This document discusses strategies for engaging Filipino millennial employees. It begins by outlining some of the global HR challenges companies currently face, such as rising attrition and costs. It then presents a framework for employee engagement that involves understanding employees' personalities, generational behaviors, and priorities. The framework is used to conduct workshops where managers are trained on engagement strategies like building relationships, recognition programs, and feedback. The goal is to move beyond traditional retention to developing truly engaged employees through motivational programs tailored to personality and generational traits.

1. JOJO P. JAVIER, MIM, MBA
Millennial

2. Today’s Takeaway
Global HR Challenges, Expectations and Directions
Engagement vs Retention
The Employee Engagement Framework
Using the Framework
Conducting the Engagement DevelopmentWorkshop

3. Attrition rates are
constantly rising
Talent acquisition,
training and
development costs are
rising
Retention costs are
rising
Tenure among
Millennials is getting
shorter.
Global HR Challenges

4. Attrition rates are
constantly rising
Talent acquisition,
training and
development costs are
rising
Retention costs are
rising
Tenure among
Millennials is getting
shorter.
Global HR Challenges

5. • Pressure on HR to do more with less clearly remains high as HR leaders prepare
for budget cuts and larger staff reductions.
• Improving partnerships with internal customers.
• Finding ways to manage talent more effectively, and creating more value with the
existing workforce.
• Searching for ways to realign resources and become a better partner to the
business.
Global HR Expectations
The Hackett Group's 2014 HR Key Issues Study

6. • Hope to move beyond basic cost and turnover rates over the next two to three
years.
• Dramatically expand their use of these alternative metrics.
IMPACT OF
EMPLOYEE
ENGAGEMENT
ACTIVITIES
WORKFORCE
PRODUCTIVITY
HR COST PER
PROCESS
ROI OF
LEARNING and
DEVELOPMENT
Global HR Directions
The Hackett Group's 2014 HR Key Issues Study

7. • There's a real struggle for HR to reinvent itself, and improve the efficiency and
effectiveness of how it delivers services and information.
• HR leaders are searching for ways to realign resources and become a better partner to
the business.
• There should be a radical approach to these challenges.
IMPACT OF
EMPLOYEE
ENGAGEMENT
ACTIVITIES
WORKFORCE
PRODUCTIVITY
HR COST PER
PROCESS
ROI OF
LEARNING and
DEVELOPMENT
Global HR Directions

8. • Perceived low pay despite above-average salary
rates.
• Insufficient fringe benefits and rewards despite
above average industry standards.
• Job dissatisfaction despite the presence of retention
programs ranging from the traditional to non-
traditional.
Common Workplace Complaints

9. JOB SATISFACTION
RESULTS
RETENTION
PROGRAMS
Traditional Approach to Retention Programs

10. JOB SATISFACTION
RESULTS
RETENTION
PROGRAMS
MILLENNIAL
PROFILE
Progressive Approach to Retention Programs

11. Engagement
Programs
Personality
Profile
Millennial
Demographics
Job Satisfaction
Results
Employee Engagement Framework

12. Know the employee.
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Employee Engagement Framework
Millennial
Demographics

13. Understand the
generational cohort
behavior.
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Employee Engagement Framework
Millennial
Demographics

14. Understand what is
important to them.
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Employee Engagement Framework
Millennial
Demographics

15. Address what is
important to them with
programs that best suit
their personality and
behavior.
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Employee Engagement Framework
Millennial
Demographics

16. Employee engagement is a relatively new concept in the field of human
resources. Engagement is an individual’s involvement with, satisfaction with and
enthusiasm for the work he does.
ENGAGED DISENGAGED
Think Engagement. Not Retention.

