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Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
Cee cls employee engagement and productivity mgw   27 feb2013, kl, malaysia
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Cee cls employee engagement and productivity mgw 27 feb2013, kl, malaysia

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  • 1. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg MasterClass on Sustaining Employee Engagement and Productivity of a Multigenerational Workforce Prof Sattar Bawany CEO, Centre for Executive Education Strategic Advisor, IPMA Asia Pacific Managing Director, EDA Asia Pacific 27 February 2013 Grand Dorsett Subang, Malaysia
  • 2. 2 © 2013 Centre for Executive Education Pte Ltd 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 Deer?
  • 3. 3 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Knowing Yourself
  • 4. 4 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg The S.C.O.P.E. Approach S C O P E HARE HALLENGE PEN MINDED LAN TO IMPLEMENT NJOY OURSELVES
  • 5. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Introduction & Objectives
  • 6. 6 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA).  IPMA is a global ‘not-for-profit’ (NPO) members organisation improving managerial performance and effectiveness in all areas of business, industry and public administratio  CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people.  CEE is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance  Corporate Learning Solutions (CLS) is an Approved Training Provider of IPMA and CEE Affiliate Partner in Malaysia. CLS focuses on sourcing the best Malaysian and global trainers, consultants and speakers to support companies and institutions to stay at the cutting edge of knowledge and execution. Who We Are
  • 7. 7 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  CEO, The Centre for Executive Education  Strategic Advisor, IPMA Asia Pacific  Managing Director & C-Suite Coach with EDA Asia Pacific  Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore (AmCham Singapore).  Member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.  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  Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp About Your Masterclass Facilitator
  • 8. 8 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Workshop Objectives This Masterclass will provide you with a foundation of knowledge that will enable you to:  Better Understand the factors and historical period experiences that shape each generation  Develop more effective communication and influencing strategies for each generation of employees  Enhance their understanding of the workforce realities created by five generations in the workplace, including the potential points of conflict between each generation  Learn the best practices required to lead and engage the multigenerational employees towards increasing productivity and achieve business outcomes
  • 9. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Demystifying Employee Engagement and Productivity
  • 10. 10 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg What Engagement is … and is not
  • 11. 11 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Everybody wants to have an engaged workforce because it can forge a path to competitive advantage. Yet ask five different people to define engagement and you’ll likely get five different answers ….
  • 12. 12 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Group Exercise 1) _____ % of your employees that are good responsible people? 2) _____ % of their brain power that is used at work? 3) _____ % of their human potential that is used at work? 4) _____ % of your time that is spent assisting top performers? 5) _____ Average number of hours of non-productive time per day for each employee, (not including scheduled breaks). 6) If an employee saw another staff person being called into the boss’ office, what would they assume is going on? 7) If an employee saw another staff person being called into the HR office, what would they assume is going on?
  • 13. 13 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg What is Employee Engagement? It is all about alignment. CEE Definition en●gage●ment (in gājd/ měnt) “an individual’s heightened emotional and intellectual connection and focused energy, evident to others in the display of personal initiative, additional discretionary effort to his or her work as well as effort and persistence directed toward achieving the organizational goals.”
  • 14. 14 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Source: The Chartered Institute of Personnel and Development (CIPD) Report on “Creating an engaged workforce” hhttp://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx 1. Employers want employees who will do their best work or ‘go the extra mile’. Employees want jobs that are worthwhile and that inspire them. More and more organisations are looking for a win- win solution that meets their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce. 2. So what is employee engagement? It can be seen as a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract. Demystifying Employee Engagement
  • 15. 15 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg SaySay StayStay StriveStrive EngagementEngagement Source: Hewitt Associates Best Employers Study: http://was2.hewitt.com/bestemployers/canada/pages/driving_engagement.htm Demystifying Employee Engagement
  • 16. 16 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Engaged employees behave:  Persistence at difficult tasks  Helping others  Taking Initiative  Going beyond expectations  And so forthSatisfied employees behave:  Low absenteeism  Low turnover  Low substance abuse Is Satisfaction the Same as Engagement? Behaviors Engaged employees are satisfied too… And demonstrate satisfaction behaviors as well as engagement behaviors Why Should We Care?
