Smita Dash Sahoo

November 2015 Business Manager1

www.businessmanager.inIn this ISSUE

DECODING-Y

Cover Feature

Roundtable "Knowing the millennial: Perception versus reality"Dr. Poornima Gupta, Rachna Mukherjee,Ajay Nair, Rohit Aggarwal

Bringing in the shift -Surbhi Dewan

Gen-Y one-click force!-Dr. Deepak Malhotra

Are we giving them the right fuel?-Hemang Desai

Do we know, understand & perceivethem rightly?-KBM Swamy

Gen-Y is out in clouds!-Smita Dash Sahoo

Millenials’ traits-Tripti Lochan

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06 How to make an effectiveemployeeAn effective employee gets exciting projects, winsimportant clients, and is well respected by colleagues,bosses and management. An effective employee becomesindispensible for the organization s/he serves. The reverscan happen with an ineffective employee. So let's see howwe can turnaround an ineffective employee.

Dr. C. N. Daftuar

In every ISSUE

Response

From the Editor’s Desk

HR without PREJUDICE

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17 Enigma in talent acquisitionMost organizations are facing scarcity of key skills and withfast evolving talent demands, the need is a strategic talentacquisition strategy that will focus on buildingemployment brand, obtain talent, create growthopportunities for internal employees, and leverage referralrelationships within the organization.

Dr. (Prof.) Debaprasad Chattopadhyay

19 Boomerang hiring:Taking the 'U' turnWhen an employee moves out of the organization, there isa good probability that they would have learned new skillsand strategies that can be used effectively if rehired.However, rehiring of ex-employees come with their ownshare of pitfalls, which require an effective rehiring policy tobe developed for success.

Anubhuti Saxena


www.businessmanager.in

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New age work mantra Madan Panathula

41 Balancing work life in technology eraWork-life is in the control of an individual and smartconcepts related to time-management and self-controlmay do wonders in ensuring one lives to the fullest in everysphere of life and get success in everything and not onlywork.

Dr. A. S. K. Ghori

55 Recognition is distinct fromregistration of a trade unionNeither the Trade Unions Act nor any other Central Actincluding Industrial Disputes Act forces the management torecognise a union as the bargaining agent of the workers.

H.L. Kumar

57 Case STUDY

Why Mayank did not join?By BM Team

59 Case AnalysisHiring process lacks basics- Mihir Gosalia

Hiring process lacks basics No onecould understand the expectationsof Gen-Y-Bhaskar Dhariwal

43 Government NotificationsRevised Minimum Wages in Haryana, Uttar Pradesh, Delhi.

& EPF

11 Leaders - Not beyond! Coping with personality kinksTo be a strong leader, you must have passion around your vision, a passion that can be understood by your staff as that which they can relate to,adapt and be inspired.

Dr. Ganesh Shermon

helpLINE

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Book LearningGlobalisation Democratisation and Distributive Justice

Law Relating to Disciplinary Proceedings in Industries

46from the COURT ROOMRecent Important Judgments

HR NEWS

HR MANTRA

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respect to PVR in any HR related professional magazines. Harshreality is why one should waste ink and pages on someone whois no more in the world. BM has demonstrated the commitmentto the profession. One request-please do not publish my name.

......Eye-openerI liked your EC Laws articles, especially contributed by MsArchana. These are very informative for any HR persons. So far Iam concerned, I hardly got an opportunity to work practically onthat subject in my long yrs of service career mainly in multi-national / reputed Indian houses. All these companies werecovered under ESI Act.Those who were not covered under ESI , Co used to pay muchmuch higher compensation & no one never ever went tocommissioner office for further claims. After reading the articles Inow feel that they/ heirs could have gone to commissioner’soffice for further claims. However, I would suggest to publish articles on Factories Act,1948, as amended.

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Scaling upExcellent coverage of the law, act, it's philosophy andprinciples. Detailed, sharp and informative. Very well written.Your business journal is truly scaling up with every issue.

