Managing Millenials


Published on

The "Employees First, Customers Second" Experiment

Published in: Business, Technology
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Managing Millenials

  1. 1. Need assistance? Call Member Services (866) 538-1909 or email Managing Millenials: Experiment To Listen Over The Web: To listen, un-mute your computer speakers and turn up the volume, If you do not have this option please use the Q&A interface for technical support.
  2. 2. Need assistance? Call Member Services (866) 538-1909 or email This presentation is made possible by:
  3. 3. Need assistance? Call Member Services (866) 538-1909 or email Introduction - 5 minutes Feature Presentation and Q&A - 50 minutes Wrap Up - 5 minutes Join our LinkedIn group!
  4. 4. Bill Craib, Vice President HCI Communities & Education Human Capital Institute Join our LinkedIn group! Send email to to connect on LinkedIn Follow me on Twitter @bcraib
  5. 5. Need assistance? Call Member Services (866) 538-1909 or email Gary Hamel Professor, Author Join our LinkedIn group! Vineet Nayar CEO HCL Technologies
  6. 6. 6 Managing Millenials Monday, October 4, 2010 4:00 - 5:00 pm LONDON | 11:00 am - noon NEW YORK | 8:00 - 9:00 am SAN FRANCISCO
  7. 7. 7 What to think differently about management?
  8. 8. 8 What to expect from your millennial workforce? biz dev bizdev Business career coaching communication Dave Ramsey Debt determination diligence Dreams e3 tv Emergency Fund Employment Entrepreneur Entrepreneurship ethos3 fear featured Fox Business Network gen y goals hiring howto hrindispensable Leadershipmarketing millennials passion personal finance Productivity Quitting responsibility sales Small Biz social media storytelling teaching techniques Tools twitter Video wal-­Mart Work 1. Contribution, not credentials 2. Groups led by passions 3. Leaders not managers 4. Multi-tasking 5. Born between 1977-2002 6. Power of sharing 7. Collaboration rules 8. Peer reviews 9. Intrinsic rewards 10. Grew up with the web at their sides 11. Generation G: Generosity not Greed 12. Optimism reflecting upbringing 13. Information savvy but often overloaded 14. Customized life for the self and for the masses 15. Empowered individuals 16. Need coaches 17. Comfortable with Flux and Dynamic change Know  Thy  Audience!
  9. 9. 9 What should be the fundamental change demanded of Management when applied to the Facebook Generation? Employer TRUST Employee This is where the energy is Source: Survey of American Workers, 2010, Michaels Opinion Surveys Employees in their 40s and 50s are those most likely to describe co-workers as cautiously optimistic about corporate strategy and direction with 44% providing this assessment. In contrast, 39% of employees in their 30s describe the mood among colleagues as one of pessimism and uncertainty. One-third of those 18 to 29 years of age, the youngest group of employees surveyed, describe co- companies are taking. 48% say company leadership values employees the least. Which group is valued LEAST by the leadership of your company? 8% 7% 6% 21% 21% 31% 61% 60% 48% 10% 12% 15% Not engaged Critical of mgmt All employees Customers Top Management Employees Other/ DK Millennials think positively by nature They can cope better with the flux in the current economy
  10. 10. The largest airline in the United States by number of passengers carried domestically per year. To  Provide  the  Best  Customer  Service,   Put  your  Employees  first.   Colleen  Barrett President We  built  the  Starbucks  brand  with  our  people,  not   with  consumers.  Because  the  best  way  to  meet  and   exceed  consumer  expectations  was  to  hire  and  train   great  people.  We  invested  in  employees.                                                 Howard  Schultz Chairman Organizational Culture can be a differentiator The largest coffeehouse company in the world, with 15,012 stores in 44 countries
  11. 11. 11 Objective of Employees First, Customers Second (EFCS) as a management philosophy
