The document discusses employee engagement and how to engage multi-generational employees. It notes that effective leaders establish clear branding, understand employee psyche, and adapt their style to different generations. Leaders must also create an organizational climate where employees feel valued through involvement in decisions, good recognition of suggestions, and concern for well-being. Coaching managers to be more emotionally engaging is important for feeling valued. Implementing a system like Scores-on-the-Board can boost engagement over 40% and reduce costs and attrition. Regular communication across generations and focusing on career growth are key to retaining younger employees.
CSC Singapore “LEARN @ WORK DAY”
KEY NOTE PRESENTATION
‘Making Generational Differences Work with
Emotional Intelligence’
CSC Singapore Offices (Anson & Henderson)
Friday, 13 July 2012
This session helps individuals understand the outlook and experiences of different generations to improve respect, communication and relationships in the workpl
CSC Singapore “LEARN @ WORK DAY”
KEY NOTE PRESENTATION
‘Making Generational Differences Work with
Emotional Intelligence’
CSC Singapore Offices (Anson & Henderson)
Friday, 13 July 2012
This session helps individuals understand the outlook and experiences of different generations to improve respect, communication and relationships in the workpl
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1. ARE YOUR PEOPLE ENGAGEABLE?
THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA
24 NOVEMBER 2011, 6.00 PM to 9.00 PM
Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
Adjunct Professor of Strategic Management, PGSM
2. ARE YOU A TIGER OR A DEER?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
2
3. ABOUT IPMA
A Global ‘Not-for-Profit’ (NPO) Professional Members
Organisation headquartered in Kent, UK with Regional
Offices in Europe, Africa and Asia Pacific
Mission: As an International Examining, Licensing and
Regulatory Membership Qualifying Professional Body to
improve managerial performance at all levels
Facilitates group learning in organisational development,
change management, leadership effectiveness,
managerial coaching and customer service excellence
for Contact Centres across various industries
IPMA Singapore is the Master Licensee for the ‘Scores on
the Board™’, an integrated solution that is easy to
implement Leadership and Team Development process
towards achieving sustainable employee engagement. 3
4. Agenda
Demystifying Employee Engagement
Overview of Generational Differences:
Perceived
Strengths
Common Perceptions
Communication Across Generations
Leading and Engaging Employees
Recommendations on Achieving Synergy
Summary and Q & A Session
4
5. What is Employee Engagement?
“It goes without saying that no company, small or
large, can win over the long run without energized
employees who believe in the mission and
understand how to achieve it. That's why you need
to take the measure of employee engagement at
least once a year through anonymous surveys in
which people feel completely safe to speak their
minds.”
- Jack Welch, Former CEO, General Electric
8. 3 Types of Employees
Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in
your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
8
9. What’s Your Role as Leader?
1) Establish Leader and Organisation Branding
2) Understand the Psyche/Personality of Staff
3) An Effective Leader needs to be adaptable to
individual staff needs and utilise different leadership
and communication styles
4) Be aware of the differences and be effective in inter-
generational communication between Traditionalists
and Baby Boomers with Gen X, Y and Z
9
10. Establish Leader & Organization Branding
1. Alignment
l Ensuring consistency and alignment of staff actions toward
leader’s and organizational goals
2. Communication
l Keeping staff connected and moving in the right direction
through ongoing dialogue and consistent messages
3. Reward
l Creating a reward-based environment that recognizes the
value and contribution of each and every staff
10
11. Generational Diversity in Today’s
Workforce
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.
Key findings from survey commissioned by Singapore’s Tripartite
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
11
12. Benefits of Multi-Generational Work
Teams at Today’s Workplace
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
Multi -generational workplaces can be a source of positive
challenge, opportunity, and significant growth if managed
effectively.
