Engaging & Leading A Multi Generation Workforce

1 ตา่ง “Gen” ก็ตา่ง “ใจ” แลว้จะทํางานรว่มกนั...อยา่งไรด?ี? : 5 กรกฎาคม 2556

Engaging & Leading A Multi-Generation Workforce

ตาง “Gen” ก็ตาง “ใจ” แลวจะทาํงานรวมกนั...อยางไรด?ี? 5th July 2013

นภสั ศิริวรางกรู Senior Consultant Engagement & Culture Solution Lead Aon Hewitt Thailand

What are the key issues for Asian Employers and what are the questions they are grappling with ..

1. Fast changing (and becoming increasingly critical) employee demographics- Is the employment deal still relevant

2. Demand and Supply : Talent shortage is “back" at all levels and most functions

3. Managerial skills are in severe shortage Employers want to “empower” managers, but managers don’t feel they are ready and equipped

4. Leaders’ trustworthiness has taken a big dip post 2009

• Do we actually know our employee base as good as our customer base?

• Will our conventional approaches see us through? Are HR functions ‘organized” to handle this? How effective is our talent management process?

• How do equip managers and make them feel confident and truly empowered?

• How do we build trustworthiness in leaders? How do we build capabilities of leaders to “connect” and inspire all levels?

2


From Best Employer Study Thailand 2013, 57% Workers is Gen Y

3

Shifting expectations create different pressures

The present corporate philosophies, practices and people policies will no longer work in attracting, in engaging and in retaining the Gen Y

“The demands and needs are quite different”

Current people practices / compensation & benefits programs were designed for a reality of a very different employee base ie Baby Boomers and Gen X

The performance management systems, pay philosophies, corporate cultures of today have been specifically designed to solve a very different set of needs and problems for a very different workforce

4


• รุนที่เกิดชวงป1946-1964 (ปจจุบนัอายุ 48-66 ป) • รุนหลังสงคราม • เติบโตข้ึนทามกลางการแขงขัน • ประเทศกําลังพัฒนาเขาสูยุคอุตสาหกรรม

ลักษณะ • มุงม่ันในการทาํงานใหประสบผลสําเรจ็เพ่ือใหไดมาซึง่ชือ่เสียง เกียรติยศ

และเงินทอง • ออนไหวมากกับ Feedback • ไมชอบความขัดแยง ไมชอบอะไรมักไมบอก • เชื่อในการทาํงานแบบข้ันตอนกระบวนการ

Baby Boomers : รุนประชากรลนโลก

5

• รุนที่เกิดชวงป1965-1978 (ปจจุบันอายุ 34-47 ป) • เปนยุคที่พอแมผูปกครองทํางานทั้งคู • เห็นความสําคัญของครอบครัวและสัมพันธภาพ • ยุครอยตอระหวาง Analog กับ Digital • เร่ิมรูจัก Computer, Walkman, MTV ลักษณะ • เลือกงานที่ทําแลวมีความสุข ไมยึดถือระเบียบมากเกินไป (มีความยืดหยุน) เช่ือวา

ชีวิตมักมีทางเลือกเสมอ งานไมใชทุกสิ่งทุกอยางของชีวิต • คิดวาเงินเปนเคร่ืองบงบอกถึงความกาวหนาในอาชีพการงาน แตหลาย ๆ คร้ังก็

เลือกที่จะไมรับเงินเดือนเพ่ิม หรือการเล่ือนตําแหนง ถางานนั้นทําใหเวลาพักผอนลดลง หรือไมมีความสุขเทาที่ควร

• มีความยืดหยุนในการปรับตัว • ทักษะเร่ืองคนไมคอยดี • ทํางานเนนผลลัพธ • เนนความสมดุลยของงานกับครอบครัว

Generation X

6


• รุนที่เกิดต้ังแตป 1979–1990 (ปจจุบนัอายุ 22-33 ป) • เปนยุคที่ครอบครวัมีฐานะพอสมควร • เกิดมาพรอมกับมีเทคโนโลยีตาง ๆ รอบตัว เชน โทรศัพทมือถือ, CD, VCR,

