What can i say fading away

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Usage explanations of natural written and spoken English. Grammar Thesaurus. Word Lists. Choose your language. Phrasal verb. My word lists. Tell us about this example sentence:. The word in the example sentence does not match the entry word. When the two types of positioning coincided in the present case, it resulted in older workers' talent either being denied or going unnoticed. This occurred when management's here consisting of managers, employers and HR representatives negative valuation of older employees' talent related to electrification, digital technology and new products was internalized through the older employees' positioning of their talent.

Both the management and the older workers depicted the talent of older workers as dated and about to becoming obsolete. This perception was conveyed through the managers' attitude to knowledge transfer — in many cases seen as unnecessary and undesirable — and in the older workers' reference to their own competence as dated.

Further contributing to the absence of positioning of older workers' talent was the TM strategy's focus on attracting young workers with technology-heavy skills. The interviews with HR personnel and managers on perceptions of talent and TM practices reflected the overall business case description. The most frequently occurring description of how to work with TM was to recruit young people who are well-educated in the area of electrification and new technology.

Some managers expressed reservations about this strategy and its consequences. We have different opinions, my colleague wants younger people but not my view, I think we will miss a lot of talent.

Manager a. One manager brought up difficulties associated with the strategy to phase out older workers to make room for younger employees. Giving people older people than 63 retirement packages have been common in some periods.

But it hasn't happened lately, latest 5—6 years. The drawback for the manager is that you cannot replace the person when there is cost-cutting. You need to leave some position. So, it's hard for the manager if people say yes to this package. Manager c. Older workers' susceptibility to new knowledge came into question in the following quote by a member of the HR staff. Everyone is not open to receiving knowledge.

Many of the older workers don't see the context, don't feel that they have time, the goals are tight and you have to deliver. The challenges raised by rapidly changing conditions were emphasized in the narrative on the business case approach of the company. The perception of and approach to change was also described by HR personnel and managers as influencing the way that the company was working with TM and what practices were used in order to reach the company's goals to be a world leading company that drives change.

The talent shift narrative was a frequently used depiction of the TM strategy in use. Narrations on valuable talent, knowledge retention and older workers related to the introduction of new technology and electrification of the company's products. Some interviewees mentioned that knowledge within certain areas, particularly those that involved the use of new technology, became redundant quickly and therefore was not possible or even suitable to pass on from newer to older members of staff.

In work areas where you are working with new technique, there is no knowledge to retain or transfer since you are working with new stuff all the time. But on the other hand, it is always good to know how an organization is organized, that there are manuals for it, and why you do things in certain ways.

The focus on electrification and new technology in the talent concept contributed to knowledge transfer not necessarily being seen as desirable. Sometimes we do not want knowledge transfer since the knowledge is too old. The very need for knowledge transfer was hence in some cases questioned with reference to the short life cycles of relevant talent. To be honest, I do not think we need much knowledge retention since there is soo many new things that happen all the time. Employee d. While the older workers generally valued and positioned their own knowledge and contribution to the organization, they adopted a more negative view of themselves when the knowledge was related to new technology and new products.

The older workers in their self-positioning then appeared to have internalized a view of their talent that they perceived their management to hold. Resulting from this internalization was a devaluation of the older workers' talent articulated by both management and the older workers themselves. The attributed positioning and the self-positioning of talent hence reinforced one another. In concordance with the negative views articulated by managers, older workers described, or thought of themselves as being perceived, as carriers of talent about to expire.

We are good in building and constructing good products, but in 10 years will anyone have one? Maybe not. All of us want to have a clean and quiet product, not the product we have today, I think.

So, at some point there will be a shift and all these engineers won't be needed. That is my own reflection. The perception of not being seen as a valuable resource was reinforced by a member of HR, who depicted the interest in having older workers stay in the workplace for longer as motivated in large part by changes in demographics and legislation.

There is a large interest, not at least in manufacturing units, to find solutions due to the changes in the legislation, to the view on retirement age and to the demands to keep people longer in work life. That's the background to our age management project. The concurrent attributive positioning and self-positioning were manifested in older workers internalizing the same perception of their own talent as they believed their management to have.

