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- Ms. DEEPA MOHAMED
Sessions will be based on…….- Various research & report statistics- Personal experiences- Sample Survey done within organization & department. - Open forum – Participants Input
OBJECTIVE
A comprehensive understanding and
practical insight about Gen – Y and
how to Manage Gen – Y at workplace..
Getting In – sync with Gen – Y“UNDERSTANDING”
Humanizing Technology in Talent Acquisition “ACQUIRE”
Workplace Enablers for Gen – Y “MAKING WORK-PLACE READY”
Managing Gen Y “Retaining & Empowering”
PROCESS
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Characteristics
Communication Styles
Social Attributes
We will be able to reap the benefits of their tremendously confident generation & will be able to produce financial & business miracles in
terms of synchronizing
• Direction & GuidanceTRADITIONALIST
• Enthusiasm & ExperienceBABY BOOMERS
• Open approach to LearningGEN X
• Contagious Motivation & ConfidentGEN Y
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Generation Common Characteristics
Gen YOptimistic; Confident;
Comfortably self-reliant; Success Driven
Gen XSelf-Reliant;
Diversity-Minded; Focused on today
Baby Boomers Optimistic; Driven to achieve goals;
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Think of an example a ‘Personality’ from a Traditionalist generation that has been able to influence the millions of
Gen Yers recently in 2011.
Because he ignited following in Gen Y• Trust in Them• They felt the same cause & share the
vision• They could accept that
‘Traditionalist’ as a trusted Mentor
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The worldwide survey includes special samples from:
US: 1,217 India: 897 China: 660 UK: 607 Germany: 256
5,375 respondentsincluding:3,011(18 - 25-year-olds)
1,298 (26 - 35-year-olds)
396 (36 - 45-year-olds)
And from various keyindustry sectors690 Engineering 625 Media 736 Marketing, Finance & Communication491 Information Art 551 Design
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Rohan, 26 newlymarried, having 5 yrswork exp in SAP washired by a TOP-NOTCHMNC. Soon after joininghe was asked to relocateto a FIELD Locationwithin 3 months. Thesame came as a surpriseto him as he was notcommunicatedregarding this at thetime of Interview.
What Would beRohan`s Reaction?????
Mr. Soham, 40working in anAmerican MNC wasdeputed to South EastAsia for next 2 years.No family transfersNo Schooling GrantNo Promotion Posting
What would beSoham`s reaction????
Green Money Servicewants to implementCRM to encouragecross-sellingthroughout the org.80% workforce sales.Avg age of emp - 26Several Barriers standin way, slow to change,low acceptance fromheads, leaders lackexp. In technology.Leaders are old-timerswith org from 15 - 20yrs, few are less that2.5 yrs, some even 6months
It is frustrating……
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No definitive agreement on birth years;, our reference band is between 1981 and 2000 – gen Y.Global WorkPlace Innovation - Oxygenz report 2010.
Generation Major Events General CharacteristicsFamous
Personality
Gen Y9-11; Iraq War; Enron; Emerging countries & global Economy;; No life without computersINDIA – Eco. Transformation, SEZ`s, Asian Games, Financial Reforms
Techno savvy & connected 24/7; Optimistic; Confident; Comfortably self-reliant; Entrepreneurial; Success Driven; Inclusive; Environmentally minded
Sania MirzaSaina Nainawal
Mark Elliot Zuckerberg
Gen X
Collapse of the Soviet Union; Corporate downsizing; Punk rock; Space shuttle Challenger tragedy; Grew up with video games, MTV, and computers in schoolPost-WWII Prosperity; Vietnam War and social protest. INDIA – Green Rev. Expansion of telecomm industry, S/w industry.
Skeptical; Pragmatic; Adaptable; Self-Reliant; Informal; Technoliterate; Diversity-Minded; Focused on today <<
Barkha DuttSachin TendulkarShah Rukh Khan
Sabeer Bhatia
Baby Boomers The Beatles; The Cold War; The Civil Rights Movement; Watergate; Women’s LiberationINDIA – Polt. Integration, States Reorganization Act, Automobile Factory Committee
Competitive; Optimistic; Driven to achieve goals; Focused on their children; Judgmental of differing opinions; Political
Kiran BediMukesh Ambani
Kiran Majumdar ShawIndra Nooyi
Chanda Kochhar
The Beat/builders
Korean War; Beginning of Cold War; Creation of the H-bomb; Jazz; Abstract expressionist art; Castro’s Cuban RevolutionINDIA – Dandi March, Satyagrah
Non-conformist; Bohemian; Cool; Questioning authority; Apolitical; Anti-intellectual.
