building an inclusive, passionate, multi-generational workforce by jacqueline gwee, aadvantage...

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1

Building An Inclusive, Passionate, Multi-generational Workforce22 May 2015

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About aAdvantage Consulting


Partnering

clients in achieving

impactful implementation and

seamless transformation for

sustainable growth

From vision to results


Our Approach

Translating Vision to Results by aligning organisations, their systems and processesto strategy AND enabling employees to deliver the desired outcomes.


Single point-of-contact solution partnerOur Integrated Solutions

• Strategic

• Implementation-focused

• Results-driven

• Sustainable

Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. -6-

Research & InsightsOrganisational Diagnostic

Employee Engagement Survey

Cultural Values Assessment

Change Readiness Survey

Customer Satisfaction Survey

Customer Loyalty Survey

Public Perception Survey

Product & Concept Testing

Business FacilitationStrategic Review

Strategic Visioning

Corporate Planning

Balanced Scorecard Cascading

Business Excellence Roadmapping

Service Transformation Roadmapping

HR & LeadershipEmployee Handbook

Recruitment & Selection

Compensation & Benefits

Learning & Development

Performance Management

Leadership Development (Training & Coaching)

Talent Audit

Succession Planning

Coaching & Mentoring

Team Building & Development

Signature Programmes (indoor or outdoor)

customised to:

Embed a Values-Based culture

Communicate Service Excellence

Build High Performance Intact Teams

Incorporate Problem Solving & Role Clarification

Business ExcellenceSingapore Quality

Class/Award

Service Class/Award

Innovation Class/Award

People Developer/Award

Benchmarking Studies

Process Improvements

SMART Assessment (for SMEs)

IMPACT Assessment (for SMEs)

Business Excellence Training

-

Change EnablementOrganisational Readiness

Assessment

Stakeholder Impact Assessment

Training & Development Strategies

Communications Planning and Implementation

Leading Change

Personal Mastery Workshops

Culture Development

Organisation Culture Values Assessment

National Values Assessment

Mission, Vision & Values Review/Articulation

Values Based Leadership Development

Customer Experience

Customer Experience Strategy Development

Customer TouchpointExperience Mapping

Service Culture Transformation

Service Blueprinting

Customer Metrics Development

Net Promoter Score®

Solutions and Mode of Interventions


aAdvantage National level and Industry Studies aAdvantage conducts several benchmarking studies across various areas, including desired workplace culture and employee engagement

In 2012, aAdvantage conducted a National Values Assessment. Our findings were compared to similar global studies. The study also explored the type of workplace culture desired by employees.

We plan to repeat the study every 3 years.

Since 2011, aAdvantage has conducted its annual workforce engagement survey. 2,000 employees across industries are interviewed to understand their level of engagement. The study also analyses what are the key drivers of employee engagement and the importance of work life in the workplace.

In 2014, aAdvantage partnered with the Institute of Singapore Chartered Accountants (ISCA) to conduct a industry level employee engagement study to identify the key drivers of employee engagement so as to address talent retention issues in the accounting sector, particularly in small and medium sized practices.

Personal Values Current Culture Values Desired Culture Values



style


Building An Inclusive, Passionate, Multi-generational Workforce


Business Challenges

• How to increase profitability and shareholder value; meet the organisation mission and intended outcomes

• How to attract and keep talented people;

• How to increase staff engagement;

• How to solve manpower crunch;

• How to upskill workforce quickly to be more effective;

• How to increase innovation, creativity, agility, and customer satisfaction;

• How to optimize resources (financial, manpower, tools)


Changing Workplace

• Multi-generational

workforce

– Different Life Stages

– Aging Workforce

– Different motivations

• Multi-cultural workforce

• Technology & Social

Media

• Mobile Workforce


What are your greatest challenges today?

“…Companies in Singapore will have to look at options besides simply increasing remuneration if they wish to attract and retain the best talents whilst keeping overheads low. Pro work-life balance and better employee engagement policies will have to be leveraged effectively...”

- Stella Tang, Managing Director of Robert Half in Singapore.


