Cee cls employee engagement and productivity mgw 27 feb2013, kl, malaysia

© 2013 Centre for Executive Education Pte Ltdwww.ipma.com.sg

MasterClass on Sustaining Employee Engagement and

Productivity of a Multigenerational Workforce

Prof Sattar BawanyCEO, Centre for Executive EducationStrategic Advisor, IPMA Asia PacificManaging Director, EDA Asia Pacific

27 February 2013 Grand Dorsett Subang, Malaysia

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© 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg

Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You A Tiger Or Deer?

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Knowing Yourself

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The S.C.O.P.E. Approach

S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN TO IMPLEMENT

NJOY OURSELVES


Introduction & Objectives

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The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA).

IPMA is a global ‘not-for-profit’ (NPO) members organisation improving managerial performance and effectiveness in all areas of business, industry and public administratio

CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people.

CEE is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance

Corporate Learning Solutions (CLS) is an Approved Training Provider of IPMA and CEE Affiliate Partner in Malaysia. CLS focuses on sourcing the best Malaysian and global trainers, consultants and speakers to support companies and institutions to stay at the cutting edge of knowledge and execution.

Who We Are

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CEO, The Centre for Executive Education Strategic Advisor, IPMA Asia Pacific Managing Director & C-Suite Coach with EDA Asia Pacific Co-Chair of the Human Capital Committee of the American Chamber of

Commerce in Singapore (AmCham Singapore). Member of Frontier Strategy Group’s Expert Advisory Network (EAN) for

Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.

Over 25 years’ international business management in executive coaching, facilitation, leadership development and training

Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses

Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp

About Your Masterclass Facilitator

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Workshop ObjectivesThis Masterclass will provide you with a foundation of knowledge that will enable you to: Better Understand the factors and historical period

experiences that shape each generation Develop more effective communication and influencing

strategies for each generation of employees Enhance their understanding of the workforce realities

created by five generations in the workplace, including the potential points of conflict between each generation

Learn the best practices required to lead and engage the multigenerational employees towards increasing productivity and achieve business outcomes


Demystifying Employee Engagement and

Productivity

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What Engagement is … and is not

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Everybody wants to have an engaged workforce because it can forge a path to competitive advantage.

Yet ask five different people to define engagement andyou’ll likely get five different answers ….

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Group Exercise1) _____ % of your employees that are good responsible

people?2) _____ % of their brain power that is used at work?3) _____ % of their human potential that is used at work?4) _____ % of your time that is spent assisting top

performers?5) _____ Average number of hours of non-productive time

per day for each employee, (not including scheduled breaks).6) If an employee saw another staff person being called into the

boss’ office, what would they assume is going on?7) If an employee saw another staff person being called into the

HR office, what would they assume is going on?

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What is Employee Engagement?

It is all about alignment.

CEE Definition

en●gage●ment (in gājd/ měnt)“an individual’s heightened emotional and intellectual connection and focused energy, evident to others in the display of personal initiative, additional discretionary effort to his or her work as well as effort and persistence directed toward achieving the organizational goals.”

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Source: The Chartered Institute of Personnel and Development (CIPD) Report on “Creating an engaged workforce” hhttp://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx

1. Employers want employees who will do their best work or ‘go the extra mile’. Employees want jobs that are worthwhile and that inspire them. More and more organisations are looking for a win-win solution that meets their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce.

2. So what is employee engagement? It can be seen as a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract.

Demystifying Employee Engagement

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SaySay

StayStay

StriveStrive

EngagementEngagement

Source: Hewitt Associates Best Employers Study: http://was2.hewitt.com/bestemployers/canada/pages/driving_engagement.htm

Demystifying Employee Engagement

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Engaged employees behave:

Persistence at difficult tasks

Helping others Taking Initiative Going beyond

expectations And so forthSatisfied employees

behave: Low absenteeism Low turnover Low substance abuse

Is Satisfaction the Same as Engagement?Behaviors

Engaged employees are satisfied too… And demonstrate satisfaction behaviors as well as engagement behaviors

Why Should We Care?

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Employee Engagement Groups

30% 55% 15%Engaged Not Engaged Actively Disengaged

These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for at least a year.

These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave.

These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues.

Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve Crabtree, Gallup Management Journal Article, June 2004

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Alignment – knowing what to do Engagement – wanting to do it

Employee Engagement and Alignment

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Engaging Managers performs the following tasks:

Managers focus on their people

(Adapt Leadership and Communication Styles to each

Generation of Employees)

Managers treat their people as individuals (Understand the Psyche of

Multigenerational Employees)

Managers who coach their people (Maximise the Potential

and Meet the Aspirations of Employees)

Role of Managers

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Measuring EngagementThe shadow side of scores

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Engagement happens when people feel safe to take action on their own initiative

People feel safe when they trust their environment People trust their environment when they feel fairly

treated by it

The key is to create a culture of trust in organizations

Case Study: Building Engagement@

Fairness Trust Feel Safe Engaged

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Lessons Learnt on Employee Engagement

1) Employee Engagement is critical to the success of your business.

2) Employee Engagement is a critical measure of person-organization alignment

3) Bringing out the best in each employee and appreciating employee efforts will help keep employees engaged.

4) Find out what your employees want most from you, and be creative in giving employees what they need.

5) Engagement must be based on strong diagnostics and executed with a focused, creative strategy designed to prove the impact on business results

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Lessons Learnt on Employee Engagement6) Engaged employees share a common set of attitudes and

beliefs which, taken together, reflect a vital aspect of organizational health

7) Increasing your level of employee engagement will ensure the long-term success of your business.

8) Employees must know specifically what they can do on their individual jobs each and every day to truly make a measurable difference in bottom line results

9) Employee engagement has dropped significantly in the recent years due to the economic downturn, resulting layoffs, and other cost-cutting measures.

10) Strong leadership “engages employees” in tough economic situations and pulls the firm through faster


The New Realities of Multigenerational Workplace

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Multi-Generational Workplace: Danger or Opportunity?

Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our

organization.

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Shifting Demographics By 2017, workers in the US, Canada, France, Germany, Japan,

Singapore., Italy and the U.K. aged 50 and over will make up more than 40% of the workforce (AARP Profit from Experience, 2007) and will be poised to retire in large numbers within the next ten years.

Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003).

In light of this predicted labor and skills shortage, it is imperative for forward-thinking companies to focus on retaining older workers and increasing their ability to recruit and engage younger workers.

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Most employees are:Working in multi-generational teamsView that multi-generational teams improve organizational performance

No Authoritative Published Data for Malaysia.Key findings from survey commissioned by TAFEP:

Together, Gen X and Gen Y make up 60% of the workforceMeans that 40% of the workforce is over 45 years of age

Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg

Present Day Workforce

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Here’s the deal…

Knowing what era people grew up in helps predict their attitudes, characteristics and behaviors.

Stephen Covey reminds us that strength lies in differences, not similarities.

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Traditionalists Baby Boomers Gen X Gen YCareer Goals

Legacy Stellar Career Portable Career Parallel Careers

Rewards Satisfaction of a Job Well Done

Money, Title, Recognition, Corner Office

Freedom Is The Ultimate Reward

Work That Has Meaning

Work-Life Balance

Support in shifting the balance

Help me balance everyone else and find meaning in myself

Give me balance NOW! Not when I’m 65

Work isn’t everything. Flexibility to balance my other activities

Job Changing

Carries a stigma

Puts you behind Is Necessary Is Expected

Training I learned the hard way, you can too!

Train them too much and they’ll leave

The more they learn, the more they’ll stay

Continuous learning is a way of life

Source: Lynne C. Lancaster and David Stallman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002.

Overview of Generational Differences

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Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore

Multigenerational Work PerspectivesGeneration Years Born Work Perspectives

Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the samecompany their entire career.

Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at theoffice. Women enter the workforce in large numbers.

Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define theirlives. Dual-earner couples become the norm.

Gen Yers (Millennials) 1981 - 1994 “Work my way” - Devoted to their own careers, not totheir companies. Desire meaningful work.

Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in thework environment are tied to their youth andinexperience. Desire for change, stimulation, learningand promotion that will conflict with traditionalorganisational hierarchies.

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Source: The Straits Times, 8 April 2010

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Group ExerciseGenerational Themes

List five social events/trends from the first 20 years of your life.

In small groups, discuss the following: How do you think these events shape your thinking and behavior,

especially at work?

With which generation do you experience the most conflict? Why?

What is the most important thing for other generations to know about your generation?

