2. PROBLEMMarrio&
customer
service
centers
are
struggling
to
a&ract,
retain,
and
manage
Genera5on
Y.
EVIDENCEEmployee
turnover
for
Gen
Y
is
significantly
higher
than
that
of
other
genera5ons
in
the
workplace.
Create
a
strategy
for
Marrio&
to
ATTRACT,
RETAIN,
and
MANAGE
APPROACH
Genera5on
Y
with
support
from
leading
academic
research
and
best
prac5ces
of
comparable
companies.

3. BEFORE WE BEGIN…
MARRIOTT
MUST
UNDERSTAND
THAT
BECOMING
A
“FLEXIBLE
EMPLOYER”
HAS
VERY
LITTLE
TO
DO
WITH
AN
EMPLOYEES
ACTUAL
DAY-­‐TO-­‐DAY
SCHEDULE
AND
MORE
TO
DO
WITH
HOW
WELL
THE
EMPLOYER
MEETS
THE
EMPLOYEES
OVERALL
EXPECTATIONS.
Many young people leave jobs not because
there is a compelling reason to leave but
because there is no compelling reason to stay.
“
”
SO,
WHAT
DOES
GEN
Y
EXPECT
FROM
MARRIOTT?

4. What Gen Y Wants
0%
10%
20%
30%
40%
50%
60%
70%
Work-­‐life
Balance
Further
Educa5on
Sound
Financial
Base
Contribute
to
Society
Top 4 Career Goals
59%
46%
32%
27%

5. 0%
20%
40%
60%
80%
Career
Goals
Solutions
The
strategies
we
recommend
for
Marrio&
will
cause
Gen
Y
to
view
Marrio&
as
an
employer
who
can
meet
all
of
their
expecta5ons
• Provide
a
flexible
work
environment
• Offer
opportuni5es
for
con5nuing
educa5on
• Allow
employees
to
contribute
to
society

6. • By
2025,
Gen
Y
will
compose
75%
of
the
workplace.
WHY BOTHER WITH GEN Y?
• If
Marrio&
does
not
begin
to
adapt
to
changing
workforce
trends,
they
will
not
remain
relevant
in
a
changing
market

7. NOW THAT WE KNOW WHAT GEN Y
WANTS, WE WILL DISCUSS HOW
MARRIOTT CAN POSITION ITSELF TO
BETTER
ATTRACT
RETAIN
MANAGE
AND
GEN Y

8. Attract

9. Attract : Where to find Gen Ys
20.7%of
Gen
Ys
found
jobs
from
online
job
boards.
3 clicksinforma5on
in
Gen
Y
expects
to
find

10. Attract : Social Media
94
65
55
18
0
20
40
60
80
100
LinkedIn
Facebook
Twi&er
Google
+
Most
Popular
Social
Media
for
Recrui5ng
Social
Media
49
%
say
the
quality
of
candidates
is
higher
43
%
say
the
quan5ty
is
higher
Boost
internal
references
Con5nue
to
use
social
media
to
recruit
and
increase
brand
visibility/image
among
GEN
Y
Of
companies
that
use
Social
Media…

11. What Marriott can learn ….

12. Marriott Career App
Launch
“Marrio&
Europe
Jobs”
app
in
the
U.S.
Integrate
the
app
into
the
recrui5ng
process
Highlight
opportunity
and
upward
mobility

13. Recommendations-Attract
Replace
“job
descrip5ons”
with
“experiences”
and
“responsibili5es”
with
“future
opportuni5es”
in
job
adds
Contact
applicants
immediately
• Congratulate
them
on
their
applica5on
through
email
Provide
ac5on
items
to
complete
before
the
interview
• Marrio&
Careers
App
• “Like”
the
Marrio&
Facebook
page
• Tweet
about
applying
for
the
posi5on

14. Retain

15. Retain : Community Involvement
Gen
Y
is
service
oriented
They
look
for
employers
who
are
involved
in
the
community

16. Involvement that has worked
Had
dona5on
contests
that
inspired
employees
to
serve
Ins5gated
volunteer
opportuni5es
for
employees
“This program has dramatically
increased our ability to recruit and
retain high-quality employees.”
–
Marc
Benioff,
Deloi&e
CEO