Anna HazareAzim premji
Narayana Murthy
The Lost Generation
World War I; Isolationism; Immigration; Invention of the airplane and automobile;
Disillusioned; Reactive; Cynical about institutions; Realistic; Pragmatic; Risk-taker; Critic
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Generations World Population% of
population
Gen Y -15-29 years old 1,723,911,077.00 25.47
Gen x - 30-44 year old 1,442,951,791.00 21.32
Baby Boomers - 5 - 64 years old 1,233,836,150.00 18.56
Traditionalists - 65-74 years old 316,330,067.00 4.67
With nearly half of India's billion-plus people under the age of 25.
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Not enough of them (US, UK, Australia and Europe)
India Problem of plenty (Not employment ready)
Baby Boomers retiring, taking the experience with them
Furious digital innovators
Gen y Skills crucial for globally networked and knowledge economies to move upvalue chain
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Time for a group
Exercise…..
Lets Find out the
“ASPIRATIONS” and
“CHARACTERSTICS”
of Generations
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Millennial at work
Work well with friends and on teams Collaborative, resourceful, Innovative thinkers Love a challenge Seek to make a difference Want to produce something worthwhile Desire to be a hero Impatient Comfortable with speed and change Thrive on flexibility and space to
explore Partner well with mentors Value guidance Expect respect
General Characteristics
Tech-savvy Connected…24/7 Self-confident Optimistic Independent Comfortably self-reliant Determined Goal oriented Success driven Lifestyle centered Inclusive Global, civic- and community-minded Service oriented Entrepreneurial
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• Decision based on the influence of their own peers.• Live in a culture encouraging them to embrace
community values• Reach consensus
PEERS
• LESS IDEALISTIC - Media & pop culture influence• Worried about unemployment rates and inflation , crime
rates & body image.• Increasingly short term focus.
PRAGMATISM
• Concept of absolute TRUTH no longer valid, more relative as per circumstances.
• Technology is often not trusted let alone held up as the answer.
PREFERENCE
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Val
ues
• Optimism• Civic Duty• Confidence• Achievement• Sociability• Morality• Street smarts• Diversity
Wor
k E
thic • Collective action
• Tenacity• Heroic spirit• Multi-tasking• Technological savvy• Have difficulty dealing with
difficult people issues• Multiple Careers and
Flexibility Required• Give me feedback all day
long…I have to have it!
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They love a challenge
They function well as team members
They want to be heroes
They want to be surrounded by bright, creative
people
They want it – right now
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Rigidity
Fear of technology
Phony personalities
Being told to “pay your dues
The 60 hour work week
A dry, boring environment
Slow response time
Being “stuck” in a dead end job
Homogenous workforces
Nonchalant attitudes about the environment
Working first, living second
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Global terrorismConcerns about the environmentPovertyWorld hungerGlobal financial concernsA highly competitive workforceChaos in the business world
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Category What to Do Why
Work Environment
Provide fexible work schedules and a relaxed workplace. Create opportunities for social interaction like Friday afternoon alcohol-free ‘happy hours,’ scavenger hunts, and Nerf battles.
Millennials put friends and lifestyle above work.They are getting married and having children later.
Learning & TrainingOpportunities Provide reimbursement and employee training.
Boomer parents raised them to believe that education is the road to success
Recruiting Emphasize the ways that your company contributes to society
Almost 70 percent say that giving back and being civically engaged are their highest priorities.
On BoardingGive them exposure to different parts of the business; and help them build relationshipswith current employees
Millennials want and needconnections, checkpoints and mentoring
Work Ethic
Millennials ask ‘what is my job’and go about figuring out the best, fastest way to complete that task. Then they consider themselves done.
“When Baby Boomers were younger, they had a piano teacher who expected them to practice piano and work hard at it.
Motivation Provide paid time-off as a rewardThey view jobs as ‘something to do between weekends.
Boss Relationships Win their affection.
Be careful not to cross the linefrom “boss as advocate” to boss as friend.
Loyalty to the boss is the number one reason they stay in a job, especially during the first three years. Dissatisfaction with the boss is the number one reason they quit. Millennials want a tight bond with a boss who is close, caring and aware
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Category What to Do Why
Managing Describe the result you’re looking for and let them figure out how to get there. To bring out the best in them, teach them about the company and explain how their work will lead to specific results. Hold them accountable for mistakes and praise them for Success.
