1. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
Managing Millenials:
Experiment
To Listen Over The Web:
To listen, un-mute your computer speakers and turn up the volume,
If you do not have this option please use the Q&A interface for technical support.

2. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
This presentation is made possible by:
www.managementexchange.com

3. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
Introduction - 5 minutes
Feature Presentation and Q&A - 50 minutes
Wrap Up - 5 minutes
Join our LinkedIn group!
http://bit.ly/HCIwebcasts

4. Bill Craib, Vice President
HCI Communities & Education
Human Capital Institute
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Send email to bill.craib@hci.org
to connect on LinkedIn
Blogwww.hci.org
Follow me on Twitter @bcraib

5. Need assistance? Call Member Services (866) 538-1909 or email support@hci.org
Gary Hamel
Professor, Author
Join our LinkedIn group!
http://bit.ly/HCIwebcasts
Vineet Nayar
CEO
HCL Technologies

6. 6
Managing Millenials
Monday, October 4, 2010
4:00 - 5:00 pm LONDON | 11:00 am - noon NEW YORK | 8:00 - 9:00 am SAN FRANCISCO

7. 7
What to think differently about management?

8. 8
What to expect from your millennial workforce?
biz dev bizdev Business career coaching communication Dave
Ramsey Debt determination diligence Dreams e3 tv Emergency Fund Employment
Entrepreneur Entrepreneurship ethos3 fear featured Fox Business
Network gen y goals hiring howto hrindispensable Leadershipmarketing
millennials passion personal finance Productivity Quitting
responsibility sales Small Biz social media storytelling teaching techniques Tools
twitter Video wal-­Mart Work
1. Contribution, not credentials
2. Groups led by passions
3. Leaders not managers
4. Multi-tasking
5. Born between 1977-2002
6. Power of sharing
7. Collaboration rules
8. Peer reviews
9. Intrinsic rewards
10. Grew up with the web at their sides
11. Generation G: Generosity not Greed
12. Optimism reflecting upbringing
13. Information savvy but often overloaded
14. Customized life for the self and for the masses
15. Empowered individuals
16. Need coaches
17. Comfortable with Flux and Dynamic
change
Know Thy Audience!

9. 9
What should be the fundamental change demanded of
Management when applied to the Facebook Generation?
Employer TRUST Employee
This is
where the
energy is
Source: Survey of American Workers, 2010, Michaels Opinion Surveys
Employees in their 40s and 50s are those most likely
to describe co-workers as cautiously optimistic about
corporate strategy and direction with 44% providing
this assessment.
In contrast, 39% of employees in their 30s describe
the mood among colleagues as one of pessimism
and uncertainty.
One-third of those 18 to 29 years of age, the
youngest group of employees surveyed, describe co-
companies are taking.
48% say company leadership
values employees the least.
Which group is valued LEAST by the leadership of
your company?
8%
7%
6%
21%
21%
31%
61%
60%
48%
10%
12%
15%
Not engaged
Critical of mgmt
All employees
Customers
Top
Management Employees Other/ DK
Millennials think positively by nature
They can cope better with the flux in the
current economy

10. The largest airline in the United States by
number of passengers carried
domestically per year.
To Provide the Best Customer Service,
Put your Employees first.
Colleen Barrett
President
We built the Starbucks brand with our people, not
with consumers. Because the best way to meet and
exceed consumer expectations was to hire and train
great people. We invested in employees.
Howard Schultz
Chairman
Organizational Culture can be a differentiator
The largest coffeehouse company in the
world, with 15,012 stores in 44 countries

11. 11
Objective of Employees First, Customers Second
(EFCS) as a management philosophy

12. 12
Historical pride leading to complacency
Competition pulling away
New markets opening up which were not being served
Differentiators eroded right from the level of
a business model
What were his options?
The man standing on the ledge of a burning building

13. 13
1. What is the business of our company?
2
management be in?
3. So what should the structure of the
company be?
The genesis of transformation is introspection

14. 14
EFCS is a framework that tuned HCL for PERPETUAL CHANGE,
always on the lookout for imbalances that can be turned into opportunities
Millennial are comfortable with change
EFCS The transformation framework

15. 15

16. 16
GIVE
UP
THE
PAST
Mirror Mirror
FIND
THE
ROMANCE
OF
TOMORROW
Have you looked in the mirror lately?

