Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Generational Dynamics and the Future of WorkJames Lee
We now have three generations working together -- the Boomers, GenX, and the Millennials. Learn how to communicate for success by identifying the value systems and work styles that each group brings to the office. Plus we'll examine 6 new trends hitting workplaces over the next decade.
Much has been said about the Millennial generation, also commonly known as Generation Y, but do we really know how to bring out the best in them? Surpassing even baby boomers in number globally; The Millennials are making their mark in a lot ways. They have different dreams. They are changing how things work and the workplace is where they are having the biggest impact.
• Mindset of the Millennial.
Appreciate the differences and similarities in our Millennials’ mindset.
• Inevitable changes in our business world.
Evaluate the evolution of business climate due to the new workforce.
• Opportunities with the Millennial workforce.
Explore how we can bring out the best in our future workforce.
Gen Y, the latest entrant in the multi-generational workforce, is a unique group. They are young, ambitious and dynamic; but their value systems at work are quite different from the other generations.
This new breed of socially connected professionals with multiple interests can (and probably will!) bring about a radical change in the work cultures of companies.
The big challenge facing organisations is not only building better working relations between the different generations, but also engaging Gen Y effectively to bring about a new and positive work culture that benefits everyone.
This presentation looks at the Gen Y workforce in Singapore and gives a few insights on which areas companies should be looking at for effective engagement with Gen Y.
Generational Dynamics and the Future of WorkJames Lee
We now have three generations working together -- the Boomers, GenX, and the Millennials. Learn how to communicate for success by identifying the value systems and work styles that each group brings to the office. Plus we'll examine 6 new trends hitting workplaces over the next decade.
Much has been said about the Millennial generation, also commonly known as Generation Y, but do we really know how to bring out the best in them? Surpassing even baby boomers in number globally; The Millennials are making their mark in a lot ways. They have different dreams. They are changing how things work and the workplace is where they are having the biggest impact.
• Mindset of the Millennial.
Appreciate the differences and similarities in our Millennials’ mindset.
• Inevitable changes in our business world.
Evaluate the evolution of business climate due to the new workforce.
• Opportunities with the Millennial workforce.
Explore how we can bring out the best in our future workforce.
Webcast Highlights:
Investigate some of the most persistent myths about what motivates millennials
Learn about the motivational patterns that are more consistent with age than generation
Explore how increasing transparency and building better communication within teams can create a more productive professional environment for all generations
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office. By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
With tens of thousands of leaders and more than 30 years of assessments in their database, MRG has unique insights into the differences and similarities of the generations at work. Join MRG President Tricia Naddaff to dive into this research and its implications.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Join us for revealing research that will help your organization begin to harness the potential of millennial talent.
Understanding
Generational
Differences
Understand Generational
Differences
For the first time in history, four generations are working
side by side. Different values, experiences, styles, and
activities create misunderstandings and frustrations
By the year 2014, 70 million Baby Boomer (including
many teachers and school leaders) will entire retirement
in large numbers
Generation X, a generation with different sensibilities
and priorities than Boomers, will assume positions of
leadership in schools and districts
The Generational Divide
(U.S. Population)
Traditionalists Born 1925-1945 50 million
GWAEA 6% (28)
Baby Boomers Born 1946-1964 80 million
GWAEA 70% (341)
Generation X Born 1965-1980 46 million
GWAEA 22% (110)
Generation
Y/Millennials
Born 1981-2006 76 million
GWAEA 2% (9)
Traditionalists (61+)
Influences Characteristics
Great Depression
Roaring 20’s
WWI and II
Korean War
GI Bill
Patriotic loyal “waste not
want not”
Faith in institutions—
one company career
Military influenced top
down approach
KEY WORD: LOYAL
Traditionalists (61+)
Value Logic and Discipline
Don’t Like Change
Want to Build a Legacy
Baby Boomers (42-60)
Influences Characteristics
Suburbia
TV
Vietnam, Watergate
Protests, Human
Rights Movement
Drugs & Rock ‘n Roll
Idealistic
COMPETITIVE
Question Authority
KEY WORD: Optimist
Baby Boomers (42-60)
“Me” Generation
Money, Title, Recognition
Want to Build A Stellar Career
Generation X (26-41)
Influences Characteristics
Sesame Street, MTV
Game Boy
PC
Divorce Rate Tripled
Latch Key Children
Eclectic
Resourceful
Self-reliant
Distrustful of
Institutions
Highly Adaptive to
Change & Technology
KEY WORD: Skepticism
Generation X (26-41)
Possibly Most Misunderstood
Generation
Need a Balance Between Work
and Life-Freedom
Flexible and Motivated
Want to Build a Portable Career
Generation Y/Millennials
(up to 26)
Influences Characteristics
Expanded Technology
Natural Disasters
Violence
Gangs
Diversity
Globally Concerned
Realistic
Cyber Literate
Personal Safety is
Number One Concern
KEY WORD: Realistic
Generation Y/Millennials
(up to 26)
Value Diversity/Change
Been Involved Entire Life
Want Work to be Meaningful
Goals
Traditionalists “Build a Legacy”
Baby Boomers “Build a Stellar Career”
Generation X “Build a Portable Career”
Generation
Y/Millennials
“Build Parallel Careers”
Institutions
Traditionalists “Deserve Loyalty”
Baby Boomers “Deserve to Change”
Generation X “Are Suspect”
Generation
Y/Millennials
“Should Be Judged on Their
Own Merit”
Rewards
Traditionalists “Satisfaction of job well done”
Baby Boomers “Money, Title, Recognition”
Generation X “Freedom!”
