When formulating and communicating such policies, the key lies in balancing the feelings of different groups, emphasizing the overall goals of the company's development, and communicating the fairness and necessity of policies through clear communication. The following is the explanatory framework and specific recommendations designed for this policy： --- ###**1. Core communication principles** 1. **Avoid age opposition**: Emphasize “potential and contribution” rather than “age” to avoid age discrimination disputes, such as replacing “old employees” and “young employees” with “talents of different career stages.” 2. **Focus on the company's future**: Link policies to the company's long-term strategy, such as business transformation, innovation needs, or talent structure optimization. 3. **Provide alternative solutions**: Plan other development paths for the affected old employees to reflect the company's continuous recognition of their value. --- ###**2. Specific communication strategies** #### **1. Policy background and objectives** -**Framework example**： “In order to adapt to the rapid changes in the industry, the company needs to build a more dynamic talent echelon to ensure that employees of different career stages can maximize their value in suitable positions. This year's performance appraisal will optimize the promotion mechanism, not only focusing on the inheritance of experience of senior employees, but also providing high-potential talents with more opportunities to undertake challenging tasks, thereby promoting the sustainable development of the company. ” -**Key points**： -Changes in the industry environment (such as technological iteration and market competition) have forced the upgrading of the talent structure. -The adjustment of promotion opportunities is a business need, not a denial of any group. #### **2. Comfort and motivation for old employees** -**Specific measures**： -**Horizontal development channel**: Open up the roles of cross-departmental projects, expert posts, management trainers, etc., allowing senior employees to obtain rank/salary promotion through team-leading, internal teaching, etc. -**Special recognition plan**: Set up “Senior contribution award”“ "mentorship bonus", etc., in recognition of its experience inheritance. -**Personalized career planning**: HR communicates one-on-one with old employees to formulate a path for deep technical cultivation or management empowerment. -**Communication skills**： “We know that senior colleagues are a valuable asset to the company. In the future, the company will transform your experience into greater influence by expanding the ranks of expert posts and adding project mentor allowances. Promotion is not the only growth path, we look forward to exploring more diverse career possibilities with you. ” #### **3. Expectation management for young employees** -**Avoid misunderstandings as “lying down to win”**： "Promotion opportunities are tilted towards high-potential talents, but all promotions are still based on performance and competence as the only criteria. The company will provide young colleagues with more training, rotation and project combat opportunities to help them quickly meet the promotion requirements. ” #### **4. Legal and ethical risk aversion** -**Tacit age-neutral expression**： Replace “young employees” with “employees within 3 years of entry” or “high-potential echelon talents”, and express “old employees” as “senior echelon” or “expert talents”, avoiding the direct use of age labels. -**Data support**： Cite internal research data (such as “80% of the high-potential talent pool are employees within 5 years of entry”) or industry reports to justify the policy. --- ###**3. Communication form and rhythm** 1. **Communicate in stages**： -**The first stage**: The internal meetings of senior executives uniformly interpret the caliber to ensure that the management understands the original intention of the policy. -**The second stage**: The person in charge of the department communicates through a team meeting, combined with the department's case description (such as “the future A project will be led by a young backbone, but senior experts are required as consultants”). -**The third stage**: Full staff email + FREQUENTLY asked questions document, clarify policy details and feedback channels. 2. **Feedback mechanism**： -Anonymous questionnaires collect concerns, and HRBP answers targeted questions and answers. -Open the "Promotion mechanism Optimization suggestion box” and continue to iterate the policy. --- ###**4. Response plan for possible doubts** -**Question 1**: “Is this a layoff in disguise? ” -Response: “The policy does not involve any layoff plans. On the contrary, it will broaden career options through the addition of expert posts and project posts. The company's recruitment plan will still be expanded by 20% in 2024, and outstanding talents are welcome to be recommended. ” -**Question 2**: “If you have deep qualifications, you will suffer, which is unfair! ” -Response: “Promotion criteria are always based on performance and ability. The adjustment is the distribution of opportunities, not the lowering of standards. For example, the post of sales director still requires more than 5 years of experience, but the selection of the director reserve team will give priority to the top 10% of employees who have performed in the past 3 years. ” --- ###**Five, summary** By binding policies to strategies, weakening age labels, and providing alternative growth paths, companies can not only convey the expectations of young employees, but also reduce the resistance of old employees. The key is to make all employees feel that the essence of the policy is to expand the overall promotion pool (such as adding more grassroots management positions), not a zero-sum game. In the end, the win-win situation of “senior employees add value and the new generation grows rapidly” will be realized.