Introduction:
In human resources and organizational management, there persists a common belief that long-serving employees inherently contribute positively to an organization’s success. The assumption is that loyalty and tenure equate to competence and value. However, this notion is not without its flaws. While longevity can bring experience and institutional knowledge, it does not guarantee effectiveness or alignment with the evolving needs of the organization. I am to dissect the fallacy surrounding the idea
that long-serving employees are always beneficial to an organization and explore the nuanced factors that contribute to true organizational success.

Case study: Global Find PMU at UNDP Angola (and many other offices across the globe)
During my tenure at UNDP Angola, I observed a concerning practice where underperforming financial management staff members were recognized for their long tenure with certificates, despite their lack of qualifications and proficiency in financial analysis. Many of these individuals originally held administrative positions and failed to pursue professional development opportunities to advance their skills. As the organization’s financial responsibilities expanded, it became evident that these staff members were ill-equipped to handle complex financial tasks effectively, leading to negative impacts on project outcomes and internal cohesion. Despite their shortcomings, management continued to retain these individuals, prioritizing longevity over competence. This practice not only undermines organizational effectiveness but also perpetuates a culture of mediocrity. It is imperative for organizations to prioritize qualifications and performance when recognizing and retaining employees to ensure sustained success and productivity.

The myth of infallibility:
One of the primary misconceptions surrounding long-serving employees is the notion of their infallibility. It is often assumed that individuals who have remained with an organization for an extended period possess unparalleled expertise and understanding of its operations. However, this assumption overlooks the possibility of stagnation and complacency. Long-serving employees may become entrenched in outdated practices or resistant to change, hindering innovation and growth within the organization. Moreover, prolonged tenure does not necessarily correlate with high performance or adaptability to new challenges.

Mismatched skill sets:
Another pitfall of relying solely on long-serving employees is the risk of a mismatch between their skill sets and the evolving needs of the organization. As industries evolve and technologies advance, new skill sets become essential for maintaining competitiveness. Long-serving employees may lack the expertise or willingness to acquire these new skills, leading to a gap between organizational requirements and individual capabilities. In such cases, organizations may benefit more from recruiting
fresh talent with the relevant skills and perspectives needed to drive innovation and progress.

Resistance to change:
Long-serving employees may develop a sense of ownership and attachment to existing processes and structures, making them resistant to change. While stability can be valuable, an organization’s ability to adapt and respond to market dynamics is equally crucial for long-term success. Employees who are resistant to change can impede progress and inhibit the organization’s agility in responding to emerging challenges or opportunities. Therefore, a diverse workforce comprising both long-serving employees
and new talent can foster a balance between continuity and innovation, enabling the organization to thrive in a dynamic environment.

Diminished diversity:
Over-reliance on long-serving employees can also lead to a lack of diversity within the organization. While experience is undoubtedly valuable, diversity of thought, background, and perspective is equally essential for driving creativity and problem-solving. Long-serving employees may inadvertently perpetuate homogeneity within the organization, limiting the range of ideas and solutions available. By embracing diversity and fostering an inclusive culture that welcomes individuals from various
backgrounds and experiences, organizations can tap into a broader pool of talent and drive innovation more effectively.

The value of renewal:
Contrary to the fallacy of long-serving employees being inherently beneficial, organizations should recognize the importance of renewal and rejuvenation within their workforce. While experience has its merits, it should not come at the expense of adaptability, innovation, and diversity. Embracing a balanced approach that incorporates both long-serving employees and fresh talent enables
organizations to leverage the best of both worlds – the wisdom and institutional knowledge of seasoned employees, combined with the energy, creativity, and new perspectives brought by newcomers.

In conclusion, while long-serving employees undoubtedly bring valuable experience and institutional knowledge to an organization, it is essential to recognize the fallacy of assuming their infallibility or indispensability. A diverse workforce comprising individuals with varying backgrounds, experiences, and tenure levels is key to driving innovation, adaptability, and long-term success. By debunking the myth of long-serving employees as the sole contributors to organizational success, organizations can foster a culture of continuous renewal and evolution, positioning themselves for sustained growth and competitiveness in an ever-changing landscape.