Millennials grew up learning how to figure things out on their own. With the Internet and a network of friends a text message away they will find their own answers. They are impatient but always eager to learn and quick to dMillennials think of themselves as a commodity that they can sell to the highest biddero so
Work Assignments Give them several projects.Put them in the field with clients where they can work in teams and solve problems collaboratively.Let them work on projects with higher-ups when appropriate
They are great multi-taskers with 10 times the speed and technical knowledge of their older siblings. Though they are independent thinkers, Millennials love working in teams. They question the status quo and expect to make an impact one Day
Reducing Turnover
Create career paths with atimeframe short enough for them to envision. Reward small success along the way
They set short-term goals andwant to make an impact from day one
In India, with opportunities a plenty in the current economy, JOB-HOPPING is a major constraint, something not seen in their parents’ generation.
With nearly half of India's billion-plus people under the age of 25
High Aspiration Accelerated career growth Socially responsible workplace Flexible work environment Freedom & collaboration Innovation Entrepreneur & Business savvy Optimistic, Embracing change Clear sense of where they are headedHighly competitive
Gen-Y in India value WORK LIFE BALANCE more than any other generation
Level of engagement comparable to other generations “EXCEPTION”
Willing to work in shifts , but NO NO TO LONG HOURS…………
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Veterans(1922–1945)
Baby Boomers(1946–1964)
Generation X(1965–1980)
Generation Y(1981–2000)
Work Ethic / Values:
Hard workRespect authoritySacrificeDuty before funAdhere to rules
WorkaholicsWork efficientlyCrusading causesPersonal fulfillmentDesire qualityQuestion authority
Eliminate the taskSelf-relianceWant structure and directionSkeptical
What’s nextMultitaskingTenacityEntrepreneurialTolerantGoal oriented
Work is…: An obligation An exciting adventure A difficult challengeA contract
A means to an endFulfillment
Leadership Style: DirectiveCommand-and-control
ConsensualCollegial
Everyone is the sameChallenge othersAsk why
The young leadersCentury
Interactive Style: Individual Team playerLoves meetings
Entrepreneur Participative
Communications: FormalWritten
In person DirectImmediate
EmailVoice mail
Feedback & Rewards:
No news is good newsSatisfaction in a jobwell done
Don’t appreciate itMoneyTitle recognition
Sorry to interrupt, but how am I doing?Freedom = best reward
Whenever I want it, atthe push of a buttonMeaningful work
Messages that motivate:
Your experience isrespected
You are valuedYou are needed
Do it your wayForget the rules
Working with otherbright, creative people
Work & Family Life: Work No balanceWork to live
Balance Balance
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Demands instant gratification
Impatient if delayed… But highly adaptable.
Instant information
Wired
Expecting NOW! Not 5 minutes from now)
Global
Interdependent
Quickly bored
Mobile
Likes mentors
Empowered
Multi-tasking
Attracted to Large Social Movements
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• Understanding workforce demographics • Identifying economic issues impacting organizational sustainability.• Identifying organizational & cultural issues impacting talent acquisition.• Knowledge of industry trends and emerging issues.
Develop a RECRUITMENT STRATEGY based on:-
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The worldwide survey includes special samples from:
US: 1,217 India: 897 China: 660 UK: 607 Germany: 256
5,375 respondentsincluding:3,011(18 - 25-year-olds)
1,298 (26 - 35-year-olds)
396 (36 - 45-year-olds)
And from various keyindustry sectors690 Engineering 625 Media 736 Marketing, Finance & Communication491 Information Art 551 Design
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Real Estate – Urban
Workplace – travel, public, transport
Channels Of Recruitment
Total Rewards (compensation)
HR & Org Policies (New Ways of Working / (Roles & Responsibilities)
Facilities Management – Work space & environment
Information Technology
Management (Corporate Values & Work Environment
Training & On-boarding
Organizational Communication
Reward & Recognition
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REAL ESTATE
Urban or rural
WORKPLACE
Access, travel, location,
CHANNELS OF RECRUITMENT
TOTAL REWARDS
(COMPENSATION & OTHERS)
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•More than 70% prefer an urban to slightly urban location
• India has the most Generation Y demanding an urban setting
• The UK has the highest proportion of Generation Y preferring a rural setting
TRAVEL - 7% would prefer to walk to work. Car isstill a favorite and on average 40% would prefer totravel to work by car UK – nation of WalkersUS and India lead the un-environmentally friendly league for using cars. Prefer Public transport.