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Baby Boomers are retiring at the rate of one every eight seconds

The vast majority of organizational leaders are Baby Boomers with the most typical age being 58 years old.

There are 11% fewer Gen Xersthan Baby Boomers

Generation Y (twenty-five and under) will not be management/leadership material for years to come

EDA Research: The New Realities

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Changing Demographics Increasing numbers of Gen Y entering the workforce. Baby Boomers & Traditionalists are continuing to work for longer

tenures or are Re-engaged into the workforce. Alliance for Fair Employment Practices (TAFEP), 2010:

Gen X and Gen Y make up 60% of the Singapore workforce. Means that 40% of the Singapore workforce is over 45 years of

age. Multi-generational teams improve organizational

effectiveness and performance.Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential% 20of%20Singapore's%20Multi-Generational%20Workforce.pdf

Generational Diversity in Today’s Workforce

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More flexible in changing demographics

Broader insight into your customer base

Wider pool of Talent

Diverse perspectives leading to stronger decision-making

Greater innovation and creativity

Meet the needs of diverse stakeholders

Multigenerational workplaces can be a source of positive challenge,opportunity, and significant growth if managed effectively.

Benefits of Multigenerational Teams

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Source: http://www.youtube.com/watch?v=rDAdaaupMno


Leading and Engaging a Multigenerational Workforce

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How Does the Multi-Generational Workforce Impact Employers?HR professionals can play a strategic role by partnering with their Business Leaders in meeting the needs of their employees.

Are there specific business units that have a higher percentage of baby boomers set to retire in the next 10 years?

What are some possible flexible work options that will simultaneously attract all generations while encouraging Traditionalists and Boomers to remain employed and play key roles in knowledge transfer, leadership development, and mentoring of younger workers?

How can Human Resources professionals coach managers to maximize the performance of each generation?

What specific tactics are HR professionals using to attract the ‘best and brightest’ of the Gen Y employees that might differ from strategies used for other generations?

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Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, Published by GMP & Temasek Polytechnic, 2009

Leadership Characteristics That Gen Y-ers Want Their Leaders To Demonstrate

Leadership Characteristics That Managers From The Other Generations Believe In Demonstrating To Gen Y-ers

1. Caring (54%) 1. Competent (54%)

2. Inspiring (45%) 2. Honest (32%)

3. Competent (44%) 3. Forward-looking (31%)*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf

Leading Gen Y Employees

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Top Factors That Motivate Gen Y To Stay In Organizations

Retention Strategies Most Utilized By Organizations

1. Opportunities for Career Advancement (63%)

1. Opportunities for Career Advancement (43%)

2. Good Work-Life Harmony (41%) 2. Emphasis on Learning & Development (37%)

3. Good Relationships (40%) 3. Good Compensation (24%)

*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

Engaging Gen Y Employees

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Calculate Your Current (and Future)Investment in Gen Y:

How many Gen Y employees does yourorganisation currently have?

What is the average compensation forGen Y employee at your organisation?

Multiply the number of Gen Y employees xYour average compensation.

Can be seen as the risk your organisationtakes in assuming Gen Y will meet youremployment needs.

The better managed this investment, thelower the risk and the better return for allinvolved.

Exercise: Managing the ROI on Gen Y?

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Bringing a New Type of Language to the Workplace Your gf is getto lol

Rofl nah she’s cool

Lol coolies ttyl gtg pos

Your girlfriend is lower class laugh out loud

Rolling on the floor…

Laugh out loud, stay cool, talk to you later, got to go, parents over (my) shoulder

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Generation Z: The digital natives

Students today are all “native speakers” of

the digital language of computers, video games,

instantaneous communication, and the

Internet.

Students today are all “native speakers” of

the digital language of computers, video games,

instantaneous communication, and the

Internet.

Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)

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The Linkster Generation (those born after 1995) is the onejust entering the workforce now. Like any other generation,it brings its own mindset into the workforce.

Linksters primarily work part-time while attending school. They are called Linksters because no other generation has

ever been so linked to each other and to the world throughtechnology. Their struggles in the work environment aretied to their youth and inexperience.

They are complete digital natives and cannot functionwithout communicating through social media.

Desire for change, stimulation, learning and promotion thatwill conflict with traditional organisational hierarchies.

Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.

