Prof Sattar BawanyChief Learning Officer & Master Executive Coach, IPMAAdjunct Professor of Strategic Management, PGSM

4th Annual Talent Management Asia Summit22 – 23 November 2011

LEADING & ENGAGING A MULTI-GENERATIONAL WORKFORCE

4th Annual Talent Management Asia Summit22 – 23 November 2011

LEADING & ENGAGING A MULTI-GENERATIONAL WORKFORCE

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ARE YOU A TIGER OR A DEER?ARE YOU A TIGER OR A DEER?

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…..

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ABOUT IPMAABOUT IPMA A Global ‘Not-for-Profit’ (NPO) Professional Members

Organisation headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific

Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels

Facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching and customer service excellence for Contact Centres across various industries

IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’ developed by Bill Lang International and marketed by The Human Performance Company

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AgendaAgendaGenerational Diversity in Today’s Workplace

Overview of Generational Differences:Perceived StrengthsCommon PerceptionsCommunication Across Generations

Leading and Engaging Gen Y

Recommendations on Achieving Synergy

Summary and Q & A Session

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Gen Y – Y Are They Different?Gen Y – Y Are They Different?

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Changing Demographics Increasing numbers of Gen Y entering the workforce. Baby Boomers & Traditionalists are continuing to work for longer

tenures or are Re-engaged into the workforce. Key findings from survey commissioned by Tripartite Alliance for

Fair Employment Practices (TAFEP), 2010: Gen X and Gen Y make up 60% of the Singapore workforce. Means that 40% of the Singapore workforce is over 45 years of

age. Key to Business Success – Quality of Workforce in

sustaining high performance Multi-generational teams improve organizational

effectiveness and performance.

Generational Diversity in Today’s WorkforceGenerational Diversity in Today’s Workforce

Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential%20of%20Singapore's%20Multi-Generational%20Workforce.pdf

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More flexible in changing demographics

Broader insight into your customer base

Wider pool of Talent

Diverse perspectives leading to stronger decision-making

Greater innovation and creativity

Meet the needs of diverse stakeholders

Benefits of Multi-Generational Work TeamsBenefits of Multi-Generational Work Teams

Multi -generational workplaces can be a source of positivechallenge, opportunity, and significant growth if managedeffectively.

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Each generation has its own characteristics; differentvalues and workplace concepts (E.g. Work-life balance,loyalty, teamwork) are understood differently.

These differences can breed misunderstanding, conflictand compromise growth.

Key is in managing these differences effectively andreducing bias.

Multi-Generational Differences –An issue?Multi-Generational Differences –An issue?

Age Conditions Experience Generational Attributes

Source: Justine James, Sally Bibb, Simon Walker, ‘Global Tells How It Is’ Summary Research Report, 2008.

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BREAKING NEWS

The quarterly Hudson Report, which was released today, 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.

Gen Y: Can’t work with or without themBy: Sabrina Zolkifi, SingaporePublished: 19 October 2011, 2015hrs

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

10Source: The Straits Times, 8 April 2010

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Overview of Generational DifferencesOverview of Generational DifferencesTraditionalists Baby Boomers Gen X Gen Y

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

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

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• Calculate Your Current (and Future) Investment in GenY.How many Gen Y employees does your organisation currently

have?What is the average compensation for Gen Y employee at your

organisation?Multiply the number of Gen Y employees x Your average

compensation.

• Can be seen as the risk your organisation takes inassuming Gen Y will meet your employment needs.

• The better managed this investment, the lower the riskand the better return for all involved.

Why The Focus on Gen Y?Why The Focus on Gen Y?

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Food For ThoughtFood For Thought• What is the average tenure for your top-performing Gen Y

employees?• What are the top three (3) reasons good employees leave

your organisation?