ACCESS - China: Demand for rural settingsUK: Back to the City and urban settingsIndia: Must be urban to attract the younger generations
India has the most demanding workforce……
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Equally 29% of the Generation Y would like to have a gym on site and as well as communal facilities
• 58% of all the respondents (against 56% for theGeneration Y) prefer to have a certain degree offlexibility• Women prefer more flexibility than men• The UK and the US Generation Y prefer towork the most flexibly while China andIndia expect to work flexibly
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Identify Demographic
Dimensions
• Gender • Age• Rural or Urban
Find New Networks
• Explore formal, semi-formal, informal networks per region
• Build relationships and gain credibility in each network
Where Networks Lack
Diversity – Build Pipeline
• Job Rotation• Internal Promotions &
Transfers • Reference • RTD/SKILLING
To attract a diverse talent pool, company can focus on 3 types of networks
FORMAL University, professional program, Consultants, Executive search, Professional job sites
SEMI FORMAL Skilling companies
INFORMAL Networks Social Media, networking events, HR communities
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Transactional rewards
Relational rewards
Base pay
Total Cash Component
Employee benefits
Learning and development
The work experience
Totalremuneration
Non-financial rewards
Recognition, achievement, growth
Total reward
Security, stable consistent positions and rewards
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&
TRANSACTIONAL COMPONENTS
“Poor or good Pay Master’
• ‘Leading or lagging’ as per Industry Standards
-
Meritocracy Organisation
• Performance Based variable structure to
‘differentiate high performers’
Since ‘Total Rewards
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One size won’t fit all. Develop a different recruitment strategy for each generation
- SKILLING & RTD
Sell Opportunities not Careers(TOTAL REWARDS & EVP)
Retention strategies need to be different for each generation in the
workforce – SESSION - 4
Change communication strategies – (SOCIAL MEDIA)
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02468
10121416
Auto Construction Retail Banking & Finance
Demand (in millions) for Skilled Workers by 2015
64.8% OF India’s population would be in the working age of 15-64 years in 2026 (an increase from 62.9% in 2006). Taking into consideration the world population and how it ages, India has the advantage of the demographic dividend. This demographic advantage coupled with the global skilled labour shortage – means that India could be supplying skills to the world.
Skilled Workers Demand 2022
Skilled Workers Demand 2015
Current Training Capacity 3 Million
83 Million
500 Million
Training Capacity Vs. Skill Demand
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Indian Economy Growth
•Rate of 7.4% in 2009-10
•Service sector contributes -8.3% to GDP
2022 Requirement:
•240 million skilled workforce
•BFSI alone require – 4.2 m
BFSI Scenario
•Approx. 24 GI Companies & 23 LI Companies
Estimated growth in Insurance sector of
•15-20% of growth prospects
Sharing our requirements in
terms of curriculumImplemented by
Institution
Quality Certification (as per Industry requirement and
standards)
Skilled Workforce i.e. TALENT
ACQUISITION
REVERSE ENGINEERINGMight appear as “Costing” but in actual terms is “investment in Future Talent Pool”.
BACKWARD INTEGRATION IN PEOPLE SUPPLY CHAINTalent Development at Pre-joining stage
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COMMUNICATION MEDIA
Use methods that are accessible and affordable to potential candidates in
that region
Industry – are you technologically
equipped
Email ,text, phone, Linkedin,
blog
Social networking tools
Modernize Follow Up
Communication
BRAND
Company –what`s the name
High EVP
Manage All Brand
Dimensions
Professionally managed org
ENGAGE ALL
Gen Y’ers listen to their families and friends
FAMILIES+FRIENDS
Leverage Current Employees for
New Talent
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Organisational Culture Organisational Vision Work Environment
Organisation’s Hygiene Factors
Learning & Development Opportunities
Rohan, 26 newly married,having 5 yrs work exp in SAPwas hired by a TOP-NOTCHMNC. Soon after joining he wasasked to relocate to a FIELDLocation within 3 months.
The same came as a surprise tohim as he was notcommunicated regarding this atthe time of Interview.
What Would be RohanReaction?????
Tailor your recruitment messages to the generation, but always tell the
truth
Build personalization, choice, and control into all aspects of our
recruitment
Sell Opportunities and not a Career
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ENGAGING GEN Y
Impatient Gen Y with their great & sometimes unrealistic expectations is clashing with the older “pay your dues” Gen X
-Ron Alsop
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Remember…So these young employees have radically different expectations about• Real Estate
• Workplace
• Channels of Recruitment
• Total Rewards (Compensation)
• Facilities Management
• HR & Org Policies (New Ways of Working / Roles & Responsibilities)
• Information Technology
• Management (Corporate Values & Work Environment)
• Training / On-boarding/ Induction
• Organizational Communication
• Reward & Recognition
MISMATCH BETWEEN DIFFERENCE IN EXPECTAIONS MAY LEAD TO MISUNDERSTANDING & CONFLICT WITHIN ORGANIZATION
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But they should not be considered as “Complainers”. Millennials’ tend to set high
expectations for themselves and their Managers, if guided properly
“They can be Rockets”
• Have Patience• Understanding of Gen Y’s Motivators & Stressors•Constant Feedback•Coaching – not Managing•Multi task & Steep learning curve (they get bored easily)
HOW ARE YOU GOING TO KEEP MR. Y/MS. Y ENGAGED??
