Key Note Presentation at CCAS Symposium 20 October 2011
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Key Note Presentation at CCAS Symposium 20 October 2011

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Key Note Presentation at CCAS Symposium 20 October 2011 Presentation Transcript

  • 1. CCAS REGIONAL SYMPOSIUM 19-20 OCTOBER 2011 LEADING & ENGAGING A MULTI-GENERATIONAL WORKFORCE 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….. 2
  • 3. ABOUT IPMA  A Global ‘Not-for-Profit’ (NPO) Member Organisation headquartered in Kent, UK with Regional Offices in Europe, Africa, Latin America 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 3
  • 4. Agenda Generational Overview Diversity in Today’s Workplace of Generational Differences:  Perceived Strengths  Common Perceptions  Communication Across Generations Leading and Engaging Gen Y Recommendations Summary on Achieving Synergy and Q & A Session 4
  • 5. BREAKING NEWS Gen Y: Can’t work with or without them By: Sabrina Zolkifi, Singapore Published: 19 October 2011, 2015hrs  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. 5
  • 6. Gen Y – Y Are They Different? 6
  • 7. Generational Diversity in Today’s Workforce  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. Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010 7
  • 8. Benefits of Multi-Generational Work Teams  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 Multi -generational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively. 8
  • 9. Multi-Generational Differences – An issue? Age Conditions Experience Generational Attributes  Each generation has its own characteristics; different values and workplace concepts (E.g. Work-life balance, loyalty, teamwork) are understood differently.  These differences can breed misunderstanding, conflict and compromise growth.  Key is in managing these differences effectively and reducing bias. Source: Justine James, Sally Bibb, Simon Walker, ‘Global Tells How It Is’ Summary Research Report, 2008. 9
  • 10. Source: The Straits Times, 8 April 2010 10
  • 11. Overview of Generational Differences Traditionalists 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. 11
  • 12. Why The Focus on Gen Y? • 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. 12
  • 13. Food 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? 13
  • 14. Leading and Engaging Gen Y Organisational Results Employee Engagement Organisational Climate Leadership Effectiveness • ROI • Employee Turnover/Retention • Employee Satisfaction/ Loyalty • Customer Satisfaction/Loyalty • Rewards • Espirit De Corps • Flexibility • EQ/EI Competencies • Managerial Skills • Leadership Styles 14
  • 15. 15
  • 16. Leading Gen Y Employees Leadership Characteristics Leadership Characteristics That Gen Y-ers Want Their That Managers From The Leaders To Demonstrate 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. Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009 16
  • 17. Organisation Climate: Gen Y feels Valued and Involved when they feel: Employees are involved in decision -making Employer demonstrates concern about employees’ health and well-being Managers listen to employees Employees have the opportunity to develop their jobs Good suggestions are acted upon Feeling Valued and Involved Senior managers show employees that they value them Employees feel able to voice their opinions 17
  • 18. Engaging Gen Y Employees Top Factors That Motivate Gen Retention Strategies Most Y To Stay In Organizations 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. Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009 18
  • 19. Emotional Engagement of Gen Y by their 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 19
  • 20. Engaging Multi-Generational Employees Achievement Defining and attaining goals and results Motives Power Influencing others and having an impact Affiliation Establishing and maintaining positive personal relationships 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. 20
  • 21. Scores-on-the-Board™ Engagement System Mentors Managers on being “emotional engagineers” • A simple 5 part system: Team VISION Vision / Goals /Feedback / Gaps / Action • Used by thousands of leaders around the world ACTION PLANS GOALS IN PRIORITY AREAS • Develops the leader • Empowers the team • Engages all employees, GAPS FEEDBACK TOOLS 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. 21
  • 22. Case Study: Impact of ‘Scores-on-the Board™ 1. Contact Centre – 450 Seats 2. Call volumes more than doubled 3. Implement Scores on the Board (SOTB) 4. Result: •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%
  • 23. Customer Service Excellence at Contact Centres •R eliability •A ssurance (Trust) •R esponsiveness •E mpathy
  • 24. Recommendations • 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 Gen Y through Coaching  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 24
  • 25. Conclusion – 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 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. 25
  • 26. Video on What Makes a Great Leader? 26
  • 27. 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!!! 27
  • 28. Question & Answer For further dialogue, contact: Prof Sattar Bawany Chief Learning Officer & Master Executive Coach, IPMA Adjunct Professor of Strategic Management, PGSM IPMA ASIA PACIFIC REGIONAL OFFICE Email: ipma.singapore@gmail.com LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/bawany 28