ipma cima briefing on leading multigenerational 8 jan2013

© 2013 IPMA Asia Pacific www.ipma.com.sg

LEVERAGING ON WIDER GENERATION: CHALLENGE OR OPPORTUNITYLeading and Engaging a Multigenerational Workforce

Prof Sattar BawanyStrategic Advisor, IPMA Asia PacificManaging Director, EDA Asia Pacific

Tuesday, 8 January 2013 Cinnamon Grand, Colombo, Sri Lanka

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Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You A Tiger Or Deer?

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Knowing Yourself

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The S.C.O.P.E. Approach

S

C

O

P

E

HARE

HALLENGE

PEN MINDED

LAN TO IMPLEMENT

NJOY OURSELVES

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The International Professional Managers Association (IPMA) is a global ‘not-for-profit’ (NPO) members organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific

IPMA mission as an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels

IPMA is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance

EDA established in 1982 is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients (many Fortune 500 companies) achieve their strategic objectives and win in the marketplace.

Who We Are

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Strategic Advisor, IPMA Asia Pacific Managing Director & C-Suite Coach with EDA Asia Pacific Co-Chair of the Human Capital Committee of the American

Chamber of Commerce in Singapore (AmCham Singapore). Member of Frontier Strategy Group’s Expert Advisory Network

(EAN) for Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.

Over 25 years’ international business management in executive coaching, facilitation, leadership development and training

Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses

Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp

About Your Facilitator – Prof Bawany

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Workshop ObjectivesThis workshop will provide you with a foundation of knowledge that will enable you to: Better understand the factors and historical period

experiences that shape each generation Develop more effective communication and influencing

strategies for each generation of employees Enhance your understanding of the workforce realities

created by five generations in the workplace, including the potential points of conflict between each generation

Learn the best practices required to lead and engage the multigenerational employees towards increasing productivity and achieve business outcomes


The New Workplace Realities

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Multi-Generational Workplace: Danger or Opportunity?

Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our

organization.

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Shifting Demographics By 2017, workers in the US, Canada, France, Germany, Japan,

Singapore, Italy and the U.K. aged 50 and over will make up more than 40% of the workforce (AARP Profit from Experience, 2007) and will be poised to retire in large numbers within the next ten years.

Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003).

In light of this predicted labor and skills shortage, it is imperative for forward-thinking companies to focus on retaining older workers and increasing their ability to recruit and engage younger workers.

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Most employees are:Working in multi-generational teamsView that multi-generational teams improve organizational performance

Key findings from survey commissioned by TAFEP:Together, Gen X and Gen Y make up 60% of the workforceMeans that 40% of the workforce is over 45 years of age

Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg

Present Day Workforce

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Source: The Straits Times, Singapore 8 April 2010

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Traditionalists(Born before 1946)

Baby Boomers(Born 1946-1964)

Gen X(Born 1965-1980)

Gen Y(Born after 1980)

Career Goals

Legacy Stellar Career Portable Career Parallel Careers

Rewards Satisfaction of a Job Well Done

Money, Title, Recognition, Corner Office

Freedom Is The Ultimate Reward

Work That Has Meaning

Work-Life Balance

Support in shifting the balance

Help me balance everyone else and find meaning in myself

Give me balance NOW! Not when I’m 65

Work isn’t everything. Flexibility to balance my other activities

Job Changing

Carries a stigma Puts you behind Is Necessary Is Expected

Training I learned the hard way, you can too!

Train them too much and they’ll leave

The more they learn, the more they’ll stay

Continuous learning is a way of life

Overview of Generational Differences

Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.

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Multi-generational work environments can breed misunderstanding, conflict, and can compromise growth.

Each generation has its own characteristics; different values and workplace concepts (Eg. Work-life balance, loyalty, teamwork) are understood differently.

Multi Generational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively.

Hence, it is increasingly important to know how to bridge inter-generational differences at work.

Why are Multigenerational Differences an Issue?

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Gen Y – Y Are They Different

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The quarterly Hudson Report, found 62% of 450 local respondents had trouble managing staff aged 30 and under, as they felt these Gen Ys have unrealistic job expectations and are too impatient.

Executives polled also believed that Gen Y employees lack loyalty, need constant attention and have little respect for authority.

Despite that, employers across all industries still realised the importance of not only retaining top Gen Y talent, but also developing them.

Source: http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf

Gen Y: Can’t work with or without them

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Calculate Your Current (and Future)Investment in Gen Y:

How many Gen Y employees does yourorganisation currently have?

What is the average compensation forGen Y employee at your organisation?

