Responsibility is good - but what happens when young people are promoted too soon?
In recent years, we’re seeing more young employees promoted to roles previously held by people 10 years their senior. They’re often full of self-confidence and convinced they know better than older workers. The average MBA student these days is in their 20s - are they ready to become managers?
Some may perform outstandingly, especially in entrepreneurial environments - but not all twentysomethings are ready to lead. Companies must ask themselves whether the young manager is genuinely ready, or just cheaper.
Regardless of age, it’s unfair to heap more responsibility on someone without a significant pay rise, and they will quite rightly feel used if you treat them this way. It’s also unfair to promote young talent to drive away older staff or to whip them into shape.
Also ask yourself whether you want a young manager as your right hand because you struggle to lead older staff. Your millennial whizzkid may be easier for you to lead, but expecting a novice with no management training to lead workers with decades of experience can seriously harm everyone involved - as well as your bottom line.
The young manager will most likely get overwhelmed and quit, leaving chaos in their wake, while older workers will resent being managed by someone who should rightfully be looking up to them for guidance.
Having said that, some early promotions are a great success - but they’re the minority. So before you promote young talent, think carefully about why you’re doing it. If it’s truly because of their talent, then go for it. If it’s because of their youth, that’s ageism - and it’ll almost certainly cost you more than it saves you.