Lack motivation and are less likely to invest effort in organisational goals

9.00%

76%

15%

Singapore, % of Engaged, Disengaged and Actively Disengaged Employees 2012

Engaged

Disengaged

ActivelyDisengaged

“It is vital for organisations to engage their employees to maintain high-productivity workplaces; Disengaged workers tend to be emotionally disconnected from their workplaces and thus are less productive.Employee engagement also boosts other business outcomes such as profitability and customer satisfaction.” – Gallup “State of the Global Workplace 2013 Report”

Unproductive and potentially hostile to employer; would spread negativity to co-workers.

Being emotionally invested in and focused on creating value for their organisations every day

Motivated by meaningful work

Seek personal fulfilment and fun in the work that they do

Tech savvy and willing to try out new ways to do things

Work best in teams

Need to know how training can be applied to their job

Want to be able to have a say in their future

GENERATION

Y1984-1994

MULTIPLE GENERATIONS

AT WORK

GENERATION XABY BOOMERSB1946-1964

1965-1983

Motivated by job security

Individualistic, a willingness to work on their own

Desire a flexible workplace with not a lot of close supervision

Transferable career, variety of skills and experience

Motivated by salary reward for hard work and time put into the job.

Long hours, office only, don’t tend to take work home

To build the perfect career – to climb up the corporate ladder


Gen Y Employees are Less Likely to stay in their organisations for the next two years than Gen X and Baby Boomers

Gen Y

53%

Baby Boomers

69%

Gen X

66%

Source: aAdvantage Singapore Workforce Engagement Survey (SWES) 2014


Employee Net Promoter Score™ (eNPS®) - How likely would you recommend your company as a good place to work?

17.0

19.6

23.6

53.1

49.8

38.0

29.8

30.8

38.3

Gen Y

Gen X

Baby Boomers

Promoters Passives Detractors

eNPS®

-14.7

-11.2

-12.8

Net Promoter, Net Promoter Score, and NPS are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld.


Who comprises our workforce?

What are the key drivers of Employee Engagement?

What motivates staff?

What should we do? What must we do?

Review. Measure. Review.

1. Understand

2. Implement

3. Continuous

Review



style


How Singapore Residents View the Current and Desired Singapore Workplace


Objectives of the StudyIntroduction to National Values Assessment 2012

The survey examined what Singapore Residents consider are:

The values and behaviours that best describe them at a personal level;

Their perception of Singapore society and their workplace as these are today, and what they want them to be, ideally.

• Obtain preliminary insights into what matters to Singapore Residents.

• Generate meaningful dialogue about the society and workplace environment that Singapore Residents desire.


QuestionsIntroduction to National Values Assessment 2012

Respondents were asked the following three questions. For each question, respondents were required to pick exactly 10 values and behaviours from a list that:

Soci

eta

lO

rgan

isat

ion

al

1. Best reflect who you are.

2. Best reflect the Singapore society (Singaporeans and PRs) today.

3. Best reflect what you desire of the Singapore society (Singaporeans and PRs).

4. Best reflect your workplace today.

5. Best reflect what you desire in your workplace.

What Singapore Employees Consider are the Values and Behaviours that Best Describe Themselves

family 496 2(R)

friendship 398 2(R)

happiness 344 5(I)

responsibility 335 4(I)

health 328 1(I)

balance (home/work) 319 4(I)

well-being (physical/ emotional/ mental/ spiritual)

307 6(I)

positive attitude 281 5(I)

honesty 278 5(I)

accountability 273 4(R)

Level

7

6

5

4

3

2

1

IRS (P)=7-3-0 IRS (L)=0-0-0

Personal Values (PV)

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

2%

1%

1%

9%

15%

9%

21%

27%

7%

8%

0% 20% 40% 60%

1

2

3

4

5

6

7

Source: aAdvantage

Consulting National Values

Assessment 2012

What Singapore Employees Consider are the Values and Behaviours that Best Describe Themselves (by Age Group)

7654321

IRS (P)=8-2-0 IRS (L)=0-0-0

friendship 116 2(R)

family 115 2(R)

humour/ fun 103 5(I)


happiness 93 5(I)