12
14. Overview of Generational Differences
Traditionalists Baby Boomers Gen X Gen Y
Career Legacy Stellar Career Portable Career Parallel Careers
Goals
Rewards Satisfaction of Money, Title, Freedom Is The Work That Has
a Job Well Recognition, Corner Ultimate Meaning
Done Office Reward
Work-Life Support in Help me balance Give me Work isn’t
Balance shifting the everyone else and balance NOW! everything.
balance find meaning in Not when I’m 65 Flexibility to
myself balance my other
activities
Job Carries a Puts you behind Is Necessary Is Expected
Changing stigma
Training I learned the Train them too much The more they Continuous
hard way, you and they’ll leave learn, the more learning is a way
can too! they’ll stay of life
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the
Generational Puzzle at Work’, 2002.
14
15. Group Exercise 15 Mins
• What is the average tenure for your top-performing Gen Y
employees?
• What are the top three (3) reasons good employees
leave your organisation?
• What are the critical elements of organisational climate
in sustaining employee engagement of Gen Y?
15
16. Why The Focus on Gen Y?
• 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.
16
19. The Effective Leader…
"Research shows convincingly that EQ is more important
than IQ in almost every role and many times more
important in leadership roles. This finding is
accentuated as we move from the control philosophy of
the industrial age to an empowering release philosophy
of the knowledge worker age.”
Dr. Stephen Covey,
Author of The 7 Habits of Highly Effective People
19
20. Engaging Multi-Generational Employees
Achievement
Defining and
attaining goals
and results
Motives
Power Affiliation
Influencing others Establishing and
and having an maintaining positive
impact personal
relationships
Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The
Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43.
20
21. Organisation Climate: Employees
Valued and Involved when ………….
Employees are
involved in decision -making
Managers listen to Employer demonstrates
employees concern about employees’
health and well-being
Feeling
Employees have the Valued Senior managers
opportunity to and show employees
develop their jobs Involved that they
value them
Employees feel able
Good suggestions are acted to voice their opinions
upon
21
22. Emotional Engagement by team
leaders has significant impact
• Showing Care is largely the responsibility of an
employees direct Manager
• Manager’s need how to learn to be more “emotionally
engaging” when leading their employees
• Employees need to feel “valued and involved” with their
manager and colleagues
• Manager’s can learn this but traditionally leadership
training has little impact
22
23. Scores-on-the-Board™ Employee
Engagement System
Mentors Managers on being “emotional engagineers”
• A simple 5 part system:
Team
Vision / Goals /Feedback VISION
/ Gaps / Action
• Used by thousands of ACTION GOALS
PLANS IN PRIORITY
leaders around the world AREAS
• Develops the leader
• Empowers the team
GAPS FEEDBACK
• Engages all employees, TOOLS
especially Gen Y’ers
Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”,
John Wiley & Sons, 2009.
23
24. Case Study: ‘Scores-on-the Board™
1. Contact Centre – 450 Seats
2. Call volumes more than doubled
3. Implement Scores on the Board (SOTB)
4. Result:
•Hewitt Engagement up 44%
•Absenteeism down 60%
•Attrition by 60%
•First call resolution rate up 25%
•Cost per call down 40%
•Customer Satisfaction up 15%
•Sales up 30%
http://www.scoresontheboard.com/
26. Recommendations
• 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.
Regular dialogue between Gen Y-er and supervisor should start
from the first day at work, as a means for supervisors to build and
maintain a good working relationship.
Engage Employees through Coaching
Develop Coaching competency of managers to be comfortable and
confident in having conversations surrounding professional
development plans.
Encourage constant feedback and show recognition for work
contribution
Team Work ‘Y’ Style
Encourage staff gatherings, social events and ‘mixers’ with
workmates
26
27. Conclusion: Strategic Importance of
Employee Engagement
“It goes without saying that no company, small
or large, can win over the long run without
energized employees who believe in the mission
and understand how to achieve it. That's why
you need to take the measure of employee
engagement at least once a year through
anonymous surveys in which people feel
completely safe to speak their minds.”
- Jack Welch, Former Chairman & CEO, General Electric
28. Video on What Makes a Great Leader?
“GREAT LEADERS CARE MORE
ABOUT THOSE THEY LEAD THAN
THEMSELVES.”
Visit :
http://www.youtube.com/watch?v=03o1JZ7c7gI
http://www.facebook.com/teamworkleadership
28
29. Final Thoughts…
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!!!
29