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DEFINING PARAMETERS
Facilities Management Information Technology
HR & Org Policies (New ways of working/ Roles & Responsibilities)
Training/ On-boarding / Induction
Organizational Communication Rewards & Recognition
INDUSTRYE-Commerce/ Digital
Media Information Technology
Retail Sales Oil & Gas Industry
Nature Entrepreneur Based MNC Promoter Based Indian MNC/ JVTurnover 150 - 200 crores 700 - 800 crores 300 - 400 crores >1000 crores
Key Characte
ristics
1. Social Networking, 2. Brand Visibility through intelligent business alliances, 3. High risk appetite, 4. Strong corporate values, 5. Flexible approach
1. Process driven, 2. Profit oriented, 3. Knowledge sharing, 4. Technology transfer,5. Decentralized decision making on the basis of profit centers,6. Stringent Quality norms
1. Adhoc decision making,2. Change management is slow,3. Traditional approach, 4. People Driven organizations,5. Low risk appetite6. Low infrastructure cost
1. Dynamic & High Performance2. Great emphasis on R&D3. Work life balance, 4. High technological expertise5. High Performance6. Remote location
TRAININGS/ INDUCTION/
ON-BOARDING
MANAGEMENT
(Corporate Values & Work Environment)
FACILITIES MANAGEMEN
T (Support Systems)
HR & ORG POLICIES
(New ways of working/ Roles & Responsibilities)
R&R
(Reward & Recognition)
Getting social with Talent is the Mantra of the day for this largely internally driven & self motivated generation. They need enablers in terms of freedom of Expressions &
spontaneity in their operations. Key drivers would be having Technology ecosystems similar to what they access in their personal lives, Clear Expectations in terms of Roles &
Job clarity, Flexibility, Respect & Recognition.
TRAINING /INDUCTION/ ONBOARDING
FIRST STEP FOR A LONG CAREER…
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TRAINING & ONBOARDING
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• E-learning• Academic Training• Face to face training• Mentoring/ Coaching• Train Leaders/Managers
TRAINING INITIATIVES
• Induction considered more important than earning more money or fast promotion - Up to 80% of Gen Y
INDUCTION
• New hires meet• Opportunity to bond, • Sharing Experiences and Learning• Buddy System
EMPHASIZE COMMUNITY:
• Teams can be formed to encourage the Employees to mentor and think out of the box to tackle difficult issues as well as venture into new projects. E.g. Project 42
UN-CONVENTIONAL TEAMS
Gen Y learn best when it is fun or through mentoring or coaching. • Negative comments for –’Online Training’ - 55% of new joinees•Some of the negative comments received - “poorly written,” “irrelevant,” “long winded and took up large amounts of personal time.”
CORPORATE VALUES & WORK ENVIRONMENT
WHAT THE ORGANIZATION STANDS FOR…
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• Clearly communicated Values• Highly aware of personal values and drivers (corporate
citizenship) Corporate values & personal goals must align• CSR Activities
Organizational Values
• Challenge is to manage “Attitude”. Older Gen might see IM,Blogging, Text messaging, social networking etc. as waste oftime and a distraction of work, but these act as basicmotivators for the Gen Y
Mind set of Older Gen vs. Gen Yers
• Wherever they are in the world and no matter how large orsmall their numbers, the signs are that they are setting off anew wave of social and business transformation that willequal or surpass what the Baby Boomers achieved
Setting off new wave of Social & Business Transformation:
REWARD & RECOGNITION
Appreciating the efforts…
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• Regular Monthly/ Quarterly awards for Performance
• Recognition on Company-wide forum etc
STAR PERFORMERS
• Activities to promote other talent of the Emp• Support local communities
EXTRA CURRICULAR ACTIVITIES
• Small breaks from work . E.g. Quizs, one floor activities
• Picnics, Out-door trainings
TAB SESSIONS
FACILITIES MANAGEMENT - Support Systems
The “Hygiene factors” for making a successful Organization…
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FACILITIES MANAGEMENT
Social Spaces:For the Generation Y, the workplace is a social construction and work is social:Going to work is about meeting people and socializing within the working communityThe Generation Y is a sporty and social generation: there is a high demand for sport and social facilities on site.
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Style matters and should be modern rather than
contemporary
Women are more attracted to modern interior than Men
Men are more attracted to minimalist interiors than Women
Art should be present in the office, but not too much of it!