  12. 12. 12 Historical pride leading to complacency Competition pulling away New markets opening up which were not being served Differentiators eroded right from the level of a business model What were his options? The man standing on the ledge of a burning building
  13. 13. 13 1. What is the business of our company? 2 management be in? 3. So what should the structure of the company be? The genesis of transformation is introspection
  14. 14. 14 EFCS is a framework that tuned HCL for PERPETUAL CHANGE, always on the lookout for imbalances that can be turned into opportunities Millennial are comfortable with change EFCS The transformation framework
  15. 15. 15
  16. 16. 16 GIVE UP THE PAST Mirror Mirror FIND THE ROMANCE OF TOMORROW Have you looked in the mirror lately?
  17. 17. 17 The significance of point A and of point B
  18. 18. 18 1. The Need to change General =  CEO Captains/  Lieutenants =  Mid  Managers Sergeants   Supervisors Enlisted   Employees
  19. 19. 19 -down leadership model? 1. The Need to change General =  CEO Captains/  Lieutenants =  Mid  Managers Sergeants   Supervisors Enlisted   Employees
  20. 20. 20 1. The Need to change -down leadership model? General =  CEO Captains/  Lieutenants =  Mid  Managers Sergeants   Supervisors Enlisted   Employees Customer Employee Enabling  Function Management The  Value  Zone
  21. 21. 21 1. The Need to change -down leadership model? Management Employees Customers General =  CEO Captains/  Lieutenants =  Mid  Managers Sergeants   Supervisors Enlisted   Employees Customer Employee Enabling  Function Management The  Value  Zone
  22. 22. 22 Happy Feet Zone of Influence Zone of Control The 360 Degree process in HCL The 360 degree feedback is a self-development tool, not a gateway to promotions, increments and satisfying vested interests 2. Culture of change The overall percentile score: 85.8 %
  23. 23. 23 Customer support Collaboration Planning & Organizing Creativity Interest Total average EPIC score of HCL is - 380/450 | Total employees participated - 25100 Total percentage participation - 57% 3 themes, 30 indicators, 90 statements: Developed internally; HCL IP Opinion Poll on the reliability & validity of EPIC tool reveals that 86.27% people fully relate themselves with it EPIC was designed with the aim of enabling the individual identity and his/her passion drivers. EPIC benefits the org. by providing it with conclusive evidence on what drives employees. EPIC allows the organization and employees to work together to achieve high impact and high quality results with passion and pride. EPIC 2. Culture of change: Employee Engagement to Employee Passion
  24. 24. 24 3. Structure for change Reverse Accountability enabled by the Smart Service Desk Parameters Jul 2009 - Jun 2010 Total SSD Raised 30455 Average Headcount for the year 28765 Avg SSDs raised by an employee 1.06 SSD Total Tickets Closed 30296 (99.5%) SLA Violated Tickets 5917 (19.4%) Reopened Tickets 680 (2.2%) Average time for first Action 2.58 days Average Time to Close 5.78 days Total Feedback Received 5980 (19.73%) Average Feedback 3.34 % of employees rated above satisfied 46% % of Employees Rated Satisfied 31% % of Employees rated below satisfied 23% HR SSD Performance at a Glance SSD Issues HR Travel Finance Admin TICKET ✔✔ ✔✔ Resolve! TICKET CLOSED
  25. 25. 25 4. Responsibility for Change U&I, MyBlueprint
  26. 26. 26
  27. 27. 27 What comes next? The way to cope with the millennial generation is to restructure ourselves.
  28. 28. 28 What comes next Inverted Pyramid to a Star to a Sphere of concentric circles
  29. 29. 29 Virtual teams, multi-interest employees engaging the whole human within the enterprise
  30. 30. 30 W hat if w e invest in our em ployees - and they leave?
  31. 31. 31 W hat if w e don t invest in our em ployees - and they
  32. 32. 32 Managing Millenials
  33. 33. Thank you! Want More? Blogs, Networking, Groups & more at For Speaking, Sponsorship and Educational Opportunities, please call (866) 538-1909 or Join our LinkedIn group!