  • 17. 17 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Employee Engagement Groups 30% 55% 15% Engaged Not Engaged Actively Disengaged These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for at least a year. These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave. These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues. Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
  • 18. 18 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Alignment – knowing what to do Engagement – wanting to do it Employee Engagement and Alignment
  • 19. 19 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Engaging Managers performs the following tasks: Managers focus on their people (Adapt Leadership and Communication Styles to each Generation of Employees) Managers treat their people as individuals (Understand the Psyche of Multigenerational Employees) Managers who coach their people (Maximise the Potential and Meet the Aspirations of Employees) Role of Managers
  • 20. 20 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Measuring Engagement The shadow side of scores
  • 21. 21 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  Engagement happens when people feel safe to take action on their own initiative  People feel safe when they trust their environment  People trust their environment when they feel fairly treated by it  The key is to create a culture of trust in organizations Case Study: Building Engagement@ Fairness Trust Feel Safe Engaged
  • 22. 22 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Lessons Learnt on Employee Engagement 1) Employee Engagement is critical to the success of your business. 2) Employee Engagement is a critical measure of person- organization alignment 3) Bringing out the best in each employee and appreciating employee efforts will help keep employees engaged. 4) Find out what your employees want most from you, and be creative in giving employees what they need. 5) Engagement must be based on strong diagnostics and executed with a focused, creative strategy designed to prove the impact on business results
  • 23. 23 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Lessons Learnt on Employee Engagement 6) Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health 7) Increasing your level of employee engagement will ensure the long-term success of your business. 8) Employees must know specifically what they can do on their individual jobs each and every day to truly make a measurable difference in bottom line results 9) Employee engagement has dropped significantly in the recent years due to the economic downturn, resulting layoffs, and other cost-cutting measures. 10) Strong leadership “engages employees” in tough economic situations and pulls the firm through faster
  • 24. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg The New Realities of Multigenerational Workplace
  • 25. 25 © 2013 Centre for Executive Education Pte Ltd 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.
  • 26. 26 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Shifting Demographics  By 2017, workers in the US, Canada, France, Germany, Japan, Singapore., Italy and the U.K. aged 50 and over will make up more than 40% of the workforce (AARP Profit from Experience, 2007) and will be poised to retire in large numbers within the next ten years.  Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003).  In light of this predicted labor and skills shortage, it is imperative for forward-thinking companies to focus on retaining older workers and increasing their ability to recruit and engage younger workers.
  • 27. 27 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Most employees are: Working in multi-generational teams View that multi-generational teams improve organizational performance No Authoritative Published Data for Malaysia. 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
  • 28. 28 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Here’s the deal…  Knowing what era people grew up in helps predict their attitudes, characteristics and behaviors.  Stephen Covey reminds us that strength lies in differences, not similarities.
  • 29. 29 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg 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 Stallman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002. Overview of Generational Differences
  • 30. 30 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore Multigenerational Work Perspectives Generation Years Born Work Perspectives Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the same company their entire career. Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at the office. Women enter the workforce in large numbers. Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define their lives. Dual-earner couples become the norm. Gen Yers (Millennials) 1981 - 1994 “Work my way” - Devoted to their own careers, not to their companies. Desire meaningful work. Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in the work environment are tied to their youth and inexperience. Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies.
  • 31. 31 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Source: The Straits Times, 8 April 2010
  • 32. 32 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Group Exercise Generational Themes  List five social events/trends from the first 20 years of your life.  In small groups, discuss the following:  How do you think these events shape your thinking and behavior, especially at work?  With which generation do you experience the most conflict? Why?  What is the most important thing for other generations to know about your generation?
  • 33. 33 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  Baby Boomers are retiring at the rate of one every eight seconds  The vast majority of organizational leaders are Baby Boomers with the most typical age being 58 years old.  There are 11% fewer Gen Xers than Baby Boomers  Generation Y (twenty-five and under) will not be management/leadership material for years to come EDA Research: The New Realities
  • 34. 34 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  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.  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.  Multi-generational teams improve organizational effectiveness and performance. Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010 http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential% 20of%20Singapore's%20Multi-Generational%20Workforce.pdf Generational Diversity in Today’s Workforce
  • 35. 35 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  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 Multigenerational workplaces can be a source of positive challenge, opportunity, and significant growth if managed effectively. Benefits of Multigenerational Teams
  • 36. 36 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Source: http://www.youtube.com/watch?v=rDAdaaupMno
  • 37. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Leading and Engaging a Multigenerational Workforce
  • 38. 38 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg How Does the Multi-Generational Workforce Impact Employers? HR professionals can play a strategic role by partnering with their Business Leaders in meeting the needs of their employees.  Are there specific business units that have a higher percentage of baby boomers set to retire in the next 10 years?  What are some possible flexible work options that will simultaneously attract all generations while encouraging Traditionalists and Boomers to remain employed and play key roles in knowledge transfer, leadership development, and mentoring of younger workers?  How can Human Resources professionals coach managers to maximize the performance of each generation?  What specific tactics are HR professionals using to attract the ‘best and brightest’ of the Gen Y employees that might differ from strategies used for other generations?