17. • Positive outlook despite workplace challenges
• Love their jobs, believe their employer, company goals and the manner in which they
conduct their business
ENGAGED DISENGAGED
Characteristics of Engaged Employees

18. • Participates in training opportunities to develop personal and professional skills
• Exhibit high levels of passion and creativity and focus on value creation.
• It translates into greater innovation, commitment to organization, positive energy and
higher productivity.
ENGAGED DISENGAGED
Characteristics of Engaged Employees

19. • Lack enthusiasm over new projects and accumulating new business.
• They never take responsibility for their actions or admit mistakes and even place the
blame on other team members.
• They don’t go the extra mile and have a “that’s not my job” attitude.
ENGAGED DISENGAGED
Characteristics of Disengaged Employees

20. • Constantly complain about the work they do or even speaking ill of the company that
they work for. Nothing is ever good enough for them.
• Results to deviant behavior, low productivity, job neglect and eventually contribute to
attrition.
ENGAGED DISENGAGED
Characteristics of Disengaged Employees

21. • Keep the foxes and the chickens in one coop.
• Spend the same amount of money for pay, rewards, monetary benefits and get
different results.
• Failed attempts to motivate disengaged employees leaves managers puzzled and
frustrated.
• Managers may give less attention to engaged individuals thinking that the attitude is
permanent.
ENGAGED DISENGAGED
What Retention Programs Actually Do

22. Know the Employee
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Millennial
Demographics

23. Know the Employee
• High: independent,
imaginative, broad
interests, receptive to new
ideas.
• Low: conforming, practical,
narrow interests, closed to
new ideas.
• High: well-organized,
dependable, careful,
disciplined
• Low: disorganized,
undependable, careless,
impulsive
• High: sociable, talkative,
friendly, adventurous
• Low: reclusive, quiet, aloof,
cautious
• High: sympathetic, polite,
good natured, soft-hearted
• Low: tough-minded, rude,
irritable, ruthless
Agreeableness
• High: emotional, insecure,
nervous, self-pitying
• Low: calm, secure, relaxed,
self-satisfied
• High: independent,
imaginative, broad
interests, receptive to new
ideas.
• Low: conforming, practical,
narrow interests, closed to
new ideas.
• High: well-organized,
dependable, careful,
disciplined
• Low: disorganized,
undependable, careless,
impulsive
• High: sociable, talkative,
friendly, adventurous
• Low: reclusive, quiet, aloof,
cautious
• High: sympathetic, polite,
good natured, soft-hearted
• Low: tough-minded, rude,
irritable, ruthless
• High: emotional, insecure,
nervous, self-pitying
• Low: calm, secure, relaxed,
self-satisfied
Openness Conscientiousness Extraversion
NeurotismAgreeableness
Big Five
Personality
Traits

24. • Independent, imaginative, broad interests, receptive to new ideas.
• Encourage to contribute new ideas or participate in process
improvement activities.
• Tap their creativity for team activities, gatherings or events.
• Consider job enrichment to provide more challenges.
• Can be tapped to lead or coach others.
Openness – High Score

25. • May not immediately adapt to new ideas.
• Have more conventional and traditional interests.
• Prefer the plain, straightforward and obvious.
• Shun complex, ambiguous and subtle concepts.
• May be useful to validate new ideas.
• Needs coaching to understand the need for change.
Openness – Low Score

26. • Hardworking, careful, thorough, responsible, organized and
persevering.
• Preference for planned rather than spontaneous behavior.
• Look forward to growth opportunities and learning.
• Can be tapped to lead and coach others.
Conscientiousness – High Score

27. • Disorganized, unreliable, irresponsible.
• Needs extensive coaching, feedback and close supervision.
Conscientiousness – Low Score

28. • Enjoys interacting with people, full of energy and action-oriented.
• Pronounced engagement with the external world.
• Prefer the plain, straightforward and obvious.
• Possess high group visibility, like to talk and assert themselves.
• Strong desire for praise, social recognition, status and power.
• With strong coaching, may be tapped to rally changes in the
organization.
Extraversion – High Score

29. • Lower social engagement and may not respond well to social
gatherings.
• Tend to seem quiet, low-key and deliberate.
• They are not necessarily shy or depressed.
• Not necessarily unfriendly or antisocial but reserved.
• Can be counted upon if matched with high conscientiousness.
• Need less stimulation and more time alone.
Extraversion – Low Score

30. • General concern for social harmony, considerate, kind, generous,
trusting and trustworthy.
• Strong correlations with transformational leadership skills.
• Strong relationship with team members.
• Needs coaching if too much of a people pleaser.
Agreeableness – High Score