Gen Z or The Linksters

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Get them into a routine that they can master. Generation Z will be unlike Baby Boomers, who are often

loyal to a firm. They don’t expect jobs for life and will moveonto the next job, similar to Generation Y.

Managers of Generation Z employees will have to beprepared to give regular feedback that tells them they aremaking a difference to the organisation

Development and work/life balance are more important thanfinancial reward, with both Gen Y & Z being committed totheir own personal learning and development.

Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012http://www.i-l-m.com/edge/managing_generation_Z.aspx

Managing Gen Z

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How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”.

Why should your Talent remain with your Organisation and as your Follower?

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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek

References: http://www.startwithwhy.com/http://www.youtube.com/watch?v=qp0HIF3SfI4http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Video on Engaging Your Gen Y & Z

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Source: http://www.youtube.com/watch?v=fVHnug8H1MM

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• Profitability/ROI• Cost Optimisation• Employee Turnover /

Retention

• Employee Satisfaction• Employee Loyalty

• Policy on CSR, Sabbatical• Rewards and Flexibility• Culture, Espirit De Corps

• EQ Level & EI Competencies• Servant Leadership/Level 5• Leadership Styles

Organisational Results

Talent Engagement

Organisational Climate

Leadership Effectiveness

Customer Loyalty• Customer Satisfaction• Service Value/

Relationship

Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

Engaging Your Multi-Gen Talent


Multigenerational Conflicts

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Multi-Generational Conflict: Striving for Collaboration Nearly 60 percent of HR managers at large companies

say they have observed office conflicts that flow from generational differences, according to the Society for Human Resource Management. Tensions typically stem from perceptions of loyalty and respect.

“Even though the generations are different, it does not necessarily mean they hold divisive values and attitudes that will affect their ability to work well together” (Giancola, 2006). Organizations are reaping the benefits of the diversity provided by workers of different generations collaborating effectively and learning from one another.

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Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):

Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y – those aged 29 and below.

Conversely, Gen Y employees have fewer difficulties working with older colleagues

Organisations should be sensitive towards (inter-generational issues) as the workforce becomes increasingly diverse

Source: myPaper, 8 April 2010

Intergenerational Conflict

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Traditionalists(Born before 1946)

Baby Boomers(Born 1946-1964)

Gen X(Born 1965-1980)

Gen Y(Born after 1980)

PotentialChallenges

• Reluctant to buck the system and speak up when they disagree

• Uncomfortable with conflict

• Uncomfortable with conflict

• Sometimes put process ahead of results

• Skeptical• Distrust authority• May not be

attracted to leadership positions

• View changing jobs as a natural process

• Likes to instill a sense of play and fun in the work

Perception • Despise workers who appear to jump ladder rungs without ‘paying their dues’

• Might not be as conscious to issues on cross culture

• Might believe that employees who fail to put in ‘extra time’ lack commitment, focus and loyalty

• Might not recognize the off-site contribution of employees

• Need to be reminded to delegate tasks and responsibilities

• Multi-tasking abilities can be construed as rude

Communication • Feedback is not necessary, but they want to know that they have made a difference

• Documented feedback on a yearly basis is sufficient

• Frequent, honest feedback to know they are on the right track

• Immediate feedback that tells them what they are doing right or wrong

Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.

Potential Workplace Conflicts

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Multigenerational Communication

Keeping these generational differences in mind can make dealing with co-workers, less of a challenge.

Remember to discard biases and preconceived notions and enjoy the generational differences

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1. Look at the generational factor2. Air different generations' perceptions 3. Find a generationally appropriate fix4. Find commonality and complements5. Learn from each other

Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/

Tips on Resolving Intergenerational Conflict


Resolving Multigenerational Conflicts with

Emotional Intelligence

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Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.

“The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.”

- Katherine Spencer Lee

Emotional Intelligence (EI) & EQ

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“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence

In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.

1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately3 = Disagree Slightly 6 = Agree Very Much

Emotional Intelligence: Self Assessment

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“The capacity for recognising our own feelings

and those of others, for motivating ourselves, for

managing emotions well in ourselves and in our

relationships.”

Emotional Intelligence Quotient (EQ)

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

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Goleman’s EI Model

Daniel Goldman, Leadership That Gets Results. Harvard Business Review. March-April 2000

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Harvard Video on Social Intelligence

Source: http://www.youtube.com/watch?v=7Qv0o1oh9f4

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Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ.