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Impatient, logical, analytical

November, 2015Vol. 18, No. 5

Alot has been discussed and written about today’s workforce –popularly known asGen-Y.Their attitude towards work, their proclivity for independence, theirsomewhat strong reliance on social media, their desire for work-life balance and

their strong emphasis on the pursuit of their dreams and life goals have been in focus.There are many myths about the Gen-Y. Managers generally make mistakes inunderstanding this workforce in right perspective. Unless today’s managers understandthem well, it may be like experimenting with the unknown. Managers fail to recognizetheir strength in technology and perceiving the nuances of their work habits.

They are perceived as job hoppers because of hardly sticking to organization for morethan one to two years. Keeping them engaged is the biggest challenge for managers.They are not going to change. Managers and organizations have to change and takeinitiatives to align with their thought process.

Actually this workforce is impatient, logical and analytical.They are tomorrow’s managers.They look for immediate recognition and pay off. Most of them take job as an opportunityto learn, grow and fulfil aspirations. They are self centered, less bonded with organizationand don’t appreciate strong emphasis on corporate hierarchical structures andauthoritative leadership.They have little loyalty to organization.They are not intimidatedby authority.They are tech savvy. Remaining connected with social media is their life line.They are practical.They live in present.They learn quickly, get engaged and deliver.

Managers need to provide them a sort of result driven work environment whereemphasis should be on results and on spending work hours.The key is in approachingthis workforce differently, providing constructive criticism that reflects confidence inthem, offering flexible work schedules, adjusting the belief that they need to "put in thehours at the desk" to be effective, and developing a work culture that is pleasant andpositive and realizing that asking questions can often lead to answers and solutions thatare actually more efficient and effective unlike with any other set of employees in thepast. Managers must also provide them more autonomy and trust Gen Y workforce tocomplete the work, to redesign and rebuild some of the old career ladders. Here, reversementoring makes sense.

There is a need for the Generation Y also to learn to pace them and gain the necessaryexperience and skills before expecting too much from organization. Sometimesunrealistic expectations may land them in a place leaving no point of return for them.

Cover story of this issue centred around decoding this workforce, understanding thereality vs perception and the possible way forward to take them along to make part oforganization success.

If you like it let us know. If not, well, let us know that too.

Happy Reading!

Anil Kaushik

From the Editor’s Desk

In general, radically and ethically diverse, tech-savvy, flexible, non-traditional, less Brand loyal, andsophisticated due to exposure to rapid expansion innetworking, Gen-Y looks forward to challengingroles, faster career growth and attractive

compensation. They like to work hard but enjoy equally.In short, what they need is a flexible vibrant workplace,where they get an opportunity to be joyfully innovative,creative, think out of the box and give their best.

Gen- Y is an integral part of the society and each ofGen-X deals with them at someplace or other, if not athome. Hence, in the Indian context, though it wasexpected to be harder than it was for Gen- X-1 (Gen - W?) tounderstand Gen- X, but never as difficult as experienced.There was a big gap between the two generations.Complexities within the organisation posed multiplechallenges especially given the interplay ofcomputerisation with privatisation and globalisation. Onone side, there arose variety of organisations apart fromPSUs, and on the other, variety of workforce apart fromGen- X, all demanding space. Hence, the need for thepolicies, systems and processes to be as standard and asdiverse as could be. Through the brain drains, economicrecessions, social developments and politicaltransformations, following challenging managementissues stare at us, locally and some globally:

Variations among Gen-Y- Early Gen-Y differed andranged in their characteristics and competenciescompared to those who seeped in later, and so, within thehomogeneous group, they were diversely diverse. Hence,management of Gen- Y was dynamic.



Gen-Y is out in clouds!

SMITA DASH SAHOO, HR Professional & Mentor, Bangalore, Certified CEO Coach (CFI, Chennai)

Only those organisations who have nurtured the Culture of Respect andCare have been able to manage both the generations.

