Working with Seasoned Veterans

New program implementation and the seasoned veteran can sometimes mix as well as oil and water. Just as the new hire is expecting change, so can the seasoned veteran be unwilling to change. The situation can become even more tenuous if your company culture has tried to implement programs in the past that were not successful. The less success that 

The group should have no more than 25 members. If your departments are larger than 25 members, split up the groups into appropriate sections so that no more than 25 people attend these meetings. Then a well-orchestrated fireside chat is in order. Top company officials should not only be present when these meetings take place, but they should also participate during the meetings. Some of the key issues to be discussed are as follows  

Past practice The need for change Competitive pressures 

The importance of safety culture to both the company and the team member 

Once the commitment is in place and the plan for culture development is fully developed, holding a meeting similar to the fireside chat outlined previously is in order. I must stress not to begin the transition until the proper foundation has been laid. If you have this meeting without developing an adequate plan, the likelihood for success diminishes. In later chapters, we will talk about how to get both the new hire and veteran team members on board. 

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The Age Discrimination in Employment Act of 1967 protects against employment discrimination based on age. However, aging Americans who remain in the work force, either by choice or necessity, must be prepared to deal with a number of work-related issues. The civil engineering organizations that employ them need to be aware of the difficulties faced by seasoned veterans who have contributed many years of service to the profession. 

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