VCD, DVD, Internet ลักษณะ • มองโลกและเศรษฐกิจในดานบวก • มีความเชื่อม่ันในตัวเอง และอยากที่จะประสบความสําเรจ็อยางรวดเรว็ • เชื่อวาเงินสําคญัมาก และเงินสามารถซือ้ไดทกุสิ่ง • สภาพแวดลอมการทํางานทีต่รง Lifestyle • มีโอกาสไดพิสูจนตนเอง • อยากประสบความสําเรจ็อยางรวดเรว็

Generation Y หรือ Millennial

7

“Forget what you think you know about your Gen Y employees”

8


#1) They are primarily motivated by pay & benefits

#2) They care too much about work-life balance

#3) They have no organization loyalty

#4) They have unrealistic expectations of career progression

#5) They do not like being told what to do

#6) They have a lower commitment to their work

#7) Too much technology makes them unproductive

Some common perceptions I hear about the Gen Y…

9

Three-fourths of Gen Y would like to have a mentor and 8 out of 10 want regular feedback from their boss.

Three-fourths of Gen Y would like to have a mentor and 8 out of 10 want regular feedback from their boss.

MTV “No Collar Workers” Study

10


9/10 Gen Y want their workplace to be social and fun


9/10 Gen Y want their workplace to be social and fun


11

Half would rather have no job, than a job they hate

MTV “No Collar Workers”

Study

Half would rather have no job, than a job they hate

MTV “No Collar Workers”

Study


What Engages Generation Y?

13

The Engagement Model

3

StriveStriveStayStay

21

SaySay

Consistently speak positively about the organisation to co–

workers, potential employees and most critically, customers (current

and potential)

Have an intense desire to be a member of the

organisation

Exert extra effort and engage in work that

contributes to business success

3

StriveStriveStayStay

21

SaySay

Consistently speak positively about the organisation to co–

workers, potential employees and most critically, customers (current

and potential)

Have an intense desire to be a member of the

organisation

Exert extra effort and engage in work that

contributes to business success

• The extent to which organizations have captured the hearts and minds of their employees. We call this “Employee Engagement”

• We see three key behaviors in an engaged employee:

14


Our research shows that employee’s experience in these 6 main categories impacts the level of Engagement which is highly correlated to organisation performance. From this list, we can select those that matches The Company’s unique needs and/or develop new ones where applicable

Work

§ Resources § Sense of Accomplishment § Work Activities § Work Processes

Quality of Life

§ Diversity § Work Life Balance

People

Customers Manager

Senior Leadership

Engagement

Opportunities

§ Career Opportunities § Learning and Development

Total Rewards

§ Pay § Benefits § Recognition

Company Practices § Company Reputation § Brand Alignment § Managing Performance § People Practices

§ Corporate Social Responsibility

§ § § § Co-workers

Employee Engagement Index

§ Customer Focus

Research Based Methodology Comprehensive measure of an employee’s experience

§ Physical Work Environment

15

6 KEY DRIVERS (People, Work, Opportunities, Quality of life, Company Practices, Total rewards)

Know how engaged your employees are as research shows a strong link between engagement and organization performance (correlation = .54)

BUSINESS RESULTS (e.g. Share Price, Revenue, Profit)

SAY

1 1

STAY

2 2

STRIVE

3 3

Know which key drivers will impact the company employees’ engagement – based on how employees in the organization answer

Research Based Methodology Linkage to Business Results, Performance

16


Employee Engagement Indices

While Employees “Say” great things , willing to “Strive” beyond the call of duty, they look “out” for options to enhance their career

Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study

Best Employers Market Average

Thailand Employee Engagement Indices

17

What Employees Say Drives Engagement

Ranking 2011 2013

1 Career Opportunities Career Opportunities

2 People/HR practices Work Tasks

3 Pay People / HR practices

4 Work Tasks Pay

Career opportunities, People/HR practices and Pay continue to be high impact drivers for Thailand .

Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study Source: Aon Hewitt’s Best Employers Thailand 2011 Study

18


Gen X & Gen Y Gen Y employees Engagement Score does not significantly lag behind Gen X in Thailand , In other countries in Southeast Asia a lag of 6-8% prevailed

Average Engagement Score by Age

Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study 19

What Employees Say Drives Engagement

Ranking Gen Y Gen X Baby Boomers

1 Career Opportunities Career Opportunities Career Opportunities

2 Pay Work Tasks Recognition

3 Work Tasks People/HR Practice People/HR Practice

4 Recognition Pay Managing Performance

Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study Source: Aon Hewitt’s Best Employers Thailand 2011 Study

Across varying employee segments, Career Opportunities features as the most significant driver to improve engagement.

20


3 Qualities that Gen Y are looking for in their “Leaders”

“Senior leadership fills me with excitement for the future of this organization”

“I trust senior leadership to appropriately balance employee interests with those of the organization”

“Senior leadership is appropriately visible and accessible to employees”

Less than 50% of Gen Y believe the above about their leaders

Source: Aon Hewitt Engagement Research Database

1

2

3

21

Attract Generation Y • Attraction factors are mostly similar for young and

old, but how and when they want these to be fulfilled are quite different

• Understanding Generation Y’s perception about – Excellent working environment – Overseas training and development – World class products and services

• Employer branding – Communicate the value propositions differently and more

effectively

22


“Work”

“Self Esteem” “Growth”

“Work Environment” “Pay”

“Opportunities to Learn & Develop”

What is this job like?

Will I enjoy the experience?

What can I expect in return for my efforts?

How will my efforts help drive a greater mission?

How will I be rewarded?

How will I develop professionally and

personally?

What is Employer Brand?

23

Recognizing & responding to Millennial expectations – An 8 point agenda for HR

#1) Lift the ability of managers to coach & provide feedback – Gen Y were raised with feedback & expect it

– Frequency, quality & authenticity of conversations are critical

– Unstructured, on-the-fly feedback helps. It is important to break the rigid cycle of performance appraisal, 360 degree etc.

#2) Provide Gen Y with a sense of purpose, a bigger goal – Quest to find work that is “meaningful” and “makes a difference” is a core millennial

trait.

– Communicate the why, help them understand how they fit into the “big picture”

#3) Give them opportunities to contribute + innovate & recognize impact

– Gen Y constantly seek challenge & personal development

– Engage them with stretch goals, projects, differentiated learning opportunities

– Recognize them for discretionary effort that creates impact

24


#4) Move away from traditional notions of career & loyalty – Gen Y view life as a multi-level, multi-player game. Career is no longer a rigid

series of steps to the top but rather a set of accumulated experiences

– Be ready to talk about opportunities you can offer them. The trick is to make the company appealing in terms of career development.

#5) It is ok to be social, fun & collaborative – Gen Y integrate work even closer with life. They believe it is ok to “friend” a co-

worker and respond better to a family like environment

– Enable mechanisms that foster fun and ultra-collaborative environments

#6) Create reward schemes which demonstrate “personalization” – Develop flex-benefits programs to meet the intrinsic needs of this employee base &

empowers them to choose accordingly

– Think of diverse possibilities that break out of the standard box like features e.g. sabbatical for further studies / for community work etc.


25

#7) Communicate openly & straight up – Days of hierarchy and control are out, instead autonomy and empowerment are in

– Be ready for “everyone to know everything about anything” – power of technology and networks

#8) Give them flexibility to manage their time – Work-life is not a catch phrase to Gen Y, they are genuinely seeking a broader &

more diverse set of life experiences

– Marry clear performance expectations with greater control over their own time


26


Implications for Human Capital Management in Thailand

Equip people managers with the skills, knowledge, and training for effective conversations with employees on growth opportunities and rewards.

Review / Develop HR programs specifically aimed at Generation Y, and middle management

Workplace arrangement to match Generation Y lifestyle

1

2

3

27

Thank You

Organization Effective and Engagement

Napas Sirivarangkul Email: [email protected]

Tel : (+668) 16326208