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Alignment of mindset between Gen-Y &Gen-X- Thinking patterns, Tech-dependencyand business communication styles varybetween the two generations. Gen X leanstowards traditional style/structuredformat/formal methods whereas Gen-Y, ingeneral, is informal and casual, seekingfreedom from hierarchical formalities.Inclination to stay connected 24 x 7 throughsocial media is another management area.Hence, there are Inter-Generational dynamicsas well as Techno-expectations to be managed.

Modern work culture in new agecompany- New-age companies expect highproductivity at high speed which leads to longworking hours and higher percentage ofburnout. There are also issues due tomonotonous job. They have an informal home-like set-up with informal dress-code at office.All this gave rise to Prohibitive Management.

Gen-Y’s alignment to global workforce -Gen- Y got highly aligned to global workforce,thanks to the MNCs which provided better andmatching job options to them. Hence, the scopeof compensation, benefits and facilitiesmanagement widened.

Alignment between Gen-Y & Gen-Y -New-age CEOs are young professionals belowthe age of 35.This has led to highercomposition of Gen-Y at the workplace, therebygiving rise to two groups of Gen- Y, andrequiring older Gen- Y to understand andmanage younger Gen-Y. Hence, Intra-Generational dynamics and managementcropped up. The presence of Gen- X in suchorganisations, reporting to Gen- Y, becameanother area of focus.

Cry for Work-Life balance - Businesstargets and work-life balance have becomeconflicting goals, especially in e-com andfinancial sectors. Many kinds of intellectualplatforms, innovative perks as well as otherfacilities/initiatives at workplace wereintroduced to make up for long working hours.But Gen-Y, which had accepted substitution ofthese benefits with work-life imbalance, seemsto be weary of it now. They seek time forpursuing their hobby, participating in soul-satisfying activities and also fulfilling theirsocial responsibilities, thus, the new provisions

for Paternity Leave, CSR activities, sports etc.

Preparedness to welcome Gen-Z - Wehave to be aware that, in a few years from now,we would have Gen- Z entering the workplace,maybe with the dreams to open a branch/officeon Mars; wanting to join organisations thathave or are ready to initiate 'The Project'! It istime to start understanding what would be thechallenges in managing Gen- Z!!!

Organisations expect higher productivity,right attitude, alignment with work-culture andrespectful behaviour with all levels, from Gen- Y.But instead they find Gen- Y's knowledgetheoretical and performance not as perexpectations. Counter this is the feeling of Gen-Ythat on-the-job training has been eclipsed andorganisations want 'Ready to Use employee'.While Organisations experiences that Gen-Y isnot aligned to the Company culture and aredisrespectful towards their superiors and peers,Gen-Y say that they experience huge gapbetween the external brand image versusinternal practices. Core values practiced aredivorced from what is documented. Efforts toreduce the gaps are being taken by thestakeholders. Companies are invited to theInstitutes as guest lecturers and for placementsand students are engaged as interns. Establishedprofessionals from respective fields are invited tomentor the students during the course.

Those of Gen- X who have reached out toGen- Y inspire of the hierarchy, connected andcommunicated with the aspirations of Gen- Yand, supported, guided, coached and mentoredthem as needed, have been able to deal with theabove management issues quite successfully.Those of Gen- Y who have respected and soughtthe guidance of Gen- X have been able to growrobust. While both keep each other on theirtoes, both provide each other reasons to laugh,smile and continue. This helps to keep theworkplace young, happy and healthy!

Gen- Y is 'Out in the Clouds'! Gen- Z could go'beyond the Clouds'! Gen- X will keep all ofthem 'Connected to the Reality'. But, only thoseorganisations who have nurtured the Cultureof Respect and Care have been able to manageboth the generations and all the abovechallenges effectively. And, going forward thisshould remain The Mantra!


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