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Engaging the multi generation
workforce
Maghalie van der Bunt – George
Partner Deloitte Dutch Caribbean
Inspiration
Human Capital
Practice Dutch
Caribbean
Multi generation management: stand up!
Traditionalist
1945>
Generation X
1961-1981
Generation Y, Millennials
1982-2003
34% global workforce
75% in 2025
Baby Boomer
1945-1961
Baby
Boomer
Generation X
Do I want them this young?
Attracting, retaining & engaging talent
Young?
• Don’t underestimate the younger generation(s)
• Having experience is not a guarantee of being
competent
• Competency based recruitment and talent management
strategies
• How do I reach them? Social media!
Attracting, retaining & engaging talent
Can I (still) use
these (expensive)
seniors?
Attracting, retaining & engaging talent
Senior?
• Watch out for prejudices!
• Loyal, good work ethic, stable, knowledge transfer,
network……
Attracting, retaining & engaging talent
What makes them tick?
• Founders of the organization? • Grounded in tradition • Respect authority
• Majority of executive positions • Work-to-live mentality • Raised in corporate culture • No job hopping! • Climbing up the ladder is important • Value face to face interaction
• Skeptical and pragmatic • Work-life balance is important • Learning opportunities are important
Traditionalists
Baby Boomers
Generation X
Generation Y
• Want technology-centric serv. delivery • Innovative thinking • Demand flexibility, freedom within the
job & meaningful work • Internet restrictions are not appreciated • Love social media • Directive leadership style is not
appreciated
Millennials
People and Purpose need to get as much attention as
Products and Profit
The personality traits of true leaders according to millennials in order of importance:
• Strategic thinking
• Being inspirational
• Strong interpersonal skills
• Vision
• Passion and enthusiasm
• Decisiveness
What is true?
• High pay leads to passion (employee)
• The higher the pay the greater the passion
• Passion leads to profit (organization)
What makes them tick? Statement:
• Compensation influences retention, not engagement
• If the sacrifice/ the cost of leaving is too high: people
will stay…..
• Retention without engagement: prison with an open
door
• Are your talent strategies focused on retention or
engagement?
So engagement is important!
What makes them tick?
Global Human Capital Trends 2015
LEADERSHIP
Why a perennial issue?
LEARNING AND DEVELOPMENT
Into the spotlight
CULTURE AND ENGAGEMENT
The naked organization
PERFORMANCE MANAGEMENT
The secret ingredient
WORKFORCE ON DEMAND
Are you ready?
SIMPLIFICATION OF WORK
The coming revolution
REINVENTING HR
An extreme makeover
HR AND PEOPLE ANALYTICS
Stuck in neutral
PEOPLE DATA EVERYWHERE
Bringing the outside in
MACHINES AS TALENT
Collaboration, not competition
CULTURE AND ENGAGEMENT
The naked organization
talent issue
Create
meaningful
work, deep
engagement,
and job fit
#1global say the
problem
is “very
important”–
double
the 2014
percentage
50%
CULTURE AND ENGAGEMENT Managing employee engagement
What employees think about their organization Understanding and identification with strategy and values;
future prospects of the organization
How employees feel about their organization Sense of pride, accomplishment, satisfaction with the job.
How employees act in relation to their organization Motivated to go beyond what is normally expected; recommend the
organization to others; choose to stay even if offered competitive
pay and benefits elsewhere
Employee Engagement (more than employee satisfaction): The
degree to which employees think, feel and act in ways that represent
high levels of enthusiasm and commitment to the stakeholders of the
organization
Deloitte ‘As one’ model for an organization to
succeed…..
Ability (to perform/ change) Willingness (to perform/ change)
Pe
op
le B
elo
ng
Willin
g A
ble
Business Value
Leadership
People: Sufficient
numbers of capable
people, and an effective
organization design
Path: Effective tools,
systems, technology and
infrastructure
Perspective: A clear vision,
translated into clear goals,
and sufficient budget
Believe: They commit
to carrying out specific
actions to achieve it
Belong: They feel
connected to the part of
the organization that
needs to change
Behave: They share a
common understanding
of how things are done
Formal and informal leaders that are capable of driving execution of the strategy
CULTURE AND ENGAGEMENT
How engaged are your people?
Engaged
• Passion
• Connection
• Drive, move forward
• Positive attitude
• I am so proud to be here, I’m going
to help to grow!, Yes we can…
Satisfied
• Physically there
• ‘Sufficient’
• I feel like I belong…I’m at home
here….
Actively disengaged
• Acting on dissatisfaction
• Psychological and physical
withdrawal (absenteeism, lateness)
• I think I deserve… what I would like
to get is….
Not engaged
• Passive
• Physically there… ‘presenteism’
• Psychological withdrawal…..
• I give sufficiently…I’m here am I
not?
CULTURE AND ENGAGEMENT
Employee engagement
“Engaged employees stay for what they give; disengaged
employees stay for what they get (favorable job conditions,
job security).” -Blessing White’s The State of Employee Engagement 2008
Compensation a driver?
Strategic
compensation • Compensation of added value
• Job evaluation
• Link performance and pay
• Total reward (organizational culture,
leadership, workplace etc.)
Traditional
compensation •Historic compensation structure
•Education and/ or experience years
•Etc.
5 engagement drivers, The simply irresistible
organization® developed by Bersin by Deloitte
Engagement drivers
Meaningful work
Hands-on Management
Positive work environment
Growth Opportunity
Trust in leadership
Autonomy Clear, transparent goals
Culture of recognition
Training and support on the job
Inspiration
Etc. Etc. Etc. Etc. Etc.
© Bersin by Deloitte
• Autonomy, mastership and purpose (Dan Pink: the surprising
truth about what motivates us)
• Employees continuously decide (consciously and
unconsciously) about their commitment. Engagement levels
fluctuate and are influenced by micro signals (small indications
of appreciation, purpose, trust, recognition etc.)
• Leaders: develop your antennas, monitoring engagement
levels and manage appreciation, recognition, autonomy,
mastership and purpose
Leadership nr. 1 Engagement driver
• Life long learning yes! E-learning, action learning,
blended learning etc.
What if I train my employees and they leave? What if I
don’t and they stay?
• Life long working?
Engagement driver: Growth opportunity
What type of position?
Low impact
Not difficult to replace
Support
Difficult to replace
Specialist
High impact
Core
Critical
• Do I really want them from 25 tot 65?
Conclusion
Focus your talent strategies on engaging employees of all generations
Top talent exists
in every
generation!
Understand
generational
issues and
integrate them
in your talent
strategies
Develop leaders and personal leadership throughout your organization
“If a man is called to be a street sweeper, he should
sweep streets even as Michelangelo painted, or
Beethoven composed music, or Shakespeare wrote
poetry. He should sweep streets so well that all the
hosts of heaven and earth will pause to say, here lived
a great street sweeper who did his job well.”
Martin Luther King Jr.
Engaging talent…..
Contact details
Maghalie van der Bunt - George Partner Deloitte Dutch Caribbean
Human Capital Consultancy, Training and Assessments
Strategy & Operations
Avenida Milio J. Croes 60, Oranjestad, Aruba
Office: +297 582 6235 | Mobile: +5999 6908610
Contact details
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