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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

87

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.

The data presented in the document is the intellectual property of aforesigned. Any rights including, inter alia, rights of reproduction, communication to the public, adaptation and translation of the work should be done after prior permission from

the Author. All rights reserved

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)