17. Recommendations- Community
Involvement
Create
employee-­‐lead
“charity
teams”
• Rather
than
just
announcing
the
company
values,
or
suppor5ng
the
tradi5onal
charity,
empower
the
employees
to
create
and
own
the
values,
and
choose
where
and
how
any
charitable
contribu5ons
will
be
distributed.
Organize
a
Green
Team
at
each
call
center
• Allow
employees
to
asses
where
Marrio&
can
improve
its
impact
on
the
environment

18. Retain : Mobility Within the Company
of
Gen
Y’s
expect
a
promo5on
within
2
years
86%
compared
to
70%
of
Baby
Boomers.
Genera5on
Y
ranked
“opportunity
for
advancement”
in
a
job
as
one
of
the
top
3
must-­‐haves.
Studies
show
that
the
ideal
job
for
Gen
Y
is
one
that
that
offers
variety,
change,
and
the
chance
of
a
promo/on

19. The Deloitte Experiment
“how to reduce turnover by offering mobility within the company”
PROBLEMThe
consul5ng
firm
Deloi&e
was
experiencing
HIGH
TURNOVER
of
its
YOUNGEST
EMPLOYEES
Deloi&e
asked
one
of
its
consultants
to
find
out
how
to
ATTRACT
APPROACH
and
RETAIN
the
younger
genera5on.
FINDINGSDeloi&e
could
retain
more
than
2/3
of
those
that
leave
by
providing
more
opportuni5es
and
easier
access
to
grow
within
the
company

20. ACTIONDeloi&e
created
programs
that
focus
on
helping
people
figure
out
their
next
career
move
RESULTDeloi&e
was
able
to
help
restless
Gen
Y
employees
find
their
niche
within
the
company,
turnover
was
drama5cally
reduced,
employees
are
happier
at
work,
and
the
firm
saves
the
$150,000
cost
of
losing
an
employee
The Deloitte Experiment
Key
Take
Away:
Create
a
clear
pathway
for
high-­‐performing
call
center
employees
to
advance
to
other
divisions
within
Marrio&
Interna5onal

21. Require
those
who
par5cipate
in
the
program
to
spend
part
of
their
rota5on
at
the
call
center
Marriott’s Voyage Global Leadership
Development Program
BENEFITS
• Employees
will
understand
how
Marrio&
operates
from
a
customer-­‐
service
standpoint
• Employees
will
be
exposed
to
a
wide
variety
of
Marrio&’s
customer
base
in
a
short
period
of
5me
• Marrio&
service
centers
will
be
able
to
be&er
forecast
employment
needs

22. OTHER SUCCESSFUL COMPANIES
WHO START THEIR EMPLOYEES AND COLLEGE GRADUATES
OFF IN POSITIONS SIMILAR TO THAT OF MARRIOTT’S
CUSTOMER-SERVICE CENTERS
Apple
Store
Leader
Program
UPS
freight-­‐to-­‐driver
requirement
Walmart’s
history
of
advancement

23. Recommendations- Mobility
Create
a
clear
pathway
for
high-­‐performing
call
center
employees
to
advance
to
other
divisions
within
Marrio&
Interna5onal
Require
Voyage
par5cipants
to
work
in
customer
service
centers
• This
could
also
include
any
new
hire
for
divisions
such
as
room
opera5ons,
marke5ng,
finance,
etc.
• An
understanding
of
Marrio&
from
the
ground-­‐up
will
benefit
employees
in
every
line
of
service

24. Manage

25.
Employees
must
understand
the
execu5ve
vision
and
its
rela/on
to
their
daily
tasks
Manage : Align

26. Consistent
and
clear
communica5on
from
Marrio&
execu5ves
Low-­‐level
management
rota5on
among
service
reps
Commi&ees
and
Workshops
Alignment
Manage : Principles of
Alignment

27.
Clear
and
consistent
communica5on
from
mgmt.
• Newsle&ers,
Tweets,
e-­‐mails
that
express
confidence
in
the
company’s
future
and
encouragement
Low-­‐level
management
rota5on
among
service
reps
• Promotes
horizontal
structure
• Allows
employee
to
further
develop
self
• Service
rep
gains
apprecia5on
of
the
management
process
Commi&ees
and
Workshops
• Organize
community
service
and
address
workspace
problems
• “Co-­‐workers
must
bond,
when
so
doing
they
are
more
commi&ed
to
the
organiza5on”
Manage : How to Align

