When communicating leaders' decisions about prioritizing the retention of young employees, it is necessary to ensure that the information is clear, avoid misunderstandings, and minimize team conflicts. The following is a step-by-step explanation for reference： --- ### **1. Emphasize strategic goals, not age itself** Avoid direct comparison of age differences, but link decision-making to the company's development direction. For example： > "The core goal of this personnel transfer is to optimize the team structure and ensure the company's competitiveness in the next 3-5 years. Young employees have certain advantages in adaptability, learning speed and technological iteration, which better match the company's current business needs in the transformation stage. " --- ### **2. Combine business needs and reflect objectivity** Explain the value of young employees with specific business scenarios and avoid subjective evaluation： > "At present, the department is promoting digital upgrading and needs to quickly master new tools and agile working methods. The XX projects/training that young colleagues have participated in in recent years (for example) have demonstrated strong technical transformation capabilities, which are highly in line with the key tasks at this stage. " --- ### **3. Recognize the contributions of all employees** Express respect for senior employees and avoid negative associations of "elimination"： > "The company attaches great importance to the contribution of every employee, especially the irreplaceable contribution of experienced and old employees in industry insight and risk control. In the follow-up, we will help everyone adapt to changes through job transfer counseling, skill upgrade training, etc. " --- ### **4. Provide supporting programs to relieve anxiety** Explain the safeguards simultaneously to reflect the humanization of decision-making： > "In response to this adjustment, the company will start： >-**Internal rotation mechanism**: Provide cross-departmental opportunities for willing employees； >-**Mentor program**: Encourage the transfer of experience and transform the advantages of senior employees into team resources； >-**Career planning support**: HR will assist affected employees one-on-one in formulating a development path. " --- ### **5. Guide the future** Turn the focus to the common goals of the team： > "This decision is for the overall business sustainability, and the ultimate goal is to enable all employees to realize their value in more suitable positions. We believe that through resource reorganization, a win-win situation between the team and the company can be achieved. " --- ###**minefields to be avoided** - ❌ Mention of "cost" (such as low wages for young employees), which can easily lead to doubts about the utilitarian nature； - ❌ Compare sensitive labels such as "insufficient innovation ability" to hurt the self-esteem of old employees； -There is no vague standard, and it is necessary to emphasize "ability and job matching" rather than simple age. --- ###**Reference speech template** > "Dear colleagues, this adjustment is based on the comprehensive consideration of current business priorities and job suitability. In the rapid iteration stage, the company needs some positions to focus more on technical foresight and execution efficiency, so it will give priority to retaining members who match this requirement with a high degree. For temporarily affected colleagues, we will fully provide transition support, and your experience and expertise will still be an important asset of the company. Specific personal communication will be completed within this week, and you are welcome to take the initiative to communicate with HR or myself. " --- Through the above methods, it not only conveys the basis for decision-making, but also maintains team cohesion. The key is to make employees feel: **This is a business-driven choice, not a judgment of human value**.