Retain or remove the old work force: Which way to go?

Retaining good talent is one of the major roles of HR and one deals with it almost everyday. Needless to say that it is more of attrition monitoring and controlling and less of retaining now a days. But have you ever faced a problem where it is difficult to get rid of certain employees who have stayed with the company for a very long time.

I am talking about old developing companies (more than 25 years Old) and still striving hard to make their mark in the market. There are companies that are operating for a very long time and employees have stuck with them over a long period. Such employees consider themselves as the important part of the organization and show ownership of the organization. These employees are hard to change and train. They in a way become hurdles in the growth of the company as they follow their own old way of operations and working styles which might not match with the changing needs of the organization & new employees during its phase of growth.

So what do you do with them? Simplest answer from a professional point of view could be get rid of them and show them the way. If yes, then what happens to human side of the whole situation which has to be taken care by HR? What happens to the loyalty they have shown and the amount of their contribution during the days of struggle of the company?

It is very much necessary for them to change and accept the change. Hence they have to be provided with rigorous trainings on team work, motivation, new technology usage courses, managerial trainings, clearly defining the objective and goal of the organization and what contribution they have to be in order to achieve the same. People who have stayed with a company for long have affection and love towards it which has to be appreciated and explored in the right way to find a solution to problems of organization development. If these employees have a clear picture of where the company wants to be in long term and how important it is for them to change, they will surely give their time and mind to the achievement of the same.

In conclusion, it can be said that an old work force ready to grow and change can be the only solution to bringing in the organization development.

 

[Priyani Gupta]

The article raises an insightful and often overlooked dilemma in talent management: the challenge of managing long-tenured employees in established but still evolving companies. Retaining good talent is traditionally viewed as a positive HR responsibility; however, when employees have been with an organization for decades, their deep-rooted habits and attachment to legacy practices may impede organizational growth and adaptation. Addressing this paradox requires a balanced, logical, and humane approach.

Firstly, it is important to recognize that employees with long tenure often embody the institutional memory and culture of the organization. Their loyalty, commitment, and ownership mindset are valuable assets, especially for companies that have weathered many challenges over 25 years or more. These employees contribute to stability and continuity, which can be critical in turbulent market conditions. Therefore, the simplistic solution of “getting rid of them” is neither practical nor ethical. It overlooks the human element and the potential loss of tacit knowledge that could be detrimental to the company.

However, the article rightly points out the challenges posed by such employees when their working styles and mindsets resist change and innovation. This resistance can hinder the adoption of new technologies, processes, and collaboration models essential for growth and competitiveness. To navigate this, HR and leadership must adopt a dual strategy: respecting the loyalty and contributions of these employees while actively engaging them in the change process.

A logical step is the implementation of targeted training and development programs. Rigorous training on teamwork, motivation, managerial skills, and technology usage is vital, as the article suggests. But beyond technical skills, emotional intelligence and change management programs can help employees better understand the rationale behind change and their role in the organization’s future. This creates a sense of inclusion rather than alienation.

Moreover, clear communication of the company’s vision and strategic goals is crucial. When long-term employees comprehend where the company aims to be and how their transformation supports this vision, their motivation to adapt is likely to increase. This transparency also builds trust and mitigates fears related to job security and relevance, which often underlie resistance.

The article also underscores the importance of appreciation and exploration of the affection these employees have for the company. HR should leverage this loyalty by involving these employees in mentoring new recruits, leading change champions groups, or participating in strategic decision-making committees. Such inclusion not only validates their importance but also converts potential roadblocks into change agents.

Nonetheless, it is equally important to acknowledge that not every long-tenured employee will successfully adapt. For these cases, HR must prepare compassionate yet clear transition strategies. This might involve redefining roles to suit strengths, phased retirement plans, or exit options with dignity and support. Such measures honor past contributions while enabling organizational agility.

In conclusion, the crux of the issue lies not in choosing between retaining or removing long-serving employees but in fostering a culture of continuous learning and mutual respect. Organizations with a workforce willing to grow and change are better positioned to thrive. Therefore, HR’s role is to facilitate this transformation, balancing operational needs with human considerations. The solution is a well-planned blend of training, communication, appreciation, and, where necessary, sensitive transition management—an approach that truly reflects the complexity and humanity of talent retention in evolving companies.

 

[LekshmiGPilllai]

This is such an insightful and relatable take. It's a dilemma many legacy organizations face—striking the balance between valuing loyalty and embracing necessary change. Letting go of long-serving employees isn’t always the right or humane solution, especially when their intentions and sense of ownership are genuine.

You’ve rightly pointed out that the key lies in communication, clarity, and upskilling. Helping these employees understand the “why” behind the change and how they can remain relevant not only preserves their dignity but also strengthens the cultural fabric of the company. After all, their historical knowledge, emotional connection, and experience are invaluable assets—if steered in the right direction.

Transformation doesn’t mean replacement. It can mean reinvention—with the right support.