77 6(I)


independence 67 4(I)

honesty 66 5(I)

Age 15 - 30Level

7654321

IRS (P)=7-3-0 IRS (L)=0-0-0

family 184 2(R)

friendship 151 2(R)


happiness 132 5(I)


health 124 1(I)


humour/ fun 117 5(I)



110 6(I)

Age 31 - 45Level

7654321

IRS (P)=6-4-0 IRS (L)=0-0-0

family 184 2(R)

health 145 1(I)

friendship 122 2(R)

honesty 114 5(I)


111 6(I)

happiness 110 5(I)

caring 103 2(R)




Age 46 - 64Level






What Singapore Residents Consider are the Values and Behaviours that Best Describe Themselves (by Age Group)

Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64 ≥ Age 65

1. family

2. friendship

3. health

4. happiness

5. caring

6. honesty

7. responsibility

8. well-being (physical / emotional / mental / spiritual)

9. respect

10.balance (home / work)

Unique Values and Behaviours

1. humour / fun

2. positive attitude

3. trust

4. independence

5. accountability

6. compassion

7. grateful

balance (home/work) 433 4(O)

teamwork 403 4(R)

employee recognition 400 2(R)

employee fulfillment 280 6(O)

continuous improvement

272 4(O)

continuous learning 261 4(O)

respect 256 2(R)

staff engagement 251 5(O)

coaching/ mentoring 250 6(R)

leadership development 250 6(O)

Level

7

6

5

4

3

2

1

IROS (P)=0-4-6-0 IROS (L)=0-0-0-0






Desired Culture Values (DC)

1%

1%

0%

6%

12%

12%

26%

23%

13%

6%

0% 20% 40% 60%

1

2

3

4

5

6

7

What Singapore Employees Said Would Define their Desired Workplace

Source: aAdvantage


Assessment 2012

What Singapore Employees said Would Define their Desired Workplace (by Age Group)

7654321

IROS (P)=1-3-7-0 IROS (L)=0-0-0-0



teamwork 103 4(R)





76 4(O)


personal growth 70 4(I)

humour/ fun 69 5(O)


Age 15 - 30Level

7654321

IROS (P)=0-4-7-0 IROS (L)=0-0-0-0



teamwork 158 4(R)


continuous improvement 108 4(O)

respect 104 2(R)





employee health 97 1(O)

Age 31 - 45Level

7654321

IROS (P)=0-7-5-0 IROS (L)=0-0-0-0

teamwork 132 4(R)



employee health 87 1(O)


fairness 85 5(R)



respect 78 2(R)

cooperation 77 5(R)

customer satisfaction 77 2(O)

open communication 77 2(R)

Age 46 - 64Level







What Singapore Employees said Would Define their Desired Workplace

• Balance (home / work)1. cares for our well-being and

allows time for personal pursuits?

• Continuous improvement• Continuous learning• Coaching / mentoring • Leadership development

3. commits to development and improvement?

4. our leaders are motivated and enabled to guide and coach us?

• Teamwork 5. encourages the spirit of working together across all levels?

• Employee recognition• Employee fulfilment• Respect• Staff engagement

2. provides a sense of achievement; seeks and values our views / contribution?

How do we create a workplace which …


What Singapore Residents said Would Define their Desired Workplace (by Age Group)

Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64

1. balance (home / work)

2. teamwork

3. employee recognition

4. employee fulfilment

5. continuous improvement

6. continuous learning

7. respect

8. staff engagement

9. coaching / mentoring

10.leadership development


1. personal growth

2. humour / fun

3. employee health

4. fairness

5. accountability

6. cooperation

7. customer satisfaction

8. open communication

Level

7

6

5

4

3

2

1

IROS (P)=0-2-5-0 IROS (L)=0-0-3-0


teamwork 333 4(R)

cost reduction (L) 309 1(O)

long hours (L) 290 3(O)

brand image 284 3(O)

results orientation 270 3(O)


253 4(O)



hierarchy (L) 210 3(O)

