2. BY 2020, MILLENNIALS WILL
ACCOUNT FOR 80% OF THE
WORKFORCE GLOBALLY
They are the most technologically advanced, diverse and disruptive generation in history. HR leaders need
to alter working practices to attract and retain talent from this game-changing generation.
SO, HOW DO YOU ENSURE YOUR COMPANY IS MILLENNIAL-READY?
3. 1.
2. 4.
BE FLEXIBLE
BREAKDOWN
TRADITIONAL
HIERARCHIES
OFFER NEW
EXPERIENCES
LEAD WITH
TRANSPARENT
VALUES
GIVE REGULAR
FEEDBACK
“Flexible working
hours and a good
work life balance”
“I don’t want my
age to restrict me”
“Travel overseas to
experience working in
different places”
“I must believe in the
company’s vision”
“I need regular
engagement and
feedback”Laura Lam,
Hong Kong, Law, 27
Rhys Gillmer,
Australia, Marketing, 22
Fabian Au,
Singapore, IT, 26
Chee Estanislao,
Japan,
Human Resources, 30
Stephanie Lim,
Malaysia, Finance, 26
3. 5.
4. CASE STUDY:
ANZ
ANZ Bank transformed staff
engagement and productivity by
implementing a ‘Playbox’ of different
furniture and technology to match
different ways of working.
The Australia and New Zealand Bank
Group’s Head of Workplace Ken
Lynch explained how the bank set
about identifying 14 different ways
of working and providing specific
furniture and technology kits to match
those options.
“It is all flexible and reconfigurable.
Meeting rooms expand and contract,
even the kitchens are on wheels and
can be changed,” he said.
The bank ran Playbox pilots and in
one team staff engagement jumped
from 30% to 90%, speed of decision-
making went from four days to four
hours and a new banking app was
taken to market six months faster
than predicted.
Source: https://lnkd.in/fJgJYVJ
BE
FLEXIBLE
Millennials no longer view their
career as merely a means to
make money. Flexibility and
work-life balance is key to
entice millennial talent to your
company.
1.
Source: ilrdc.org
5. Source: https://lnkd.in/f4eyMBD
Ryan Holmes, founder of Hootsuite, has
worked hard to avoid the traditional
hierarchies of larger firms. Rather than
having a management team which
dictates to more junior employees, the
firm has instead strived to give individual
teams more power.
It has also created a so called “guru
track” to enable those in the company
who don’t want to become traditional
leaders to still achieve some kind of
recognition. “[It’s about] how can we
help this person progress through their
career as an amazing engineer, instead of
the only track is to become a leader or a
manager”.
Gurus may be awarded the reins of
progressively larger projects with bigger
budgets, freed from daily responsibilities
to work on new problems and product
lines, asked to mentor promising new
recruits or tapped as thought leaders.
Promotions are based not on team
performance but on individual impact
within an organization and deepening or
widening of skill sets.
BREAKDOWN
TRADITIONAL
HIERARCHIES
2.
Millennials want to work
at companies where their
skills and contributions are
rewarded, and where their
ideas are heard — regardless of
tenure, seniority or status. By
breaking traditional hierarchies,
companies can harness ideas,
passion and energy to fuel
future success.
CASE STUDY:
HOOT UITE
Source: Hootsuite
6. OFFER NEW
EXPERIENCES
3.
Millennials prioritize
experiences, and they bring
this mentality to work. They
see value in experiencing
other cultures, expanding their
personal and professional
networks, and mastering new
industries and ways of working.
About 34% of Malaysia-based Maybank’s
workforce is comprised of millennials, a
17% increase in the past five years. The bank
boasts a 90% retention rate of its young
workforce. “In ASEAN which is home to
600 million people, a staggering 60% are
millennials. This means that ASEAN leaders
have the huge responsibility to ensure our
millennials have the skills and resources
to achieve their potential,” said Puan Nora
Abd Manaf, Maybank group’s Chief Human
Capital Officer.
Maybank offers its employees cross-regional
and sectorial rotational programs to ensure
staffare equipped with knowledge and
skills from at least three of Maybank’s
technical functions or processes.
More sophisticated international
assignments and regional projects
have been introduced to build up staff
capabilities and regional experience.
Diverse teams help further leverage this
talent development process. Out of 10
Maybankers in a team, there will be at
least two from outside the local country.
Currently, there are more than 100
talents involved in these assignments.
CASE STUDY:
MAYBANK
Source: https://lnkd.in/fusB2iY
Source: Maybank Facebook
7. LEAD WITH
TRANSPARENT
VALUES
4.
Social media has revolutionized
the way in which we communicate.
Transparency has become an
expectation. Companies must
clearly and openly communicate
their values, and ultimately their
purpose, in order to appeal to
millennial talent.
The Information Technology giant has
recently made it to the top 5 great
places to work in Singapore. Jairo
Fernandez, Senior Vice President of
HR – Asia Pacific and Japan at SAP, says
“We know what makes our employees
tick; we know what will maintain their
interest in being a part of the SAP
team: a strong company culture and a
collaborative work environment.”
SAP subscribes to the philosophy of a
“Learning Culture” where everyone is a
teacher and everyone is a learner.
It boasts a well-articulated SAP culture
in the form of five ‘How We Run’
behaviors that form the basis of the
company’s conduct and success.
These five behaviors were devised
through employee feedback, and
guidelines on how to incorporate
them into daily working life are highly
visible on the company’s internal
networking program, Jam.
Source: https://lnkd.in/fXMpjj6
CASE STUDY:
AP
Source: HR in Asia
8. Source: https://lnkd.in/fkvMWHY
GIVE REGULAR
FEEDBACK
5.
Companies need to invest
in employee development.
Providing regular, formal
feedback ensures the
success – and longevity
– of millennial talent.
CASE STUDY:
UNILEVER A IA
At Unilever Asia, every employee counts.
The consumer goods firm speaks with all
its employees about what they want to
achieve and then devises steps to help
them reach their goals. The employees
are also given mentors and regular
training.
Lennard Boogaard, Unilever Asia’s
Vice-President for Human Resources in
Southeast Asia and Australasia, said: “For
us, it is very normal that you sit together
with your line manager to discuss your
future. This is in our DNA - a commitment
to the success of our people and a focus
on constantly developing at all levels.”
“The learning strategy of Unilever is
founded on ‘winning with people’,
ultimately helping them to develop and
grow to become the best versions of
themselves. The best part is, everyone has
access to these learning opportunities,
anytime, anywhere, and the leadership
commitment to this is strong, with the
senior leadership leading by example,” says
Tricia Duran, HR director, Unilever Asia.
Unilever’s learning and development
framework is fully integrated within its Four
Acres Leadership Curriculum, the Unilever
Future Leaders Programme (UFLP) and the
newly launched Learning Hub.
Source: Unilever Asia
9. QUESTIONS?
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