TORRENS UNIVERSITY AUSTRALIA MGT602 - Business Decision

TORRENS UNIVERSITY AUSTRALIA
MGT602 - Business Decision Analytics
Assessment 2: Case Study
Lecturer: Dr. Fleur Fallon
CASE STUDY ON JUNIORIZATION
Alexandra - Daniela Tabolcea( Student No. 00262183T)
Arman F. Carlos (Student No. 00222146T)
Julia Pasik - Maciejewska
Luiz Bispo (Student No. 00260174T)
19 April 2019
I. TABLE OF CONTENTS (by Arman)

II. EXECUTIVE SUMMARY
The paper shows that juniorization strategy though a welcoming proposition in the corporate
scenario but it need to be undertaken to strike a balance regarding diversification of the
employees rather than simply a cost cutting initiative. The corporate attitude towards
juniorization has been limited to a cost cutting measure only but it affects the overall
performance of the company. This is because the junior members need proper guidance in
execution of the jobs and simply giving them a leadership position does not solve the purpose.
They tend to underperform owing to the corporate pressure which ultimately leads to a poor
performance of the overall corporate scenario.
In this context the elements of talent management, learning and development initiatives and
employee engagement need to be considered for training the employees and make them
proficient with the organizational scenario for delivering an expected corporate performance.
The aspect of learning and development initiatives seems to be the most important element as it
provides a proper guidance to the junior team members to approach their task and contemplate
the job purposefully. But the most effective strategy would be the combination of various
elements like talent management, learning and development initiatives and employee
engagement to have a superior level of corporate performance off the junior personnel.

III. INTRODUCTION
The study aims to evaluate the effectiveness of a few decision making tools through the exploration
and analysis of a case - the process of juniorization, in this case. Furthermore, to think about our decision-
making style (rational and intuition) and figure out whether it could be suitable towards the
implementation of the juniorisation process within a company. The focus on this report shall be on how to
develop a strategy that is suitable for staff “juniorization” implementation and that can prevent risks and
be able to overcome challenges. Through data analysis, literature review and evaluation of systems and
methods, it is approached facts about the implementation of the process and recommendations for further
improvement.
A. The Case
In many businesses today, the practice of “juniorization” is being implemented where the older
workers are being swiftly replaced by youngers workers. This diversification in the workplace is causing
fundamental shifts in just every perspective of a business and considering modern phenomenon, it is one
of the greatest evolutions that has taken place in the corporate culture. In other words, juniorization is the
reason that the median age at the organization might be lowering at a staggering pace (Fournier &
Srinivasan, 2018). It is also much more than a way to cut off high salaries.
Juniorization potentially shift wider aspects of organisation functions in extent with corporate
culture, talent management and technology. Due to increase in diversity inside the workplace, the culture

of company is changing rapidly where many corporations are reducing their structure hierarchies to raise
productivity and engagement (Beechler & Woodward, 2009). It is necessary for the leader to leverage
their respective talents with engaging all individuals of team and optimize contribution. Considering
technology, many organisations adopt juniorization as a strategy even in a complex industry. These
organisations are learning that they are not bound to pay senior executive an astounding salary for 15
years of experience and market knowledge if they can seek for the technology that provides access to the
junior colleagues.
On the other hand, there are some disadvantages also in case of juniorization. For instance,
recruiting young people to do the work of experienced people in order to save money simply does not
solve the issue. The organisation may save few dollars at front end but will mostly lose money when they
factor in employee engagement and high turnover that is most common amid junior employees. Along
with this, young employees often bring more drama to the workplace as their leaders mostly do not vetted
properly. Considering diversity, often in organisation, the policies develop in terms of race and gender,
however, it ignores the approach of age diversity. Sometimes an organisation need someone who can pull
them back before they go over the edge and that someone will surely some experienced employee, who
already been on the edge himself before.
In addition, before approaching to juniorization approach, an organisation also need to consider
stability. In other words, before setting the experienced employees out to sea, organisation need to think
upon several aspects. Unlike mature workers, young individuals change their jobs in the same way they
are changing their socks. Sometimes they are true as there are so many opportunities available in the
market like being a kid in the toy store. Hence, mature workers are less inclined to jump shift the moment
a bigger boat comes calling. Hence, this needs to be considered by the organisation before setting mature
workers out to sea.
Although Juniorization may be perceived negatively by some individuals, however, it is
significant for executives (of all ages) to recognise the trend and frame strategies to meet it head-on.
Businesses that are able to embrace the change can easily attain strategic advantage with new
diversification that will directly foster creativity, raise productivity and retaining top talent. It is just
linked with - “Naturalistic decision making”, which is an attempt to understand how humans actually
make decisions in complex real-world settings which include dynamic and changing conditions, time
pressure and experienced decision makers (Klein, 2008).
1. Definition of Junior and Senior Member (Employee)
According to the Oxford Dictionaries (n.d), junior refers to a young individual. Therefore, junior
member is a young individual who belongs to an entity. In addition, the United Nations (n.d) considers
humans between the age of 15 and 24 as young people.
Nonetheless, each nation has its own definition of “junior”. For example, in Australia, a junior is
any person with less than 21 years old (Australian Government Fair Work Ombudsman, n.d).
A senior member, through another perspective, is an older and experienced individual, perhaps
with higher status within entities (Cambridge Dictionary, n.d).
2. Comparison between Junior and Senior Employees