Multiply the number of Gen Y employees xYour average compensation.

Can be seen as the risk your organisationtakes in assuming Gen Y will meet youremployment needs.

The better managed this investment, thelower the risk and the better return for allinvolved.

Exercise: Managing the ROI on Gen Y?

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The Linkster Generation (those born after 1995) is the onejust entering the workforce now. Like any other generation,it brings its own mindset into the workforce.

Linksters primarily work part-time while attending school. They are called Linksters because no other generation has

ever been so linked to each other and to the world throughtechnology. Their struggles in the work environment aretied to their youth and inexperience.

They are complete digital natives and cannot functionwithout communicating through social media.

Desire for change, stimulation, learning and promotion thatwill conflict with traditional organisational hierarchies.

Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.

Gen Z or The Linksters

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Get them into a routine that they can master. Generation Z will be unlike Baby Boomers, who are often

loyal to a firm. They don’t expect jobs for life and will moveonto the next job, similar to Generation Y.

Managers of Generation Z employees will have to beprepared to give regular feedback that tells them they aremaking a difference to the organisation

Development and work/life balance are more important thanfinancial reward, with both Gen Y & Z being committed totheir own personal learning and development.

Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012http://www.i-l-m.com/edge/managing_generation_Z.aspx

Managing Gen Z

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Source: http://www.youtube.com/watch?v=rDAdaaupMno


Leading and Engaging a Multigenerational Workforce

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• Profitability • ROI• Cost Optimisation

• Employee Satisfaction• Employee Loyalty

• Company Policies• Rewards and Flexibility• Culture, Espirit De Corps

• EQ/EI Competencies• Managerial Skills• Leadership Styles

Organisational Results

Employee Engagement

Organisational Climate

Leadership Effectiveness

Customer Engagement • Customer Satisfaction/Loyalty • Service Value/ Relationship

Engaging Multigenerational Workforce

Reference: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” Singapore Business Review, 1st November 2011, http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

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Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, Published by GMP & Temasek Polytechnic, 2009

Leadership Characteristics That Gen Y-ers Want Their Leaders To Demonstrate

Leadership Characteristics That Managers From The Other Generations Believe In Demonstrating To Gen Y-ers

1. Caring (54%) 1. Competent (54%)

2. Inspiring (45%) 2. Honest (32%)

3. Competent (44%) 3. Forward-looking (31%)*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf

Leading Gen Y Employees

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Top Factors That Motivate Gen Y To Stay In Organizations

Retention Strategies Most Utilized By Organizations

1. Opportunities for Career Advancement (63%)

1. Opportunities for Career Advancement (43%)

2. Good Work-Life Harmony (41%) 2. Emphasis on Learning & Development (37%)

3. Good Relationships (40%) 3. Good Compensation (24%)

*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.

Engaging Gen Y Employees

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Group Exercise: How Does the Multi-Generational Workforce Impact Employers?HR professionals can play a strategic role by partnering with their Business Leaders in meeting the needs of their employees.

Are there specific business units that have a higher percentage of baby boomers set to retire in the next 10 years?

What are some possible flexible work options that will simultaneously attract all generations while encouraging Traditionalists and Boomers to remain employed and play key roles in knowledge transfer, leadership development, and mentoring of younger workers?

How can Human Resources professionals coach managers to maximize the performance of each generation?

What specific tactics are HR professionals using to attract the ‘best and brightest’ of the Gen Y employees that might differ from strategies used for other generations?

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How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”.

Why should your Talent remain with your Organisation and as your Follower?

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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek

References: http://www.startwithwhy.com/http://www.youtube.com/watch?v=qp0HIF3SfI4http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html

Video on Engaging Your Gen Y & Z


Multigenerational Conflicts

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Multi-Generational Conflict: Striving for Collaboration Nearly 60 percent of HR managers at large companies

say they have observed office conflicts that flow from generational differences, according to the Society for Human Resource Management. Tensions typically stem from perceptions of loyalty and respect.

“Even though the generations are different, it does not necessarily mean they hold divisive values and attitudes that will affect their ability to work well together” (Giancola, 2006). Organizations are reaping the benefits of the diversity provided by workers of different generations collaborating effectively and learning from one another.

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Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):

Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y –those aged 29 and below.

