them or that you want to eliminate a process they are responsible for. In this case, you have to resolve this conflict before you get their approval (e.g. by proposing something of interest for them in the new process, like a new role or a bonus, etc).

      • When you are trying to make change happen, it is important to involve the stakeholders very early in the designing process. This could be done through a workshop, a common brainstorming session, etc. By architecting the new system together, they are going to be more interested, more involved and committed to the change. You will be building something together and you will understand their expectations.

      • It is probably better to start with small changes with solid results in collaboration with a few like-minded people. This way you can prove that your change has potential and gain traction.

      • Your best bet is probably to befriend these people and try to learn from their experience. If they are so well-established in the company and are not afraid of getting fired, you probably have little power over them.


      I would strongly advise searching online for the terms "change management" and "leading without authority" (even though you do have authority in this case); you can find a lot of relevant resources online that will help you. Kotter's 8-step model is something you should read about. Good luck with your project.






      share|improve this answer


























        4














        You might have already tried some of this but I wanted to offer a few points to consider:




        • Your colleagues may have very good reasons to be doing what they are doing; after all, they are working on the process for the last few decades. It is important to ask lots of questions and to be respectful. Adopting a beginner's mentality may lead to a better understanding of their hesitation and may also make them understand that you just want to optimize the process (instead of making them redundant).

        • Try to document their answers for your understanding. You can create a tree-like structure using several levels of "why" (why are we using this process?) and "how" (how can we achieve the same effect?).

        • They might be thinking that you are trying to replace them or that you want to eliminate a process they are responsible for. In this case, you have to resolve this conflict before you get their approval (e.g. by proposing something of interest for them in the new process, like a new role or a bonus, etc).

        • When you are trying to make change happen, it is important to involve the stakeholders very early in the designing process. This could be done through a workshop, a common brainstorming session, etc. By architecting the new system together, they are going to be more interested, more involved and committed to the change. You will be building something together and you will understand their expectations.

        • It is probably better to start with small changes with solid results in collaboration with a few like-minded people. This way you can prove that your change has potential and gain traction.

        • Your best bet is probably to befriend these people and try to learn from their experience. If they are so well-established in the company and are not afraid of getting fired, you probably have little power over them.


        I would strongly advise searching online for the terms "change management" and "leading without authority" (even though you do have authority in this case); you can find a lot of relevant resources online that will help you. Kotter's 8-step model is something you should read about. Good luck with your project.






        share|improve this answer
























          4












          4








          4






          You might have already tried some of this but I wanted to offer a few points to consider:




          • Your colleagues may have very good reasons to be doing what they are doing; after all, they are working on the process for the last few decades. It is important to ask lots of questions and to be respectful. Adopting a beginner's mentality may lead to a better understanding of their hesitation and may also make them understand that you just want to optimize the process (instead of making them redundant).

          • Try to document their answers for your understanding. You can create a tree-like structure using several levels of "why" (why are we using this process?) and "how" (how can we achieve the same effect?).

          • They might be thinking that you are trying to replace them or that you want to eliminate a process they are responsible for. In this case, you have to resolve this conflict before you get their approval (e.g. by proposing something of interest for them in the new process, like a new role or a bonus, etc).

          • When you are trying to make change happen, it is important to involve the stakeholders very early in the designing process. This could be done through a workshop, a common brainstorming session, etc. By architecting the new system together, they are going to be more interested, more involved and committed to the change. You will be building something together and you will understand their expectations.

          • It is probably better to start with small changes with solid results in collaboration with a few like-minded people. This way you can prove that your change has potential and gain traction.

          • Your best bet is probably to befriend these people and try to learn from their experience. If they are so well-established in the company and are not afraid of getting fired, you probably have little power over them.


          I would strongly advise searching online for the terms "change management" and "leading without authority" (even though you do have authority in this case); you can find a lot of relevant resources online that will help you. Kotter's 8-step model is something you should read about. Good luck with your project.






          share|improve this answer












          You might have already tried some of this but I wanted to offer a few points to consider:




          • Your colleagues may have very good reasons to be doing what they are doing; after all, they are working on the process for the last few decades. It is important to ask lots of questions and to be respectful. Adopting a beginner's mentality may lead to a better understanding of their hesitation and may also make them understand that you just want to optimize the process (instead of making them redundant).

          • Try to document their answers for your understanding. You can create a tree-like structure using several levels of "why" (why are we using this process?) and "how" (how can we achieve the same effect?).

          • They might be thinking that you are trying to replace them or that you want to eliminate a process they are responsible for. In this case, you have to resolve this conflict before you get their approval (e.g. by proposing something of interest for them in the new process, like a new role or a bonus, etc).

          • When you are trying to make change happen, it is important to involve the stakeholders very early in the designing process. This could be done through a workshop, a common brainstorming session, etc. By architecting the new system together, they are going to be more interested, more involved and committed to the change. You will be building something together and you will understand their expectations.

          • It is probably better to start with small changes with solid results in collaboration with a few like-minded people. This way you can prove that your change has potential and gain traction.

          • Your best bet is probably to befriend these people and try to learn from their experience. If they are so well-established in the company and are not afraid of getting fired, you probably have little power over them.