Hence, congruence between attributed and self-positioning was reached. The status attribution depicted by Cohen and Zhou was expressed in older age comprising a negative status characteristic. The strength of its value became apparent through the aim of retaining older workers in the organization being described as a function of pressing circumstances rather than in relation to older workers' talent. Retaining older workers was justified not by any qualitative characteristics but by older workers' quantity and availability in times of talent shortage.

The interview statements suggested that valuation of employees corresponded with the perceived ability to promote, embody and understand certain products. In this process, younger workers' talent appeared to be associated with new products and older workers' talent, to a greater extent, with older products that were about to be discontinued.

Consequently, older workers were gradually phased out through an aged-based division, where older workers are put to work on the company's older products. I think the skill shift matches, they are a bit older who work with the old products. The department now with electrification was started in It's not an old department.

It was then 3 groups. Now 3 years later it's 3 sections with 4 groups each. It has grown from 3 to 12 in 3 years. Several statements revealed a perception of older workers as an obstacle rather than an asset.

The quotes questioning the concept and practice of knowledge transfer could all be said to demonstrate a positioning of older workers' talent as denied and refused. The interview statements compiled under this heading illustrated the principles of Cohen and Zhou When digital technology became a highlighted part of the talent concept, age was activated as a status characteristic that affected the valuation of employers.

The notion of rising age comprising a negative status characteristic was articulated in the disconnection between the business case and talent associated with older workers. As older workers' talent remained disconnected from the business case, it became peripheral and invisible.

In other cases, the self-positioning and the attributed positioning did not coincide. This was the case, for example, when older workers highlighted the value of their own talent and contribution to the organization, while managers actively opposed the transfer of knowledge from older to younger employees with reference to the short life cycles of talent pertaining to new technology.

Talent related to digitalization and electrification was given preference in knowledge transfer processes quickly becoming obsolete. At the same time, older workers' talent within this field was viewed as quickly becoming obsolete and hence not important to transfer.

The talent of older employees was hence rejected through the positioning acts within the very areas that the TM practices were focusing on. One result of the discrepancy between self-assessment and perceived attributed assessment or absence thereof was disappointment and resignation among the older employees.

Several older employees described a declining commitment and interest in knowledge transfer in tandem with the perceived lack of interest from management in securing their talent within the organization. Resisting the attributed devaluation apparent in managers' attitudes toward knowledge transfer, the older workers themselves valued their talent and what they brought to the organizational table. Several older workers expressed a positive self-image regarding their talent, revealing a gap between attribution and self-positioning for the older workers.

I have the experience, I know what to do, I know how to think and so on. I think I'm quite alone about that. Would something happen after I've retired, then I would be able to come back to work and go alongside the new, younger so to speak, that has taken over, to support and help.

Employee c. Several statements revolved around possessing unique knowledge that stacked up well against other workers' talent. I have collected knowledge and experience during all the years I have worked in the organization not related to a particular job.

I have wider range of experience than the others. Employee f. Longstanding experience was frequently identified as the foundation for the talent the older workers perceived themselves as having. This also reflected aspect in their self-perceived type of talent — intangible qualities not easily grasped — that the workers argued made it difficult to readily transfer to successors.

My talent is built on many years in the organization and my way-of-thinking. It is very hard to transfer and is depending in finding another person that thinks in the same way.

It is very much depending what you are interested in. Employee b. Devaluation related to management's lack of initiating TM practices and processing of knowledge transfer was brought up in various ways in the interviews. Feelings of one's talent going unrecognized in some cases related to the way retirement processes were handled by management.

Practical matters rather than the loss of talent brought about by someone's retirement being emphasized were mentioned as an example of this by one interviewee. My manager emphasizes the importance of handing over my accesses and keys but no one takes care of my knowledge.

There has been plenty of time to prepare for my retirement. Manager e. A depicted response to the experienced absence of initiative on behalf of management was resignation. The older workers, who described their experience-based talent as valuable, were left disheartened by managements' lack of active interest in maintaining their talent within the organization.

Engagement regarding how to retain one's talent within the organization was described by some older workers as declining with the perceived lack of engagement from management. Nevertheless the evening and the night passed away without incident. New Word List Word List. Save This Word! We could talk until we're blue in the face about this quiz on words for the color "blue," but we think you should take the quiz and find out if you're a whiz at these colorful terms.

Origin of fadeaway —10, Americanism ; noun use of verb phrase fade away.