28. Step
1
• The
commi&ee
defines
company
values/goals
in
real
terms,
ensuring
no
misconcep5ons
Step
2
• Connect
the
Corporate
with
the
Common
• Commi&ee
brainstorms
ideas
the
service
reps
can
do
on
a
daily
basis
to
achieve
the
corporate
goal
Step
3
• Commi&ee
narrows
the
list
of
ideas
to
the
ones
that
drive
the
most
value
Step
4
• Turn
ideas
into
ac5ons
and
daily
goals/
behaviors
that
a
service
rep
can
commit
to
do
Step
5
• Goal
serng
and
commitment
is
done
one-­‐on-­‐
one
and
follow
up
is
given
in
typical
coaching
sessions
“Our
reps
now
have
greater
clarity
into
what
their
daily
work
means
to
the
organiza5on”
-­‐Customer
Service
Supervisor
“I
feel
like
management
values
me…I
get
to
have
significant
input
and
control
into
my
own
goals,
that
I
can
5e
to
my
job”
-­‐Customer
Service
Rep
“Engagement
has
increased,
absenteeism
has
decreased
and
client
compliments
have
increased
more
than
20%”
-­‐Customer
Service
Director
Customer Service Rep Committee

29. Recommendations- Align
Provide
clear
and
consistent
communica5on
from
management
regarding
Marrio&’s
core
values
Perform
low-­‐level
management
rota5on
among
service
representa5ves
Create
a
Customer
Service
Rep
Commi&ee

30. • Management
is
responsible
for
enabling
trust,
alignment,
and
support
networks
in
the
work
environment
• This
can
be
accomplished
through
Coaching
and
Teamwork
“We
all
manage
situa5ons,
events,
people,
but
manager’s
tell
others
what
to
do,
leaders
guide
and
lead
others
to
make
the
right
decisions
for
themselves.
You
manage
people
to
do
a
job,
or
you
inspire
and
lead
someone
to
do
it
for
themselves.”
-­‐
Gary
Dodds,
VP
HR,
Marrio&
Interna5onal,
Middle
East
&
Africa
Manage : Support Network

31. Manage : Coaching
Coaching
is
not…
Assessing
past
performance
Usually
delivered
biannually
Manager-­‐led
with
li&le
input
from
recipient
Generic
content
applied
to
all
a&endees
Coaching
is…
Focusing
on
improving
future
performance
Ongoing
Equally
driven
by
both
par5es
Tailored
to
individuals
needs

32. Marriott should focus on Integrated
coaching methods to increase performance
Integrated
Coaching
(75%)
Iden5fy
behavior(s)
in
need
of
refinement
Actually
teaching
and
development
forum
Occurs
as
part
of
daily
ac5vity
Scheduled
Coaching
(25%)
Agree
on
new
development
areas
Agree
on
new
development
areas
Occurs
on
a
set
basis(once
or
twice
a
month)
Supervisors
that
emphasize
Integrated
coaching
realize
a
12%
liv
in
team
performance

33. Manage : Industry Leaders
exclusively
by
frontline
reps
and
allows
for
free
exchange
of
ideas
and
sugges5ons.
Fidelity’s
Rep
Forum
is
operated
Each
day,
top
performers
are
selected
to
roam
the
floor
to
answer
ques5ons
and
coach
their
coworkers.

34. Recommendations- Support Network
Focus
on
Integrated
coaching
methods
to
increase
performance
Put
your
employees
in
teams
to
create
unity,
increase
performance,
and
allow
Gen
Y
to
interact
• Hold
compe55ons
between
teams
that
are
both
work
related
and
non-­‐work
related
• Examples
Include:
Highest
customer-­‐sa5sfac5on
ra5ng,
most
improved,
Ping-­‐Pong
tournaments,
etc.

35. Manage : Career Development
stated
that
career
development
through
addi5onal
training
was
“very
important”
to
them.
of
Genera5on
Y
agreed
that
if
they
received
regular
training
from
their
employer
it
would
mo5vate
them
to
stay
longer
with
the
employer.