  • 39. 39 © 2013 Centre for Executive Education Pte Ltd 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
  • 40. 40 © 2013 Centre for Executive Education Pte Ltd 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
  • 41. 41 © 2013 Centre for Executive Education Pte Ltd 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. Exercise: Managing the ROI on Gen Y?
  • 42. 42 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Bringing a New Type of Language to the Workplace  Your gf is getto lol  Rofl nah she’s cool  Lol coolies ttyl gtg pos Your girlfriend is lower class laugh out loud Rolling on the floor… Laugh out loud, stay cool, talk to you later, got to go, parents over (my) shoulder
  • 43. 43 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Generation Z: The digital natives Students today are all “native speakers” of the digital language of computers, video games, instantaneous communication, and the Internet. Students today are all “native speakers” of the digital language of computers, video games, instantaneous communication, and the Internet. Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)
  • 44. 44 © 2013 Centre for Executive Education Pte Ltd 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.  They are complete digital natives and cannot function without communicating through social media.  Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies. Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM. Gen Z or The Linksters
  • 45. 45 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  Get them into a routine that they can master.  Generation Z will be unlike Baby Boomers, who are often loyal to a firm. They don’t expect jobs for life and will move onto the next job, similar to Generation Y.  Managers of Generation Z employees will have to be prepared to give regular feedback that tells them they are making a difference to the organisation  Development and work/life balance are more important than financial reward, with both Gen Y & Z being committed to their own personal learning and development. Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012 http://www.i-l-m.com/edge/managing_generation_Z.aspx Managing Gen Z
  • 46. 46 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”. Why should your Talent remain with your Organisation and as your Follower? 46 “If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek References: http://www.startwithwhy.com/ http://www.youtube.com/watch?v=qp0HIF3SfI4 http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html Video on Engaging Your Gen Y & Z
  • 47. 47 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Source: http://www.youtube.com/watch?v=fVHnug8H1MM
  • 48. 48 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg
  • 49. 49 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg • Profitability/ROI • Cost Optimisation • Employee Turnover / Retention • Employee Satisfaction • Employee Loyalty • Policy on CSR, Sabbatical • Rewards and Flexibility • Culture, Espirit De Corps • EQ Level & EI Competencies • Servant Leadership/Level 5 • Leadership Styles Organisational Results Talent Engagement Organisational Climate Leadership Effectiveness Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0 Engaging Your Multi-Gen Talent
  • 50. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Multigenerational Conflicts
  • 51. 51 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Multi-Generational Conflict: Striving for Collaboration  Nearly 60 percent of HR managers at large companies say they have observed office conflicts that flow from generational differences, according to the Society for Human Resource Management. Tensions typically stem from perceptions of loyalty and respect.  “Even though the generations are different, it does not necessarily mean they hold divisive values and attitudes that will affect their ability to work well together” (Giancola, 2006). Organizations are reaping the benefits of the diversity provided by workers of different generations collaborating effectively and learning from one another.
