If your construction company has been around for a while, you have legacy employees who helped you grow your business but, being brutally honest, don’t contribute to your efforts as much today. You may even have employees who can’t keep up with all the changes you’ve made and are even holding you back. What do you do about this tricky and emotionally volatile issue?
Please tune in this week as Wayne defines what a legacy employee is, gives you four questions to assess whether a legacy employee still fits, and offers several ways you can tap into legacy employee’s gifts and experience to further improve your company. Please let us know in the comments section what works for you in assessing legacy employees and repurposing them for the modern construction world.
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Alan Haughey says:
Another critical question to ask about legacy employees is, “What message would the rest of our employees receive if we fire the legacy employee? Would they see it as betrayal of loyalty and past contributions? Would they question their own security and long term commitment to the team?
Finding and training legacy employees for less physically demanding roles can work. Safety is one good way to refocus an older and wiser employee. They know the hazards and tend to be safer than young employees.
Wage adjustment for an easier role or a part time role might also fit the needs of employer and employee needs.
Accommodating a legacy employee is contingent on the precondition that the employee still has a great attitude and is not acting entitled to perpetual employment without needing to continue to contribute to the success of the organization.
Remember that the rest of the organization is watching, and they have an opinion about whether the legacy employee is a burden or a role model.
Strong corporate culture relies on the trust that everyone is working together for the long term benefit of both the company and the employee.
Wayne Rivers says:
Good thoughts, Alan. Thanks.