Conversely, Gen Y employees have fewer difficulties working with older colleagues

“… should be sensitive towards (inter-generational issues) as the workforce becomes increasingly diverse…” – Singapore Deputy PM Teo Chee Hean

Source: myPaper, 8 April 2010

Intergenerational Conflict

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Traditionalists(Born before 1946)

Baby Boomers(Born 1946-1964)

Gen X(Born 1965-1980)

Gen Y(Born after 1980)

PotentialChallenges

• Reluctant to buck the system and speak up when they disagree

• Uncomfortable with conflict

• Uncomfortable with conflict

• Sometimes put process ahead of results

• Skeptical• Distrust authority• May not be

attracted to leadership positions

• View changing jobs as a natural process

• Likes to instill a sense of play and fun in the work

Perception • Despise workers who appear to jump ladder rungs without ‘paying their dues’

• Might not be as conscious to issues on cross culture

• Might believe that employees who fail to put in ‘extra time’ lack commitment, focus and loyalty

• Might not recognize the off-site contribution of employees

• Need to be reminded to delegate tasks and responsibilities

• Multi-tasking abilities can be construed as rude

Communication • Feedback is not necessary, but they want to know that they have made a difference

• Documented feedback on a yearly basis is sufficient

• Frequent, honest feedback to know they are on the right track

• Immediate feedback that tells them what they are doing right or wrong

Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.

Potential Workplace Conflicts

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Multigenerational Communication

Keeping these generational differences in mind can make dealing with co-workers, less of a challenge.

Remember to discard biases and preconceived notions and enjoy the generational differences

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1. Look at the generational factor2. Air different generations' perceptions 3. Find a generationally appropriate fix4. Find commonality and complements5. Learn from each other

Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/

Tips on Resolving Intergenerational Conflict


Resolving Multigenerational Conflicts with Emotional Intelligence

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Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.

“The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.”

- Katherine Spencer Lee

Emotional Intelligence (EI) & EQ

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“The capacity for recognising our own feelings

and those of others, for motivating ourselves, for

managing emotions well in ourselves and in our

relationships.”

Emotional Intelligence Quotient (EQ)

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

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Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ.

Group Exercise: EI Mini Quiz

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“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.

B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

C. Nothing, it's not a good idea to embarrass colleagues in public.

D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

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Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics

Answer for Scenario 1 - The credit stealing colleague:The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive.

A. 0 Points – Immediately and publicly confront the colleague over theownership of your work.

B. 5 Points – After the meeting, take the colleague aside and tell her thatyou would appreciate in the future that she credits you when speakingabout your work.

C. 0 Points – Nothing, it's not a good idea to embarrass colleagues inpublic.

D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

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Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do?

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. Suggest to the person telling the joke he go through a diversity training program.

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The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.

A. 0 Points – Ignore it - the best way to deal with these things is not toreact.

B. 5 Points – Call the person into your office and explain that theirbehavior is inappropriate and is grounds for disciplinary action ifrepeated.

C. 10 Points – Speak up on the spot, saying that such jokes areinappropriate and will not be tolerated in your organization.

D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.

Answer for Scenario 2 - The Racist Joke:

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Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do?

A. Accept that he "does not have what it take to succeed around here"and find others in your team to take on his tasks.

B. Get an HR manager to talk to him about where he sees his future inthe organization.

C. Purposely give him lots of complex decisions to make so that he willbecome more confident in the role.

D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.

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The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence.

A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks

B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization

C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role

D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring)

Answer for Scenario 3 - The indecisive Baby Boomer Employee:

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Source: http://www.youtube.com/watch?v=fVHnug8H1MM

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Communicate is key to inspire Commitment “Opportunities for Career Advancement” and “Good

Relationships” are key factors that motivate Gen Y-ers to remain in organisations.

• Engage Gen Y through Coaching and develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans.

• Encourage constant feedback and show recognition for Y-er’s work contribution

• Team Work ‘Y’ & Linksters (Gen Z) Style: Encourage staff gatherings, social events and ‘mixers’ with workmates

Recommendations

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• Each generation brings to the table different approaches to- Work, Interaction, and how they view business strategies

• The end result is a greater diversity and variety of opinions,creativity and talent

• When managed effectively, a multigenerational team canadd tremendous value to your organization

• However, as employees in the various age groups may notnaturally interact with each other, leaders may need toadopt different leadership styles and make a concertedeffort to facilitate collaboration and reduce bias

Conclusions

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Source: http://www.youtube.com/watch?v=03o1JZ7c7gI

Video: Make Makes a Great Leader?

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If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts

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Prof Sattar BawanyStrategic Advisor, IPMA Asia Pacific & Managing Director, EDA Asia Pacific

Email: [email protected]: www.linkedin.com/in/bawanyFacebook: www.facebook.com/ipma.singaporeTwitter: www.twitter.com/sattarbawanySkype: sattar.bawany

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