  • 52. 52 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):  Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y – those aged 29 and below.  Conversely, Gen Y employees have fewer difficulties working with older colleagues  Organisations should be sensitive towards (inter- generational issues) as the workforce becomes increasingly diverse Source: myPaper, 8 April 2010 Intergenerational Conflict
  • 53. 53 © 2013 Centre for Executive Education Pte Ltd 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. Potential Workplace Conflicts
  • 54. 54 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Multigenerational Communication  Keeping these generational differences in mind can make dealing with co-workers, less of a challenge.  Remember to discard biases and preconceived notions and enjoy the generational differences
  • 55. 55 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg 1. Look at the generational factor 2. Air different generations' perceptions 3. Find a generationally appropriate fix 4. Find commonality and complements 5. Learn from each other Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010 http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/ Tips on Resolving Intergenerational Conflict
  • 56. © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Resolving Multigenerational Conflicts with Emotional Intelligence
  • 57. 57 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups. “The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.” - Katherine Spencer Lee Emotional Intelligence (EI) & EQ
  • 58. 58 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle in ‘Nicomachean Ethics’ Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
  • 59. 59 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg  The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence  In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below. 1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately 3 = Disagree Slightly 6 = Agree Very Much Emotional Intelligence: Self Assessment
  • 60. 60 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg “The capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Emotional Intelligence Quotient (EQ) Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
  • 61. 61 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Goleman’s EI Model Daniel Goldman, Leadership That Gets Results. Harvard Business Review. March-April 2000
  • 62. 62 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Harvard Video on Social Intelligence Source: http://www.youtube.com/watch?v=7Qv0o1oh9f4
  • 63. 63 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ. Group Exercise: EI Mini Quiz
  • 64. 64 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do? A. Immediately and publicly confront the colleague over the ownership of your work. B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. Nothing, it's not a good idea to embarrass colleagues in public. D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish. 64
  • 65. 65 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics Answer for Scenario 1 - The credit stealing colleague: The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non- threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive. A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work. B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.
  • 66. 66 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do? A. Ignore it – the best way to deal with these things is not to react. B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. Suggest to the person telling the joke he go through a diversity training program.
  • 67. 67 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them. A. 0 Points – Ignore it - the best way to deal with these things is not to react. B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. D. 5 Points – Suggest to the person telling the joke he go through a diversity training program. Answer for Scenario 2 - The Racist Joke:
  • 68. 68 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? A. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks. B. Get an HR manager to talk to him about where he sees his future in the organization. C. Purposely give him lots of complex decisions to make so that he will become more confident in the role. D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.
  • 69. 69 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence. A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring) Answer for Scenario 3 - The indecisive Baby Boomer Employee:
  • 70. 70 © 2013 Centre for Executive Education Pte Ltd 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’ & Linksters (Gen Z) Style: Encourage staff gatherings, social events and ‘mixers’ with workmates Recommendations
  • 71. 71 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Employee Engagement Strategy Best Practices 35 hr work week No monitoring of sick days Subsidized day care On-Site medical care (& other onsite amenities…) Talent is Ageless Retaining trained, experienced mature workers leads to increase retention rates among older workers Older Employees increased from 7% (1990s) to 17% (2007) Passion Never Retires Medical & dental benefits for part time employees working 10+ hours/week Consumer Value Stores (CVS)
  • 72. 72 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg What Else? Use the Platinum Rule rather than the Golden Rule: “Do unto others as they would have you do unto them” or translated, treat them like they want to be treated, keeping their values in mind. Treat all with respect. Desire for respect is a common factor with all generations. Think about your reward system(s). Make sure that the rewards you offer are of value to the generation / person that you wish to reward.
  • 73. 73 © 2013 Centre for Executive Education Pte Ltd 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 Summary
  • 74. 74 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Conclusion: Strategic Tips  Build team spirit by talking about the generational issues to depersonalize the conflict that arises due to the differences.  Recognize and celebrate the differences.  Over communicate. Seek to understand and only then to be understood.  Engage through Managerial Coaching  Encourage constant feedback and show recognition for Y-er’s & Z-er’s contribution  “Opportunities for Career Advancement” and “Good Relationships” are key factors  Learn to use technology – it is here to stay!
  • 75. 75 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important?” What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal? Creating a SMART Development Plan
  • 76. 76 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg http://www.youtube.com/watch?v=03o1JZ7c7gI Video: Leading Multigenerational Team
  • 77. 77 © 2013 Centre for Executive Education Pte Ltd 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
  • 78. 78 © 2013 Centre for Executive Education Pte Ltd www.ipma.com.sg Prof Sattar Bawany CEO, Centre for Executive Education & Strategic Advisor, IPMA Asia Pacific Email: sattar.bawany@ipma.com.sg LinkedIn: www.linkedin.com/in/bawany Facebook: www.facebook.com/ipma.singapore Twitter: www.twitter.com/sattarbawany Skype: sattar.bawany Keeping in Touch on Social Media

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