Ipma cima briefing on leading multigenerational 8 jan2013

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Ipma cima briefing on leading multigenerational 8 jan2013

  1. 1. © 2013 IPMA Asia Pacific www.ipma.com.sg LEVERAGING ON WIDER GENERATION: CHALLENGE OR OPPORTUNITY Leading and Engaging a Multigenerational Workforce Prof Sattar Bawany Strategic Advisor, IPMA Asia Pacific Managing Director, EDA Asia Pacific Tuesday, 8 January 2013 Cinnamon Grand, Colombo, Sri Lanka
  2. 2. 2 © 2013 IPMA Asia Pacific 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. 3 © 2013 IPMA Asia Pacific www.ipma.com.sg Knowing Yourself
  4. 4. 4 © 2013 IPMA Asia Pacific 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. 5. 5 © 2013 IPMA Asia Pacific 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  IPMA is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom- designed leadership development solutions to accelerate individual performance  EDA established in 1982 is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients (many Fortune 500 companies) achieve their strategic objectives and win in the marketplace. Who We Are 5
  6. 6. 6 © 2013 IPMA Asia Pacific www.ipma.com.sg  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 Facilitator – Prof Bawany 6
  7. 7. 7 © 2013 IPMA Asia Pacific www.ipma.com.sg Workshop Objectives This workshop 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 your 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
  8. 8. © 2013 IPMA Asia Pacific www.ipma.com.sg The New Workplace Realities
  9. 9. 9 © 2013 IPMA Asia Pacific 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.
  10. 10. 10 © 2013 IPMA Asia Pacific 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.
  11. 11. 11 © 2013 IPMA Asia Pacific 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
  12. 12. 12 © 2013 IPMA Asia Pacific www.ipma.com.sg Source: The Straits Times, Singapore 8 April 2010
  13. 13. 13 © 2013 IPMA Asia Pacific www.ipma.com.sg Traditionalists (Born before 1946) Baby Boomers (Born 1946-1964) Gen X (Born 1965-1980) Gen Y (Born after 1980) 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 Overview of Generational Differences Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.
  14. 14. 14 © 2013 IPMA Asia Pacific 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.  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?
  15. 15. 15 © 2013 IPMA Asia Pacific www.ipma.com.sg Gen Y – Y Are They Different
  16. 16. 16 © 2013 IPMA Asia Pacific www.ipma.com.sg  The quarterly Hudson Report, 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
  17. 17. 17 © 2013 IPMA Asia Pacific 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?
  18. 18. 18 © 2013 IPMA Asia Pacific 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
  19. 19. 19 © 2013 IPMA Asia Pacific 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
  20. 20. 20 © 2013 IPMA Asia Pacific www.ipma.com.sg Source: http://www.youtube.com/watch?v=rDAdaaupMno
  21. 21. © 2013 IPMA Asia Pacific www.ipma.com.sg Leading and Engaging a Multigenerational Workforce
  22. 22. 22 © 2013 IPMA Asia Pacific www.ipma.com.sg
  23. 23. 23 © 2013 IPMA Asia Pacific 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 Engagement • Customer Satisfaction/Loyalty • Service Value/ Relationship Engaging Multigenerational Workforce 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
  24. 24. 24 © 2013 IPMA Asia Pacific 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
  25. 25. 25 © 2013 IPMA Asia Pacific 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
  26. 26. 26 © 2013 IPMA Asia Pacific www.ipma.com.sg Group Exercise: 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?
  27. 27. 27 © 2013 IPMA Asia Pacific 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? 27 “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
  28. 28. © 2013 IPMA Asia Pacific www.ipma.com.sg Multigenerational Conflicts
  29. 29. 29 © 2013 IPMA Asia Pacific 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.
  30. 30. 30 © 2013 IPMA Asia Pacific 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 “… should be sensitive towards (inter-generational issues) as the workforce becomes increasingly diverse…” – Singapore Deputy PM Teo Chee Hean Source: myPaper, 8 April 2010 Intergenerational Conflict
  31. 31. 31 © 2013 IPMA Asia Pacific 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
  32. 32. 32 © 2013 IPMA Asia Pacific 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
  33. 33. 33 © 2013 IPMA Asia Pacific 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
  34. 34. © 2013 IPMA Asia Pacific www.ipma.com.sg Resolving Multigenerational Conflicts with Emotional Intelligence
  35. 35. 35 © 2013 IPMA Asia Pacific 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
  36. 36. 36 © 2013 IPMA Asia Pacific 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.
  37. 37. 37 © 2013 IPMA Asia Pacific 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
  38. 38. 38 © 2013 IPMA Asia Pacific 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.
  39. 39. 39 © 2013 IPMA Asia Pacific 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. 39
  40. 40. 40 © 2013 IPMA Asia Pacific 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.
  41. 41. 41 © 2013 IPMA Asia Pacific 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.
  42. 42. 42 © 2013 IPMA Asia Pacific 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:
  43. 43. 43 © 2013 IPMA Asia Pacific 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.
  44. 44. 44 © 2013 IPMA Asia Pacific 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:
  45. 45. 45 © 2013 IPMA Asia Pacific www.ipma.com.sg Source: http://www.youtube.com/watch?v=fVHnug8H1MM
  46. 46. 46 © 2013 IPMA Asia Pacific 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
  47. 47. 47 © 2013 IPMA Asia Pacific 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
  48. 48. 48 © 2013 IPMA Asia Pacific www.ipma.com.sg Source: http://www.youtube.com/watch?v=03o1JZ7c7gI Video: Make Makes a Great Leader?
  49. 49. 49 © 2013 IPMA Asia Pacific 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
  50. 50. 50 © 2013 IPMA Asia Pacific www.ipma.com.sg Prof Sattar Bawany Strategic Advisor, IPMA Asia Pacific & Managing Director, EDA 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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