FACILITIES MANAGEMENT
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They need to identify to, & feel they own their workspace
The large majority still want to have their own desk
Less than a 1/5th are happy to share a desk
Men are more comfortable in wider space than women
Gen Y moto is “GO Green”
TechnologyMobile technology is a priorityMobile and portable technologies should be provided as a priority; laptop rather than PC desktops, Blackberry rather than mobile phonesLimit the provision of printers on desks and promote clean desk policies
Industry sector show major differences in theirways of working & cultural differences at work.•Engineering industry - focused on team basedactivities•Media industry - prefer access to a largeamount of breakout spaces•Finance sector - formal meeting spaces
CATERING & SOCIAL FACILITIES • Roughly 30% of our time working/preparing for work /thinking
about work, • 5% spend - eating and drinking• Only 2% - choosing not to have !!!
FACILITIES MANAGEMENT
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Recommendations• Access to social space• high standards of on site support & facilities management services• Access to social space and venues on-site• Sport facilities on site or close by • Shops and local amenities is preferable on site or within close proximity• Corporate Tie-Ups - Various Fitness Centers, Eating Joints, Health care facilities
Preferences:• coffee shops (22%), • snack facilities (18%) • kitchen facilities (18%).• Vending machines (13%)• restaurant (14%) • Refectory (14%)
SUPPORT SERVICES• India is the most demanding country• The 18 to 25 yrs old are the most
demanding age group• The Finance Industry and Media,
Communication & Marketing Industry arethe most demanding industry sectors
• Male employees are more demanding thanfemale employees
RECEPTION AND SECURITY• 79% - prefers at least a 5 Star service
in the workplace (reception services& security guard)
• 37% -concierge type of service (54%in India).
Very highExpectations
Importance
Mobile phone 53.1% 56.7% gave it: very high importance
Laptop 52.8% 49% gave it: very high importance
Organizer /Blackberry 46.0% 52.5% gave it: very high importance
Printer 38.5% 44.9% gave it: very high importance
Recommendations•Mobile technology is a priority•Mobile and portable technologies should be provided as a priority; laptop rather than PC desktops, Blackberry rather than mobile phones•Limit the provision of printers on desks and promote clean desk policies
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FACILITIES MANAGEMENT
New ways of Working/ Roles & Responsibilities
HR & ORGANIZATIONAL POLICIES
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New Ways of Working:• 56% prefer to work flexibly and chose when to workYoung Women (18-25 years old) prefer more
flexibility than men The UK and the US Generation Y prefer to work far
more flexibly, while China and India expect to work flexiblyPublic recognition: for a job well done is more
effective than a pay raise and no recognition79% prefer to be mobile rather than static workersPrefer to ‘Work from home’Want to be part of a team – but virtual teamMultiple work assignments – can multi-task like no
generation before them
HR & ORGANIZATIONAL POLICIES
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THE JOB MUST OFFER:1: Opportunities for Learning2: Quality of Life3: Work Colleagues
INDIAN CONTEXT•Highly competitive, more than ever before …• seeking higher education •Job Hoppers – if no challenging work
HR & ORGANIZATIONAL POLICIES
They do not take well to orders and resent being handed busywork with no explanation as to its purpose.
Gen Y prefers ‘Self-role’ definition in the context of a work career.
Creativity & productivity
Technology + Ambiance & Atmosphere + People around = Creativity and Productivity
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HR & ORGANIZATIONAL POLICIES
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You Must Do Not
• Assign Mentors
• Communicate
• Offer different modes of learning
• Constant Feedback
• Job Rotations / Variety of Work
• Align Organizational Goals with
interests of employees
• Ask for new ideas and listen
• Provide infrastructure for
collaboration
• Micromanage
• Isolate with similar age groups
(provide interaction with senior
members, esp. Boomers)
• Use the same management sytle
with all generations
• Delegate without making the
connection to the bigger picture
Private & Confidential
M E R R I L L LY N C H P R O G R A M S
s
Accenture
Awareness and Development Programs like
GoLearn- Blackberry Training ,
Redesigned Analyst and Associate Development Program,
Reverse mentoring Parenting Pals days Parents Day
Corporate values and personal goals must align
Flexible work environment
Multiple work assignments
Future LeaveA Self-Funded Sabbatical
Coca - cola
Horizontal movements & LeadershipSummits
Diversity initiatives
Devt through app. coaching
Performance Reviews
as Developmental Dis
cussions through coaching
Identifying natural tal
ent of Gen Y throughPeople Development Forum
