1. ARE YOUR PEOPLE ENGAGEABLE?
THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA
24 NOVEMBER 2011, 6.00 PM to 9.00 PM
Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
Adjunct Professor of Strategic Management, PGSM
2. ARE YOU A TIGER OR A DEER?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
3. ABOUT 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™’, an integrated solution that is easy to
implement Leadership and Team Development process
towards achieving sustainable employee engagement.
of Generational Differences:
Communication Across Generations
and Engaging Employees
on Achieving Synergy
and Q & A Session
5. What is Employee Engagement?
“It goes without saying that no company, small or
large, can win over the long run without energized
employees who believe in the mission and
understand how to achieve it. That's why you need
to take the measure of employee engagement at
least once a year through anonymous surveys in
which people feel completely safe to speak their
- Jack Welch, Former CEO, General Electric
6. What You Don’t Want!
7. What is Employee Engagement?
8. 3 Types of Employees
Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in
your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
9. What’s Your Role as Leader?
1) Establish Leader and Organisation Branding
2) Understand the Psyche/Personality of Staff
3) An Effective Leader needs to be adaptable to
individual staff needs and utilise different leadership
and communication styles
4) Be aware of the differences and be effective in intergenerational communication between Traditionalists
and Baby Boomers with Gen X, Y and Z
10. Establish Leader & Organization Branding
Ensuring consistency and alignment of staff actions toward
leader’s and organizational goals
Keeping staff connected and moving in the right direction
through ongoing dialogue and consistent messages
Creating a reward-based environment that recognizes the
value and contribution of each and every staff
11. Generational Diversity in Today’s
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 Singapore’s 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
Multi-generational teams improve organizational
effectiveness and performance.
Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010
12. Benefits of Multi-Generational Work
Teams at Today’s Workplace
More flexible in changing demographics
Broader insight into your customer base
Wider pool of Talent
Diverse perspectives leading to stronger
Greater innovation and creativity
Meet the needs of diverse stakeholders
Multi -generational workplaces can be a source of positive
challenge, opportunity, and significant growth if managed
13. Source: The Straits Times, 8 April 2010
14. Overview of Generational Differences
a Job Well
Freedom Is The
Work That Has
Help me balance
everyone else and
find meaning in
Not when I’m 65
balance my other
Puts you behind
I learned the
hard way, you
Train them too much
and they’ll leave
The more they
learn, the more
learning is a way
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.
15. Group Exercise
• What is the average tenure for your top-performing Gen Y
• What are the top three (3) reasons good employees
leave your organisation?
• What are the critical elements of organisational climate
in sustaining employee engagement of Gen Y?
16. Why The Focus on Gen Y?
• Calculate Your Current (and Future) Investment in Gen
How many Gen Y employees does your organisation currently
What is the average compensation for Gen Y employee at your
Multiply the number of Gen Y employees x Your average
• 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.
19. The Effective Leader…
"Research shows convincingly that EQ is more important
than IQ in almost every role and many times more
important in leadership roles. This finding is
accentuated as we move from the control philosophy of
the industrial age to an empowering release philosophy
of the knowledge worker age.”
Dr. Stephen Covey,
Author of The 7 Habits of Highly Effective People
20. Engaging Multi-Generational Employees
and having an
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.
21. Organisation Climate: Employees
Valued and Involved when ………….
involved in decision -making
concern about employees’
health and well-being
Managers listen to
Employees have the
develop their jobs
Good suggestions are acted
Employees feel able
to voice their opinions
22. Emotional Engagement by team
leaders has significant impact
• 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
23. Scores-on-the-Board™ Employee
Mentors Managers on being “emotional engagineers”
• 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
Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”,
John Wiley & Sons, 2009.
24. Case Study: ‘Scores-on-the Board™
1. Contact Centre – 450 Seats
2. Call volumes more than doubled
3. Implement Scores on the Board (SOTB)
•Hewitt Engagement up 44%
•Absenteeism down 60%
•Attrition by 60%
•First call resolution rate up 25%
•Cost per call down 40%
•Customer Satisfaction up 15%
•Sales up 30%
• 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 and
maintain a good working relationship.
Engage Employees through Coaching
Develop Coaching competency of managers to be comfortable and
confident in having conversations surrounding professional
Encourage constant feedback and show recognition for work
Team Work ‘Y’ Style
Encourage staff gatherings, social events and ‘mixers’ with
27. Conclusion: Strategic Importance of
“It goes without saying that no company, small
or large, can win over the long run without
energized employees who believe in the mission
and understand how to achieve it. That's why
you need to take the measure of employee
engagement at least once a year through
anonymous surveys in which people feel
completely safe to speak their minds.”
- Jack Welch,
Former Chairman & CEO, General Electric
28. Video on What Makes a Great Leader?
“GREAT LEADERS CARE MORE
ABOUT THOSE THEY LEAD THAN
29. Final Thoughts…
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!!!