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Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012
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Tei ipma leading & engaging mulit gen wforce for st jobs - 2-nov2012

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  • Each Generation has its own characteristics:Major events in our formative years shape our attitudes, opinions and perception of life, family, friends, authority, politics and work.How multi-generational differences are managed, largely depends on Emotional Intelligence
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    1. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg Prof Sattar Bawany Strategic Adviser, IPMA Asia Pacific Master Executive Coach, EDA Asia Pacific Senior Adviser, Training Edge International Marriott Hotel Orchard, Singapore Tuesday, 23 October 2012 LEADING AND ENGAGING A MULTIGENERATIONAL WORKFORCE STJOBS CONNECT SEMINAR
    2. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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 a Deer? 2
    3. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • Strategic Adviser, IPMA Asia Pacific • Senior Adviser, Training Edge International • Managing Director & Master Executive Coach with EDA Asia Pacific • 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 • Assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation About Your Facilitator 3
    4. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • 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 • Training Edge International (TEI) is an Approved Training Partner of IPMA and facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching, sales and customer service excellence across various industries • IPMA is the Asia Pacific Affiliate Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance Who We Are 4
    5. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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. 5
    6. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg Most employees are: Working in multi-generational teams View 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 workforce Means 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 6
    7. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sgSource: The Straits Times, Singapore 8 April 2010 7
    8. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg Traditionalists (Born before 1946) Baby Boomers (Born 1946-1964) Gen X (Born 1965-1980) Gen Y (Born after 1980) Potential Challenges • 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. Inter-Generational Differences 8
    9. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg  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.  But different doesn’t mean deficient.  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? 9
    10. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg Gen Y – Y Are They Different 10
    11. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg  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. Source: http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf Gen Y: Can’t work with or without them 11
    12. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • Calculate Your Current (and Future) Investment in Gen Y. 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 in assuming Gen Y will meet your employment needs. • The better managed this investment, the lower the risk and the better return for all involved. Why The Focus on Gen Y? 12
    13. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • The Linkster Generation (those born after 1995) is the one just 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 through technology.” Their struggles in the work environment are tied to their youth and inexperience • Tips for Managing Linksters: – Get them into a routine that they can master. – Provide them with fun and engagement to hold their attention. – Reward them often and correct them immediately when they need it. Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM. Gen Z or The Linksters 13
    14. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • 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 Loyalty • Customer Satisfaction • Service Value/ Relationship Engaging Multigenerational Team 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 14
    15. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 15
    16. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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 16
    17. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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 17
    18. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • 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’ Style: Encourage staff gatherings, social events and ‘mixers’ with workmates Recommendations 18
    19. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg • 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 can add tremendous value to your organization • However, as employees in the various age groups may not naturally interact with each other, leaders may need to adopt different leadership styles and make a concerted effort to facilitate collaboration and reduce bias Conclusions 19
    20. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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…….. 20
    21. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg 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 21
    22. Copyright @2012 IPMA Asia Pacificwww.trainingedgeasia.com www.ipma.com.sg Social Media Contacts Email: sattar.bawany@ipma.com.sg IPMA Website: www.ipma.com.sg TEI Website: www.trainingedgeasia.com LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/IPMA_Singapore For Articles, please visit: www.ipma.com.sg/publications.php and/or ‘Like’ IPMA Facebook www.facebook.com/ipma.singapore Further Dialogue 22

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