Group Exercise: EI Mini Quiz

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Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.

B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

C. Nothing, it's not a good idea to embarrass colleagues in public.

D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

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Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics

Answer for Scenario 1 - The credit stealing colleague:The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive.

A. 0 Points – Immediately and publicly confront the colleague over theownership of your work.

B. 5 Points – After the meeting, take the colleague aside and tell her thatyou would appreciate in the future that she credits you when speakingabout your work.

C. 0 Points – Nothing, it's not a good idea to embarrass colleagues inpublic.

D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

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Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do?

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. Suggest to the person telling the joke he go through a diversity training program.

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The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.

A. 0 Points – Ignore it - the best way to deal with these things is not toreact.

B. 5 Points – Call the person into your office and explain that theirbehavior is inappropriate and is grounds for disciplinary action ifrepeated.

C. 10 Points – Speak up on the spot, saying that such jokes areinappropriate and will not be tolerated in your organization.

D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.

Answer for Scenario 2 - The Racist Joke:

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Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do?

A. Accept that he "does not have what it take to succeed around here"and find others in your team to take on his tasks.

B. Get an HR manager to talk to him about where he sees his future inthe organization.

C. Purposely give him lots of complex decisions to make so that he willbecome more confident in the role.

D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.

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The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence.

A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks

B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization

C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role

D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring)

Answer for Scenario 3 - The indecisive Baby Boomer Employee:

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Communicate is key to inspire Commitment “Opportunities for Career Advancement” and “Good

Relationships” are key factors that motivate Gen Y-ers to remain in organisations.

• Engage Gen Y through Coaching and develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans.

• Encourage constant feedback and show recognition for Y-er’s work contribution

• Team Work ‘Y’ & Linksters (Gen Z) Style: Encourage staff gatherings, social events and ‘mixers’ with workmates

Recommendations

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Employee Engagement StrategyBest Practices

35 hr work weekNo monitoring of sick daysSubsidized day careOn-Site medical care (& other onsite amenities…)

Talent is AgelessRetaining trained, experienced mature workers leads to increase retention rates among older workersOlder Employees increased from 7% (1990s) to 17% (2007)

Passion Never RetiresMedical & dental benefits for part time employees working 10+ hours/week

Consumer Value Stores (CVS)

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What Else?Use the Platinum Rule rather than the Golden Rule:

“Do unto others as they would have you do unto them” or translated, treat them like they want to be treated, keeping their values in mind.

Treat all with respect. Desire for respect is a common factor with all generations.

Think about your reward system(s).Make sure that the rewards you offer are of value to the generation / person that you wish to reward.

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• Each generation brings to the table different approaches to- Work, Interaction, and how they view business strategies

• The end result is a greater diversity and variety of opinions,creativity and talent

• When managed effectively, a multigenerational team canadd tremendous value to your organization

• However, as employees in the various age groups may notnaturally interact with each other, leaders may need toadopt different leadership styles and make a concertedeffort to facilitate collaboration and reduce bias

Summary

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Conclusion: Strategic Tips Build team spirit by talking about the

generational issues to depersonalize the conflict that arises due to the differences.

Recognize and celebrate the differences. Over communicate. Seek to understand

and only then to be understood. Engage through Managerial Coaching Encourage constant feedback and show

recognition for Y-er’s & Z-er’s contribution “Opportunities for Career Advancement”

and “Good Relationships” are key factors Learn to use technology – it is here to

stay!

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Specific Goal

Measurement When I achieve this goal, I will know I am successful because:

Other people will notice the following difference(s):

Actions What action will I take? What will I do differently?

Reality Check Is this goal achievable?

Why is this goal important?”

What resource(s) do I need? Funding? Support?

Timeline When will I start?

When do I expect to meet my goal?

Creating a SMART Development Plan

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http://www.youtube.com/watch?v=03o1JZ7c7gI

Video: Leading Multigenerational Team

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If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts

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Prof Sattar BawanyCEO, Centre for Executive Education &

Strategic Advisor, IPMA Asia Pacific Email: [email protected]: www.linkedin.com/in/bawanyFacebook: www.facebook.com/ipma.singaporeTwitter: www.twitter.com/sattarbawanySkype: sattar.bawany

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