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MicroSoft
Project 42: heterogeneous team based on –Trust, openness & job satisfaction
42New- for New joinees
self-role definition-concept
Games as ‘change tools’
42Books
Good news is engaging ‘Whyers’ by rethinking
& recreating the workplaces will be
appreciated not only by Gen Yers; but by all
other generations. This is because they also seek, what all value regardless of
age:
- Respect- Opportunity- Meaningful
Rewards
So by successfully engaging Gen Ya smart employer is wooing allthe co-workers• You cant give them moon
• Stressor & Enabler – fine balance
• Create a plan for change…• Prioritize short term, long term & on-going
aspects
• Increased Training
• Team work
• Trust
• Constantly evaluation -
• Expect great things
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M A K I N G W O R K P L A C E R E A D Y
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WHAT IS THE RISK IF WE DON’T MAKE THE NECESSARY CHANGES TO ENGAGE GEN Y
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• Western Europe – they are scarce
• In India : more than half of the population -unemployable
• Disengagement will lead to - loss of highlyinnovative & productive work-work
FOOD FOR THOUGHT
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MANAGING GEN Y
NOW SINCE WE UNDERSTAND THEIR BASIC CHARACTERISTICS
WHAT CAN BE THE BEST RETENTION STRATEGIES
• T H E T R A D I T I O N A L T A L K & C H A L K W O N T W O R K
• T H E Y W A N T F R E E D O M
• W E S T R E S S L E A R N I N G T H E Y L I K E E X P E R I E N C E
• W E R E A C T T H E Y R E L A T E
• W E F O C U S O N I N D I V I D U A L T H E Y A R E S O C I A L L Y D R I V E N
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Current trends indicate that the majority of twenty-something’s do job-hoping every 18 months, a phenomenon often blamed on restlessness and expectation to move up the ladder quickly. In a recent survey conducted ,
over 58% of Gen Y rated flexibility as extremely important or very important to them. While we realize, it is not always possible to offer
flexibility, you should attempt to where you can.
COMMUNICATION• Medium
• Style• Type
• Structure
MANAGING WORK-LIFE
BALANCE
MANAGING EXPECTATIONS
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COMMUNICATION
Getting in touch the Gen Y way…
Direct
• Monthly focus groups
• Quarterly sessions
• Management interaction with Emp
• Team Huddle
• Heterogeneous groups
As per a study the Organizations where social sites such as ‘Facebook’ etc are banned, the propensity of Gen Y to leave the Organization is higher.
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• Not only our communication style be credible, but we must be as well
• They are simply seeking understanding & respect
• No hidden agenda or Translucent
REAL
• Highly Techno-savvy, so PPT, Excels are their forte
• They are not impacted by slick presentations
• No Rehearsed talk to manufactured speeches
RAW
• Should capture their interest
• Style as well as content must be relevant
• Visually educated & entertained generation
RELEVANT
• “They do not care how much you know until they know how much you care!!!
RELATIONAL
COMMUNICATION REQUIRES OPENNESS, VULNERABILITY, GENUINE INTERST & UNDERSTADNING
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• Formal• Informal
Organizational Communication Structure
• Downward• Upward• Horizontal
Type of Communication
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COMMUNICATION
MANAGING WORK-LIFE BALANCE
Equilibrium between Work & Life…
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Stressor Enabler
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CREATE “Serial Monogamy Mentality”
- Commitment to the Job/Task” instead of “organisational loyalty”.
BOOST UP THE LEVEL OF
EMPLOYEE SATISFACTION
- R&R- Corporate Wellness Programs
PAY SYSTEMS
- Credible
- Good sense of converting performance into pay structures.- New Benefits
MAKING YOUR ORGANSATION A NICE PLACE TO
WORK
- Hygiene factors
JOB ENRICHMENT & ENGAGEMENT
- Quality Work Life (overall work
climate and culture)
MOTIVATING POTENTIAL
SCORE(MPS)
= Skill variety + Task Identity + Task Significance
3x Autonomy Feedbackx
ADMIN POLICIES
AND STRATEGIES
- Downsizing- Bureaucratic Rules- Competitive pressures- Rotating (graveyard) shifts- Merit Pay Plans
ORGANISATIONAL
STRUCTURE & DESIGN
- Centralization- Line – staff conflicts- Role ambiguity and conflict- No opportunity for advancement- Restrictive/ Untrusting culture
ORGANISATIONAL PROCESS- Tight Controls- Only downward communication- Little performance feedback- Centralized decision making- Lack of participation in decisions- Punitive appraisal Systems
WORKING CONDITIONS- Crowder work area - Physical or mental strain- Poor Lighting
STRESSOR ENABLER
MANAGING WORK-LIFE BALANCE
MANAGING EXPECTATIONS
5 action steps for ensuring loyal set of Gen Y
Emotional Engagement: They need to feel that they belong here.
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Five action steps to ensure the most productive, innovative, and loyal set of Gen Y employees.