31. • Places self-interest above getting along with others.
• Their skepticism towards others causes them to be suspicious,
unfriendly and uncooperative.
• Generally unconcerned with others’ well-being.
• Needs extensive coaching and mentoring.
• Necessary to modify behavior.
Agreeableness – Low Score

32. • Emotionally reactive and vulnerable to stress.
• Interprets ordinary situations as threatening and minor frustrations as
hopelessly difficult.
• Neuroticism is connected to a pessimistic approach towards work and
job related anxiety.
• Needs extensive coaching and mentoring.
Neuroticism – High Score

33. • Studies show that these negative emotions and lack of alternatives
make them stick to the organization.
• Apprehensive about facing a new work environment that could provide
even harsher experiences.
• Neurotics are positively related to continuance commitment.
Neuroticism – High Score

34. • Less easily upset and less emotionally reactive.
• Calm, emotionally stable and free from persistent negative feeling
• Needs coaching if matched with low conscientiousness.
Neuroticism – Low Score

35. Understand the Behavior
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Millennial
Demographics

36. Actual Distinguishing
Traits:
SPECIAL. Vital full of promise.
SHELTERED. Smothered by safety
rules & devices.
CONFIDENT. Very optimistic.
ACHIEVING. Very high standards of
success.
PRESSURED. Feel a strong need to
do well.
CONVENTIONAL, rather than
rebellious.
TEAM-ORIENTED.
Common Myths:
Unrealistically high work
expectations.
CYNICAL. LAZY.
Inflated sense of abilities.
LACK EMOTIONAL INTELLIGENCE.
Does not handle CRITICISM
well.
No work ethic.
88% of Millennials are
looking for an employer
that share the same values.
51% of MILLENIALS
want feedback on job
performance to be given
frequently instead of
annual performance
review.
Understand the Behavior

38. PART I
ENTERING “Z” TERRITORY
ADEPT RESEARCHERS
Gen Z knows how to self-educate and find information.
33% WATCH
LESSONS ONLINE.
20% READ
TEXTBOOKS ON
TABLETS.
33% WORK
WITH CLASSMATES
ONLINE.
52% USE YOUTUBE OR SOCIAL MEDIA
FOR TYPICAL RESEARCH ASSIGNMENTS.

39. PEOPLE-SAVVY
TECH-SAVVY
LOYAL TO THEIR EMPLOYERS
FUN-LOVING
HARD WORKING
PEOPLE-SAVVY
TECH-SAVVY
LOYAL TO THEIR EMPLOYERS
FUN-LOVING
HARD WORKING
HEY I HAVE
2,393 FACEBOOK
FRIENDS
THESE DAY
IT’S HARD
WORK JUST
TO GET A
JOB
I GUESS I DO KNOW
MY WAY AROUND A
SMARTPHONE …
REALLY?

40. Understand What is Important to Them
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Millennial
Demographics

41. Job Satisfaction Facets
• Achievement
• Recognition
• Work Itself
• Responsibility
• Advancement
• Growth
• Pay
• Company policy & administration
• Supervision
• Relationship with supervisor
• Work conditions
• Relationship with peers
• Relationship with subordinates
• Status
• Security

42. Job Satisfaction Facets
SATISFIED DISSATISFIED
Traditional View

43. Two Factor View
Satisfaction No Satisfaction
MOTIVATORS
No Dissatisfaction Dissatisfaction
HYGIENE FACTORS
Herzberg (1959) concluded that job satisfaction and dissatisfaction
were the products of two separate factors:
• Motivating factors (satisfiers)
• Hygiene factors (dissatisfiers)

44. Two Factor View
No Dissatisfaction Dissatisfaction
HYGIENE FACTORS• Hygiene factors are what causes
dissatisfaction among employees
in a workplace.
• Called hygiene because they can
be maintained.
• To remove dissatisfaction in a
work environment, these hygiene
factors must be eliminated.
• Pay
• Company policy & administration
• Supervision
• Relationship with supervisor
• Work conditions
• Relationship with peers
• Relationship with subordinates
• Status
• Security

