It’s morning in the premises of the IT company Microsoft Norway Lysaker.
In one of the meeting rooms, midsize screens, game consoles and tablets have CEO Michael Jacobs (47) settled on a puff beside his mentor:
The 19 years younger trainee Magnus Svor Stølsvatnet Small (28).
The scheme is part of a pilot project that will give Microsoft a better insight into how the generations who grew up with the internet works and how they can help to change the industry forward.
Once a month they meet to talk about various plans, where Lie give feedback and advice to the Director.
– I’ve never been a mentor for anyone before, so I’ve spent a lot of time to read up on it, says Small.
Changed leader collection
The suggestions his has already affected the decisions of Director Jacobs, despite that the mentor scheme is an intro phase.
Recently, the entire contents of Microsoft’s management workshop changed.
– I got so much insight into things that we ought to discuss, so we changed the agenda at management collection, says Jacobs.
For him sessions important for change management company is about to go into: hitting consumers in mind.
– We are testing different solutions to Magnus before we put plans into practice. When we get feedback on how we can be relevant, unique and attractive for our customers, and he can make suggestions for changes and improvements. It is very useful. When something first release, then it’s done, says Jacobs.
– Is not it difficult to provide honest and perhaps critical comments to the boss?
– I think you have to drop you a little loose. You know, if I’m not open and honest will not give any value, says Small.
Young stands out
There was HR Director Kristin Ruud Microsoft which connected Small and Jacobs together. She believes Generation Y, which Lie is a part, differs from previous generations.
– They have grown up with technological solutions and are not as concerned with what is inside your computer, rather how they can use it and what it means for them, says Ruud.
She also believes Y is more concerned cooperation and networks, while they have other perspectives.
– “All” should try
Currently, there are only a few departments at Microsoft that are included in the pilot project.
Jacobs thinks “all” businesses in the country should try.
– The whole idea is based on how Generation Y enters and experience everyday. Bringing young in is important because sooner or later you get them into the business anyway, he said.
By acquiring knowledge about what is important for the young at the starting line in his career, believes Jacobs it becomes easier to accept them in leadership positions when the time is right.
– How do I adapted the organization to the generation to come in? How do I get maximized effort and effect of what they do? There I find out by getting the different visions on a case-lit, and I have counseled many internally to work on similar ways, says Jacobs.
– Not again
Scientist Arne Bygdås Centre for welfare and working research on Oslo and Akershus University College of Applied Sciences believes the opposite mentor scheme is interesting, but not new.
– In principle it is not completely unknown, it is among other very popular in China, he said.
Bygdås mean train the great advantage is that they may experience across organizations, and thus get a good insight into the company they work for – in a relatively short time.
– It is of course a strength when management should get input.
Fresh eyes
Because young trainees are unfamiliar with the culture and the “sat” mindset in a workplace, they are able to see solutions and ideas with a different view and different conditions than other employees.
– It provides perhaps greater freedom to dare and come with other and creative input, scientist think.
He believes it is important for idea development that mentor scheme takes regularly over a period of time.
– An idea evolves over time. To be allowed to be taken on the whole process and contribute concretely, I think is a strength.
For the scheme to work, think Bygdås also it is important to have a bidirectional arrangement.
– The trainees should receive feedback on how their suggestions and input they provide are considered and accepted by the company. It’s boring if you do not hear or see anything more to the suggestion that you might have spent much time, believes Bygdås.
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