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Leading and Engaging Gen YLeading and Engaging Gen Y• ROI• Employee Turnover/Retention

• Employee Satisfaction/ Loyalty• Customer Satisfaction/Loyalty

• Rewards• Espirit De Corps• Flexibility

• EQ/EI Competencies• Managerial Skills• Leadership Styles

Organisational Results

Employee Engagement

Organisational Climate

Leadership Effectiveness

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

Leading Gen Y Employees Leading Gen Y Employees 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

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Employees feel able to voice their opinions

Feeling Valued

and Involved

Employees are involved in decision -making

Employer demonstrates concern about employees’

health and well-being

Senior managers show employees

that they value them

Good suggestions are acted upon

Employees have the opportunity to

develop their jobs

Managers listen to employees

Organisation Climate: Gen Y feels Valued and Involved when they feel:Organisation Climate: Gen Y feels Valued and Involved when they feel:

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

Engaging Gen Y EmployeesEngaging Gen Y EmployeesTop 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.

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

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• Showing Care is largely the responsibility of an employees direct Manager

• Manager’s need how to learn to be more “emotionally engaging” when leading their employees

• Employees need to feel “valued and involved” with their manager and colleagues

• Manager’s can learn this but traditionally leadership training has little impact

Emotional Engagement of Gen Y by their team leaders has significant impact

Emotional Engagement of Gen Y by their team leaders has significant impact

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AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

AchievementDefining and

attaining goals and results

PowerInfluencing others

and having an impact

AffiliationEstablishing and

maintaining positive personal

relationships

Motives

Engaging Multi-Generational EmployeesEngaging Multi-Generational Employees

Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43.

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• A simple 5 part system:

Vision / Goals /Feedback / Gaps / Action

• Used by thousands of

leaders around the world

• Develops the leader

• Empowers the team

• Engages all employees, especially Gen Y’ers

TeamVISION

GOALSIN PRIORITY

AREAS

FEEDBACKTOOLS

GAPS

ACTIONPLANS

Mentors Managers on being “emotional engagineers”

Scores-on-the-Board™ Engagement SystemScores-on-the-Board™ Engagement System

Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”, John Wiley & Sons, 2009.

1. Contact Centre – 450 Seats

2. Call volumes more than doubled

3. Implement Scores on the Board (SOTB)

4. Result: • Employee Engagement Scores up 44%

• Absenteeism down 60%

• Reduce Gen Y Attrition by 60%

• First call resolution rate up 25%

• Cost per call down 40%

• Customer Satisfaction up 15%

• Sales up 30% http://www.scoresontheboard.com/

Case Study: Impact of ‘Scores-on-the Board™Case Study: Impact of ‘Scores-on-the Board™

Determinant of Delivering “R.A.R.E.” Customer Service Excellence

eliability (Accuracy, Authenticity)

ssurance (Confidence, Credence)

esponsiveness (Acceptance, Openness)

mpathy (Affinity, Insight)

•R•A•R•E

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RecommendationsRecommendations• 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. Regular dialogue between Gen Y-er and supervisor should start

from the first day at work, as a means for supervisors to build andmaintain a good working relationship.

Engage Gen Y through Coaching Develop Coaching competency of managers to be comfortable and

confident in having conversations surrounding professionaldevelopment plans.

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

Team Work ‘Y’ Style Encourage staff gatherings, social events and ‘mixers’ with

workmates

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Conclusion – Key TakeawaysConclusion – Key Takeaways 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 ofopinions, 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.

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Video on What Makes a Great Leader?

“GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN

THEMSELVES.”Visit :

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

http://www.facebook.com/teamworkleadership

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If you do tomorrow what you did yesterday Your Future is History……………

If you do tomorrow what we’ve covered todayYour Future is Historic!!!

Final Thoughts…Final Thoughts…

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Social Networking Contacts:Prof Sattar Bawany

Chief Learning Officer & Master Executive Coach, IPMAAdjunct Professor of Strategic Management, PGSM

IPMA ASIA PACIFIC REGIONAL OFFICEEmail: ipma.singapore@gmail.com

LinkedIn: www.linkedin.com/in/bawanyFacebook: www.facebook.com/bawanyTwitter: www.twitter.com/sattarbawany

Question & AnswerQuestion & Answer