          I would strongly advise searching online for the terms "change management" and "leading without authority" (even though you do have authority in this case); you can find a lot of relevant resources online that will help you. Kotter's 8-step model is something you should read about. Good luck with your project.







          share|improve this answer












          share|improve this answer



          share|improve this answer










          answered Dec 1 at 18:43









          FlatronL1917

          1376




          1376

























              1














              I think the key thing, as FlatronL1917 said, is to involve these more experienced employees and make them stakeholders in the process. Good examples of ways to do this are:




              • Make streamlining and improving the process throughput part of their goals for the year, and make them accountable for it. Tie any bonus they have and/or performance-based raise to progress being made in this area. If they are not receptive to your specific suggestions on how to improve, then ask them for alternative ideas. But, tie their rewards to the result (which is what matters, after all).

              • Similarly, in the case of new hires that you want to train, involve the 'seniors' in the training and tie their annual goals/bonus to it. Perhaps you could give each of these 'seniors' one new hire to mentor/manage, kind of like an apprentice, and tie their rewards to the progress that this apprentice is making.


              Simply put: change their reward system to be aligned to what you want to achieve.






              share|improve this answer


























                1














                I think the key thing, as FlatronL1917 said, is to involve these more experienced employees and make them stakeholders in the process. Good examples of ways to do this are:




                • Make streamlining and improving the process throughput part of their goals for the year, and make them accountable for it. Tie any bonus they have and/or performance-based raise to progress being made in this area. If they are not receptive to your specific suggestions on how to improve, then ask them for alternative ideas. But, tie their rewards to the result (which is what matters, after all).

                • Similarly, in the case of new hires that you want to train, involve the 'seniors' in the training and tie their annual goals/bonus to it. Perhaps you could give each of these 'seniors' one new hire to mentor/manage, kind of like an apprentice, and tie their rewards to the progress that this apprentice is making.


                Simply put: change their reward system to be aligned to what you want to achieve.






                share|improve this answer
























                  1












                  1








                  1






                  I think the key thing, as FlatronL1917 said, is to involve these more experienced employees and make them stakeholders in the process. Good examples of ways to do this are:




                  • Make streamlining and improving the process throughput part of their goals for the year, and make them accountable for it. Tie any bonus they have and/or performance-based raise to progress being made in this area. If they are not receptive to your specific suggestions on how to improve, then ask them for alternative ideas. But, tie their rewards to the result (which is what matters, after all).

                  • Similarly, in the case of new hires that you want to train, involve the 'seniors' in the training and tie their annual goals/bonus to it. Perhaps you could give each of these 'seniors' one new hire to mentor/manage, kind of like an apprentice, and tie their rewards to the progress that this apprentice is making.


                  Simply put: change their reward system to be aligned to what you want to achieve.






                  share|improve this answer












                  I think the key thing, as FlatronL1917 said, is to involve these more experienced employees and make them stakeholders in the process. Good examples of ways to do this are:




                  • Make streamlining and improving the process throughput part of their goals for the year, and make them accountable for it. Tie any bonus they have and/or performance-based raise to progress being made in this area. If they are not receptive to your specific suggestions on how to improve, then ask them for alternative ideas. But, tie their rewards to the result (which is what matters, after all).

                  • Similarly, in the case of new hires that you want to train, involve the 'seniors' in the training and tie their annual goals/bonus to it. Perhaps you could give each of these 'seniors' one new hire to mentor/manage, kind of like an apprentice, and tie their rewards to the progress that this apprentice is making.


                  Simply put: change their reward system to be aligned to what you want to achieve.







                  share|improve this answer












                  share|improve this answer



                  share|improve this answer










                  answered Dec 2 at 13:45









                  Time4Tea

                  3,49541130




                  3,49541130






























                      draft saved

                      draft discarded




















































                      Thanks for contributing an answer to The Workplace Stack Exchange!


                      • Please be sure to answer the question. Provide details and share your research!

                      But avoid



                      • Asking for help, clarification, or responding to other answers.

                      • Making statements based on opinion; back them up with references or personal experience.


                      To learn more, see our tips on writing great answers.





                      Some of your past answers have not been well-received, and you're in danger of being blocked from answering.


                      Please pay close attention to the following guidance:


                      • Please be sure to answer the question. Provide details and share your research!

                      But avoid



                      • Asking for help, clarification, or responding to other answers.

                      • Making statements based on opinion; back them up with references or personal experience.


                      To learn more, see our tips on writing great answers.




                      draft saved


                      draft discarded














                      StackExchange.ready(
                      function () {
                      StackExchange.openid.initPostLogin('.new-post-login', 'https%3a%2f%2fworkplace.stackexchange.com%2fquestions%2f123797%2fmonopoly-of-experienced-employees-in-organization%23new-answer', 'question_page');
                      }
                      );

                      Post as a guest















                      Required, but never shown





















































                      Required, but never shown














                      Required, but never shown












                      Required, but never shown







                      Required, but never shown

































                      Required, but never shown














                      Required, but never shown












                      Required, but never shown







                      Required, but never shown







                      Popular posts from this blog

                      AnyDesk - Fatal Program Failure

                      How to calibrate 16:9 built-in touch-screen to a 4:3 resolution?

                      QoS: MAC-Priority for clients behind a repeater