17. 17
The significance of point A and of point B

18. 18
1. The Need to change
General
= CEO
Captains/ Lieutenants
= Mid Managers
Sergeants Supervisors
Enlisted Employees

19. 19
-down
leadership model?
1. The Need to change
General
= CEO
Captains/ Lieutenants
= Mid Managers
Sergeants Supervisors
Enlisted Employees

20. 20
1. The Need to change
-down
leadership model?
General
= CEO
Captains/ Lieutenants
= Mid Managers
Sergeants Supervisors
Enlisted Employees
Customer
Employee
Enabling Function
Management
The Value Zone

21. 21
1. The Need to change
-down
leadership model?
Management
Employees
Customers
General
= CEO
Captains/ Lieutenants
= Mid Managers
Sergeants Supervisors
Enlisted Employees
Customer
Employee
Enabling Function
Management
The Value Zone

22. 22
Happy
Feet
Zone of
Influence
Zone of
Control
The 360 Degree process in HCL
The 360 degree feedback is a self-development tool, not a gateway to
promotions, increments and satisfying vested interests
2. Culture of change
The overall percentile score: 85.8 %

23. 23
Customer support Collaboration Planning & Organizing
Creativity Interest
Total average EPIC score of HCL is - 380/450 | Total employees participated - 25100
Total percentage participation - 57%
3 themes, 30 indicators, 90 statements:
Developed internally; HCL IP
Opinion Poll on the reliability & validity of EPIC
tool reveals that 86.27% people fully relate
themselves with it
EPIC was designed with the aim of enabling the individual identity
and his/her passion drivers.
EPIC benefits the org. by providing it with conclusive evidence on
what drives employees.
EPIC allows the organization and employees to work together
to achieve high impact and high quality results with passion and
pride.
EPIC
2. Culture of change: Employee Engagement to
Employee Passion

24. 24
3. Structure for change Reverse Accountability
enabled by the Smart Service Desk
Parameters Jul 2009 - Jun 2010
Total SSD Raised 30455
Average Headcount for the year 28765
Avg SSDs raised by an employee 1.06 SSD
Total Tickets Closed 30296 (99.5%)
SLA Violated Tickets 5917 (19.4%)
Reopened Tickets 680 (2.2%)
Average time for first Action 2.58 days
Average Time to Close 5.78 days
Total Feedback Received 5980 (19.73%)
Average Feedback 3.34
% of employees rated above satisfied 46%
% of Employees Rated Satisfied 31%
% of Employees rated below satisfied 23%
HR SSD Performance at a Glance
SSD
Issues
HR
Travel
Finance
Admin
TICKET
✔✔
✔✔
Resolve!
TICKET
CLOSED

25. 25
4. Responsibility for Change U&I, MyBlueprint

26. 26

27. 27
What comes next? The way to cope with the
millennial generation is to restructure ourselves.

28. 28
What comes next Inverted Pyramid to a Star to a
Sphere of concentric circles

29. 29
Virtual teams, multi-interest employees engaging the
whole human within the enterprise

30. 30
W hat if w e
invest in our
em ployees -
and they
leave?

31. 31
W hat if w e
don t invest in
our
em ployees -
and they

32. 32
Managing Millenials

33. Thank you!
Want More?
Blogs, Networking, Groups & more at www.hci.org
For Speaking, Sponsorship and Educational Opportunities, please call (866) 538-1909 or support@hci.org
Join our LinkedIn group! http://bit.ly/HCIwebcasts