45. Two Factor View
No Dissatisfaction Dissatisfaction
HYGIENE FACTORS• Address dissatisfaction by paying
reasonable wages, ensuring
employees job security, and
creating a positive culture in the
workplace.
• Eliminating dissatisfaction is only
one half of the task of the Two-
Factor Theory
• Pay
• Company policy & administration
• Supervision
• Relationship with supervisor
• Work conditions
• Relationship with peers
• Relationship with subordinates
• Status
• Security

46. Two Factor View
No Dissatisfaction Dissatisfaction
HYGIENE FACTORS• Building relationships is highly
important to Millennials.
• This is strengthened with the
Filipino culture of “pakikisama”
and strong familial ties.
• Coaching and mentoring is equally
important to them.
• Pay
• Company policy & administration
• Supervision
• Relationship with supervisor
• Work conditions
• Relationship with peers
• Relationship with subordinates
• Status
• Security

47. Two Factor View
Satisfaction No Satisfaction
MOTIVATORS • Motivation factors are needed to
motivate an employee to higher
performance.
• Deliberate efforts to recognize and
praise accomplishments.
• Provide enough feedback.
• Provide structured opportunities for
advancement and growth like career
pathing, constant learning &
assessment and job enrichment.
• Achievement
• Recognition
• Work Itself
• Responsibility
• Advancement
• Growth

48. Two Factor View
MOTIVATION
HYGIENE
H
H
L
The ideal situation where
employees are highly motivated
and have few complaints
Employees are motivated but have a
lot of complaints. A situations where
the job is exciting and challenging
but salaries and work conditions are
not up to par.
Employees have few complaints
but are not highly motivated.The
job is viewed as a paycheck.
This is the worst situation where
employees are not motivated
and have many complaints

49. Using the Framework
Engagement
Programs
Personality
Profile
Job Satisfaction
Results
Millennial
Demographics

50. Using the Framework
• Select a target group to engage.
• Establish baselines for job satisfaction, performance and other metrics
that related retention and attrition.
• Organize an engagement team composed of managers and/or
supervisors, star performers and creative individuals.
• Explain the importance and benefits of the program. Exert all efforts to
develop a strong buy-in within the group.
Preparations

51. Using the Framework
• Equip the team members with essential HR topics such as:
 Understanding and handling different personality traits.
 Understanding Millennials and their behavior.
 Understanding the difference between hygiene and motivation factors.
 Mentoring and coaching skills.
 Behavior modification skills.
Preparations

52. Using the Framework
• The key to preparing engagement leaders is equipping them with skills
through formal and informal methods of learning. It’s a cycle of learning
and doing. Technology is a key driver to its success.
Preparations

53. Conducting the Engagement Development Workshop
 Discuss the results of the Job Satisfaction Survey and the areas that
the workforce considers important to them.
 Provide managers and supervisor the results of their team
member’s personality profile.
 Validate the results of the employee’s personality profile with
actual observations of their behavior.
 Provide additional guidance for the managers and supervisors to
properly handle specific personality profiles of their staff.
 Assess the effectiveness of existing programs and its impact to
employee engagement.

54. Conducting the Engagement Development Workshop
Introduce innovations or changes to address concerns in the JSS.The
programs should emphasize on the following:
• Building stronger professional relationships with team members in
the manner Millennials respond to.
• Creative but cost effective ways of recognizing accomplishments
and achievements.
• Team activities that call for the active participation of its
members.The key is to draw out the best ideas from the staff
members.

55. Conducting the Engagement Development Workshop
Introduce innovations or changes to address concerns in the JSS.The
programs should emphasize on the following:
• Team activities that provide a strong sense of accomplishment on
the part of the workforce.
• A stronger and continuous mechanism that provides immediate
feedback on performance and behavior.

56. Conducting the Engagement Development Workshop
• The key to an effective workshop is to think engagement not
retention.
• The end-result of these efforts is to produce:
 Engaged employees
 Leaders that motivate people to manage metrics.

57. “When people are financially invested, they want a
return. When people are emotionally invested, they
want to contribute.”
Simon Sinek
Author
“StartWithWhy”

58. ENGAGINGTHE FILIPINO MILLENNIAL
JOJO P. JAVIER MIM, MBA
Managing Director