MANAGING EXPECTATIONS
• Incorporate active and ongoing training• Focus on individual differences• Get them to identify with the organization
Training Gen Y employees
• Make them “own” a task• Coach, don’t Manage• Specific and Difficult challenges
Integration
• Frequent Performance Evaluations• Hold them accountable• Listen
Feedback
• Emphasize Community• Looks can be deceiving
Dealing with Stressors
• Flex time• Public recognition
Incentives for Generation Y
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•58% probability that a systematicallyadministered pay combined with socialrecognition and feedback for performancereward system to employees in serviceorganizations will increase their performancemore than those who do not receive thisapproach in comparison to 90% probability inManufacturing Settings.
Learning organizations are characterized by human oriented cultural values such as -openness-teamwork-empathy-empowerment. Best companies attract and retain their best talents because they give a lot of attention and care to their cultures and values.
APPLYING THEORY Y TO THE GEN Y
Theory Y says humans are intrinsicallymotivated to do a good job, and if the rightconditions can be created, employees will givetheir discretionary time for free.
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TURNING THE TABLE…
RESPONSIBILITIES OF GEN Y
E X P E C T A T I O N S F R O M G E N Y F O R A L I G N I N G T H E O R G A N I Z A T I O N A L G O A L S A N D W O R K I N G
T O W A R D S A M O R E S U C C E S S F U L O R G A N I Z A T I O N …
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•Adulthood” has been getting delayed•due to increasing prosperity-allowing parents to provide longer for theirprogeny•And increasing longevity
EXPECTATIONS FROM GEN Y
“Thirty” is not “a kid.”Several younger generation workers in their late 20’s or early 30’s stillwant to do kid stuff, like spend every weekend on extreme sports or goout every night.
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Mr. Soham, 40 working in an American MNC was
deputed to South East Asia for next 2 years. No family transfersNo Schooling Grant
No Promotion Posting
What would have been Soham`s reaction????
Green Money Service wants to implement CRM to encourage cross-selling throughout the org. 80%
workforce sales. Several Barriers stand in way, slow to change, low acceptance from heads,
leaders lack exp. In technology. Leaders are old-timers with org from 15 - 20 yrs, few are less
that 2.5 yrs, some even 6 months
It is frustrating……
LETS DISCUSS…86
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Talent management as a whole should aim at: Socializing – Getting social with talent. Transparency to encourage “meritocracy”. Appreciation, Appreciation and Appreciation. Technology ecosystem – similar to the employees’ technology ecosystem as they access in
their personal lives. Empowerment at young age.
GENERAL TAKE AWAYS• Generation Y is confident at a time of
high anxiety• Generation Y values opportunity over
job security• Gen Y wants – and is receiving – more
responsibility, earlier• Gen Y trusts superiors and wants to
work with them.• Generation Y is fundamentally different
from other iconic generations.
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Courtesy References listed below:INTERNET LINKS:•http://www.haworth-europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf•http://www.learningtolearn.sa.edu.au/Colleagues/files/links/UnderstandingGenY.pdf•http://www.managementlab.org/files/site/publications/labnotes/mlab-labnotes-010.pdf•http://www2.honolulu.hawaii.edu/facdev/guidebk/teachtip/GenY.htm•http://jenniferbrownconsulting.com/site/wp-content/uploads/2010/09/New-Strategies-for-Gen-Y-Recruitment-White-Paper.pdf•http://careers.bmj.com/careers/advice/view-article.html?id=20000724•http://sds.uncc.edu/sites/sds.uncc.edu/files/media/White_Paper_Gen_Y.pdf•http://en.wikipedia.org/wiki/Organizational_communication•http://www.deloitte.com/assets/DcomUnitedStates/Local20Assets/Documents/us_consulting_hc_GenerationY_Snapshot_041509.pdf•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%2Fdocs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%20Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszMrQe0-YWlBg&usg=AFQjCNHzAh6b7uCawgIsdkPQ2i_jxeygdQ&cad=rja•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CB4QFjAA&url=http%3A%2F%2Fwww.diversitybestpractices.com%2Ffiles%2FKPMG.ppt&rct=j&q=Managing%20Three%20Generations%20of%20Employees%20%E2%80%93%20KPMG&ei=AFyVTu5vjMutB4TkmMwG&usg=AFQjCNGii41Vf2O77RfWGIQMLbThEihSjQ&cad=rja
BOOKS:• COMPENSATION – by: George T. Milkovich, Jerry M. Newman, Carolyn Milkovich• Saving the World at Work: What Companies and Individuals Can Do to Go Beyond Making a Profit to Making a
Difference [Hardcover] – by - Tim Sanders
JOURNALS:•Peer Bulletin – (issue 204)