Current Culture Values (CC)






8%

5%

9%

6%

8%

15%

22%

14%

9%

4%

0% 20% 40% 60%

1

2

3

4

5

6

7

How Singapore Employees Perceive their Current Workplace

Source: aAdvantage


Assessment 2012

Entropy: 22%

How Singapore Employees Perceive Their Current Workplace (by Age Group)

7654321

IROS (P)=0-2-6-0 IROS (L)=0-0-3-0

Age 15 - 30Level

7654321

IROS (P)=0-4-7-0 IROS (L)=0-0-0-0


brand image 129 3(O)


teamwork 119 4(R)







Age 31 - 45Level

7654321

IROS (P)=0-2-6-0 IROS (L)=0-0-2-0




teamwork 96 4(R)




brand image 76 3(O)

efficiency 74 3(O)


Age 46 - 64Level






Entropy = 22% Entropy = 21%

teamwork 107 4(R)




brand image 70 3(O)



professionalism 68 3(O)




Entropy = 20%


How Singapore Residents Perceive Their Current Workplace (by Age Group)

Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64

Entropy 20% 22% 21%

1. customer satisfaction

2. teamwork

3. cost reduction (L)

4. long hours (L)

5. brand image

6. results orientation

7. continuous improvement

8. accountability

9. continuous learning

10.hierarchy (L)


1. professionalism

2. balance (home /work)

3. efficiency


Source: Hewitt and Barrett Values Centre – 163 organisations in Australia and New Zealand 2008

Entropy Level 3 Year RevenueGrowth %

<10% 32.87%

10% – 19% 24.90%

20% – 29% 11.39%

>29% 11.07%

Research carried out in 163 organisations in Australia by Hewitt Associates

and the Barrett Values Centre in 2008.

The Impact on Performance


Key drivers of employee loyalty, likelihood to stay and engagement, amongst Gen Y employees

54%

57% 57% 57%59%

63%

Career Growth OpenCommunication

Rewards &Recongition

Empowerment Work-lifeHarmony

Training andDevelopment

% A

gree

& S

tro

ngl

y A

gree

Source: aAdvantage SWES 2014

• Structured Learning & Development

• Career Development

• Performance Based Rewards & Recognition

• Differentiate Work-Life Strategies based on needs

• Culture of Open communications & empowerment

Implications:


Understanding our Workforce

Implications..

• “One size fits all” may not be relevant

• Need for differentiated HR policies to meet different workforce needs

• Role of HR to facilitate business transformation and reskilling of HR (e.g. change management, culture transformation)

• Line Leaders to be equipped with “people development” skills

Findings suggest…

• Desired Workplace Culture - Similarities and differences across age groups (multi-generational workforce)

• Key drivers of employee engagement may differ across age groups


2013 Economist Intelligence Unit - Why good strategies fail - Lessons for the C-suite

A survey, conducted in March 2013, of 587 senior executives globally. 52% of respondents are C-level executives; the remainder hail from senior management.

88% say executing strategic initiatives successfully will be “essential” or “very

important” for their organisations’ competitiveness over the next three years.

61% acknowledge that their firms often struggle to bridge the gap between

strategy formulation and its day-to-day implementation.

56% of strategic initiatives have been successful.

Companies that are poorly aligned with strategy also report weaker financial results than their peers.


2013 Economist Intelligence Unit - Why good strategies fail - Lessons for the C-suite

What are the Biggest Barriers to Successful Strategy Implementation at your Organisation?


Business Perspective


Role of HR in organisations….

In the past:Build HR Operations for efficiency and effectiveness

Today:Creating Business Value through HR services

The game has changed!