36. Why Career Development is Important
Gen
Y
has
heard
the
mantra
of
lifelong
educa5on
all
through
school
and
have
come
to
accept
it
Gen
Y
wants
to
have
a
broad
variety
of
skills
so
that
they
will
be
marketable
in
such
an
uncertain
and
constantly
changing
world
I like training that helps you in
your job but is also for personal
development
“
” -­‐
GEN
Y

37. Recommendations- Career Development
Create
“Career
Contracts”
to
invest
in
the
career
of
the
employee
Offer
con5nuing
educa5on
courses
for
employees
that
focus
on
the
development
of
sov
skills
(presenta5on,
management,
communica5on
skills,
etc.)
Highlight
the
transferrable
skills
associated
with
the
employee’s
job

38. Manage : Transparency
The
ideal
manager
is
one
who
values
communica5on
and
creates
an
environment
of
transparency
In
order
to
be
successful,
both
the
coach
and
the
players
must
know
the
score.
“Empowering our associates is a corner stone within
Marriott’s culture. When associates are empowered,
they are engaged within the business which directly
relates to our financial performance.”
-­‐
Gary
Dodds,
VP
HR,
Marrio&
Interna5onal,
Middle
East
&
Africa

39. • Quality
of
the
Interac5on
is
more
important
than
quan5ty
of
interac5ons.
• Measure
performance
on
competencies
5ed
to
specific
outcomes
• Broader
frameworks
allow
more
flexibility
and
authen5c
self
expression
Eliminate
the
Checklist
Mentality
• ATP
measures
efficiency
of
service
rep
with
all
the
other
work
they
do
outside
of
talking
to
customers
• AHT
pressures
service
rep,
discourages
personaliza5on,
leading
to
low
customer
sa5sfac5on
Encourage
Self-­‐
Expression
15%
increase
in
Customer
Sa@sfac@on
Gain Control by Giving Control

40. Recommendations- Transparency
Freely
share
company
informa5on
(ie;
budgets,
performance
sta5s5cs,
etc.)
• Company
newsle&er
Assess
policies
and
ground
rules
and
ensure
that
there
are
good
reasons
that
underpin
them
Allow
employees
to
be
more
autonomous
in
the
workspace

41. Manage : Best Scheduling Practices
“We also have a shift trade board online where employees can post
their shifts to be picked up or traded with other employees”
-­‐
Chuck
Browne,
Vivint
Customer
Care
Manager
Tenured
employees
receive
priority
shivs
based
on
performance
Strict
hiring
process
that
weeds
out
the
gaps
in
scheduling

42. Allow
employees
to
trade
shivs
amongst
themselves
without
having
to
go
through
the
manager
Allow
tenured
employees
to
work
part-­‐5me
Make
viewing,
changing,
and
scheduling
shivs
simple
and
accessible
• Property
Solu5ons
has
been
successful
by
using
Google
Docs
for
scheduling
purposes
• We
recommend
developing
a
scheduling
app
similar
to
those
of
“Shiv
Planning”-­‐
an
online
employee
scheduling
sovware
available
across
mul5ple
plazorms
Recommendations- Scheduling

43. What “simple” looks like
Shiv
Planning’s
ease-­‐of-­‐use
and
func5onality
caused
them
to
be
named
TopTenReviews
#1
scheduling
app
of
2012

44. RECOMMENDATIONS SUMMARY
Attract
Provide
an
interac5ve
experience
during
the
recrui5ng
process
Retain
Treat
it
as
not
just
another
job
but
an
opportunity
for
a
career
Manage
Con5nuous
hands
on
interac5on
with
upper-­‐level
management
Empower
employees
through
implementa5on
of
the
recommended
programs

46. RECOMMENDATIONS SUMMARY DETAIL
• ABract
– Replace
“job
descrip5ons”
with
“experiences”
and
“responsibili5es”
with
“future
opportuni5es”
in
job
adds
– Contact
applicants
immediately
– Provide
ac5on
items
to
complete
before
the
interview
• Retain
– Create
employee-­‐lead
“charity
teams”
– Organize
a
Green
Team
at
each
call
center
– Create
a
clear
pathway
for
high-­‐performing
call
center
employees
to
advance
to
other
divisions
within
Marrio&
Interna5onal
– Require
Voyage
par5cipants
to
work
in
customer
service
centers
• Manage
– Provide
clear
and
consistent
communica5on
from
management
regarding
Marrio&’s
core
values
– Perform
low-­‐level
management
rota5on
among
service
representa5ves
– Create
a
Customer
Service
Rep
Commi&ee
– Focus
on
Integrated
coaching
methods
to
increase
performance
– Put
your
employees
in
teams
to
create
unity,
increase
performance,
and
allow
Gen
Y
to
interact
– Create
“Career
Contracts”
to
invest
in
the
career
of
the
employee
– Offer
con5nuing
educa5on
courses
for
employees
that
focus
on
the
development
of
sov
skills
(presenta5on,
management,
communica5on
skills,
etc.)
– Highlight
the
transferrable
skills
associated
with
the
employee’s
job
– Freely
share
company
informa5on
(ie;
budgets,
performance
sta5s5cs,
etc.)
– Assess
policies
and
ground
rules
and
ensure
that
there
are
good
reasons
that
underpin
them
– Allow
employees
to
be
more
autonomous
in
the
workspace
– Allow
employees
to
trade
shivs
amongst
themselves
without
having
to
go
through
the
manager
– Allow
tenured
employees
to
work
part-­‐5me
– Make
viewing,
changing,
and
scheduling
shivs
simple
and
accessible

47. RESOURCES
Chacko,
Harsha
E.
et
al
Williams,
Kim
&
Schaffer,
Jeffrey.
“A
Conceptual
Framework
for
A<rac/ng
Genera/on
Y
to
the
Hotel
Industry
Using
a
Seamless
Hotel
Organiza/onal
Structure”.
Journal
of
Human
Resources
in
Hospitality
and
Tourism,
11:2,
106-­‐112,
DOI:
10.1080/15332845.2012.648843
Dixon,
Ma&hew
et
al
Toman,
Nick
&
Delisi
Rick.
“The
Effortless
Experience”.
(2013).
Dorsey,
Jason
Ryan.
“Y-­‐Size
Your
Business:
How
gen
Y
Employees
can
Save
You
Money
and
Grow
Your
Business”.
(2010).
Mar5n,
Carolyn
A.
“From
high
maintenance
to
high
produc/vity:
What
managers
need
to
know
about
Genera/on
Y”.
Industrial
and
Commercial
Training.
Vol.
37
No.
1,
pp.
39-­‐44.
(2005).
McCrindle,
Mark.
“New
Genera/ons
at
Work:
A<rac/ng,
Recrui/ng,
Retraining
&
Training
Genera/on
Y”.
(2006).
Tanner,
Leesa.
“Who
Are
the
Millennials?”.
Mari5me
OR
Team.
(Dec
2010).
Trunk,
Penelope.
“What
Gen
Y
Really
Wants”
h&p://www.5me.com/5me/magazine/ar5cle/
0,9171,1640395,00.html

48. Baby
Boomers
Genera@on
Xs
Genera@on
Ys
Influencers
Eviden5al
Experts
Pragma5c
Prac55oners
Experien5al
Peers
Training
Focus
Technical
Data/evidence
Prac5cal
Case
studies/
applica5ons
Emo5onal
Stories/par5cipa5ve
Learning
Format
Formal
Structured
Relaxed
Interac5ve
Spontaneous
Mul5-­‐sensory
Sales
&
Marke5ng
Mass/tradi5onal
Media
Direct/targeted
Media
Viral/electronic
Media
Purchase
Influencers
Brand-­‐Loyalty
Brand-­‐Switchers
No
Brand-­‐loyalty
Friends
Learning
Environment
Classroom
style
Quiet
Round-­‐table
style
Relaxed
Cafe
style
Music
and
Mul5-­‐Modal
Financial
Values
Long-­‐term
needs
Medium-­‐term
needs
Short-­‐term
needs
Ideal
Leaders
Command
&
Control
Thinkers
Coordina5on
&
Coopera5on
Doers
Consensus
&
Collabora5ve
Feelers