Fair & Progressive HR…

• Just

• Impartial

• Rational

• Nondiscriminatory

• Unbiased

• Broad-minded

• Open-minded

• Enlightened

• Advanced

FAIR ≠ EQUAL

Facilitating Business TransformationP

rogr

ess

ive

Bas

ic

Recruitment & Selection

Performance Management

Rewards & Recognition

Learning & Career

Development

Leadership Development

TalentManagement

• Building Employer Brand

• Job Fit -Competencies

• Culture Fit Assessment

• Potential Assessment

• KPIs, Competencies aligned to business

• Differentiated by staff levels

• Aligned to culture and job fit

• Peer assessment

• Strong link to performance

• Total rewards approach

• Differentiated to achieve various objectives

• Differentiated benefits for different needs

• Career Pathways liked to competencies

• Develop competencies for future roles

• Self-Directed• Linked to

outcomes• Future-

oriented

• New LeadershipParadigm-skills to drive the desired culture (collaboration & innovation)

• Values-drivenleadership

• Talent Audit -Potential Assessmentbased on analytics

• Availability

• Years of Experience

• Affordability

• Personality

• Some form of KPIs and attributes

• Lack of clarity & transparency

• “One size fits all” benefits

• Bonuses

• Core & Functional Competencies Defined

• Ad hoc training based on immediate needs

• Generic leadership competencies

• Potential based on “gut feel” or past performance

Facilitating Business Transformation

New Ways of Work -Work Life Harmony

Employee Engagement Managing Change Culture Development

• Work-Life strategy differentiated by job roles

• Conscious culture to support Flexible Work Arrangement

• Guidelines vs policies• Incorporating

technology into the Workplace (Virtual workplace, social media)

• Differentiated platforms for various demographics

• Decentralised engagement

• Network of change champions

• Focus on learning & sharing

• Culture of involvement & accountability

• Empowerment

• Leadership skills to lead change

• Network of change agents

• Facilitated change management as part of strategy implementation

• Process to define desired culture and tools to measure and identify inhibitors

• Whole system change to align leadership behaviours

• Systems and process alignment to drive desired culture

• One size fits all• Leave Benefits• Activities or programme

centred• Traditional workplaces

– desk bound

• Reactive; fear of speaking up

• Top-down approach• Grievance Handling• Union Engagement

• Not integrated, lack of attention

• Expectation of top-down approach

• Cascading of Values• Default culture prevails• Lack of consciousness

to align leadership behaviours

Pro

gre

ssiv

eB

asic

•HR strategy aligned with Business Strategy•Policies and processes well defined•HR Functions support business needs

5 Stages of HR Maturity in Organisations

Stage 0: No HR

Stage 1: Compliance Driven HR

Pe

rfo

rman

ce

Maturity of HR

Stage 2: Fundamental HR Services

Stage 4: Business Integrated HR

Stage 3: Strategic HR Department

2 key questions• Where are we

today?• Where do we want

to be?

•No HR department•Few HR processes defined

•No HR Strategy•HR processes and policies focus on compliance to legislation

•HR Strategy partially defined•Silo HR functions•Gaps in HR processes and policies •Core services managed well but not strategic

•HR strategy part of business strategy•HR helps to drive business decisions through people, data and insights•Business and HR systems integrated


Whose Role is it to solve our People issues?

Senior Management?

HR Department?

All Managers?


“HR is the driving force behind what makes a winning team.

We make the argument that the team that fields the best

players wins. HR's involved in making sure we field the best

players.”

Jack Welch, CEO of GE, 1981 - 2001

“In fact, leaders of companies that go from good to great start

not with “where” but with “who.” They start by getting the

right people on the bus, the wrong people off the bus, and the

right people in the right seats.”

Jim Collins, Author of “Built to Last” and “Good to Great”

“Business Leaders have to make sure that where they say they

are going actually happens. HR professionals help turn

aspirations into actions by focusing on three things: talent,

culture and leadership.”

Dave Ulrich, Professor at the Ross School of Business, University of

Michigan, HR Guru


Doing the same thing over and overand expecting different results is

... insanity.

- Albert Einstein


From vision to resultsFor enquiries:

E: [email protected]: 6853 2658


mailto:[email protected]

http://www.aadvantage-consulting.com/

building an inclusive, passionate, multi-generational workforce by jacqueline gwee, aadvantage...

Leadership & Management

intellectual property

industry studies aadvantage

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service excellence

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desired workplace culture

seamless transformation