Generation
Y/Millenials
“Work that has meaning”
Career Path
Traditionalists “Job changing has stigma”
Baby Boomers “Job changing puts you behind”
Generation X “Job changing is necessary” ...
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
Are you struggling with marketing to different generations? So who and what and where do we have to go to discover who it is we need to be speaking to and what should our message say? Communication and marketing are different and will always be a challenge if we do not keep up with the language and knowledge of who it is we are targeting.Solutions can be found.
India's Post Millennial Indian Generation: Gen-ZSneha Kapoor
Youth as a life stage is a much celebrated one – and every generation of youth brings with it energy, a desire for change, naivete and unabashed self-belief…
But at different times in history, youth demonstrate different traits – whether it is the ‘peace-loving’ youth of the 70s or the recent millennials who love challenging the status-quo.
Millennials (born in the mid 80s and 90s) have dominated the marketing and pop culture discourse in the last years, being a truly unique generation born in an age of rapid digital transformation, global connectivity and social change. However, as they age (millennials are now between 25-35 years), its important to readjust our lens on youth and turn to the generation that follows… Introducing the ‘Post-Millennial generation’, or Gen Z, as they have now begun to be defined.
Born after 2001, by the end of 2019, they will outnumber the millennials and become the single biggest youth cohort in India
Based on qualitative and quantitative research across metros in India*, this book attempts to breakdown the unique characteristics of this generation, their drivers and ways to appeal to them.
Generations and Geography - White PaperMoxie Insight
Many of our most powerful and lasting beliefs are formed when we are teenagers, when we first shift our focus from tangible objects and begin to wrestle with the values and ideas in the world around us. What we see and hear—and the conclusions we draw—influence for our lifetimes what we value, how we measure success, whom we trust, and the priorities we set for our own lives, including the role work will play within it.
Geography significantly influences the formation of generational beliefs and behavior. Each country’s unique social, political, and economic events shape specific views and attitudes among today’s adults. Understanding these country-to-country differences is critical to creating employment deals that attract and retain the best employees in each geographic area. Western generational models cannot be applied broadly to a global workforce.
Understanding individuals’ backgrounds and resultant perspectives or mental models both within generations and across geographies helps leaders grapple with the diversity, challenges, and potential of a global workforce. Better understanding leads to greater empathy for the “other guy’s” point of view and, ultimately, provides the foundation for more effective and efficient talent management practices.
By Tammy Erickson & Tim Bevins
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Do you know what benefit Millennial employees want 3 TIMES MORE than cash bonuses?
Millennials, or the Gen Y workforce born between 1982 and 2002, are success-oriented but can be very high maintenance. They don’t adapt to corporate cultures. Your company must be “Millennial-friendly” or risk a high turnover rate with this not-so-tolerant generation.
With mass Boomer retirement starting, and the smaller number of Gen X workers replacing them, smart employers are currently scrambling to determine not only how to recruit their next generation of young employees, but how to retain the Millennials they have now.
Join us as Lisa Orrell, author of 2 best-selling books, Millennials Incorporated and Millennials into Leadership, explains the eight critical retention requirements Millennials seek from an employer. Lisa’s insight is backed by recent research into the Millennial generation and her years of experience working with multi-generations in organizations large and small.
In this presentation you will learn:
What makes the Millennial worker tick?
Where do you find and recruit this next generation worker?
How can you motivate, inspire and retain your Millennial workers?
Learn how your company can keep its best & brightest future leaders.
For more on recruiting and retaining Gen Y workers, visit
http://www.monsterthinking.com
A generation gap is widening in the workplace. As baby boomers (ages 51 to 69 or so) express reluctance about retiring, so-called millennials (roughly ages 18 to 34) have become the single largest demographic in the American labor force. Because of this, more older workers have found themselves being hired and managed by people much younger than they are.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
Webcast Highlights:
Investigate some of the most persistent myths about what motivates millennials
Learn about the motivational patterns that are more consistent with age than generation
Explore how increasing transparency and building better communication within teams can create a more productive professional environment for all generations
Opinions about millennials in the workplace are abundant, and often provocative. While there is ample discussion about this generation, its differences, and its challenges, very few organizations have a plan for improving intergenerational relationships in the office. By grounding your plans in research rather than rumor, you can establish an effective strategy for retaining, motivating, and maximizing the potential of millennials.
With tens of thousands of leaders and more than 30 years of assessments in their database, MRG has unique insights into the differences and similarities of the generations at work. Join MRG President Tricia Naddaff to dive into this research and its implications.
As millennials ascend to leadership positions, it is critical for every organization to develop an inclusive, research-based approach to developing the next generation of leaders. Join us for revealing research that will help your organization begin to harness the potential of millennial talent.
Understanding
Generational
Differences
Understand Generational
Differences
For the first time in history, four generations are working
side by side. Different values, experiences, styles, and
activities create misunderstandings and frustrations
By the year 2014, 70 million Baby Boomer (including
many teachers and school leaders) will entire retirement
in large numbers
Generation X, a generation with different sensibilities
and priorities than Boomers, will assume positions of
leadership in schools and districts
The Generational Divide
(U.S. Population)
Traditionalists Born 1925-1945 50 million
GWAEA 6% (28)
Baby Boomers Born 1946-1964 80 million
GWAEA 70% (341)
Generation X Born 1965-1980 46 million
GWAEA 22% (110)
Generation
Y/Millennials
Born 1981-2006 76 million
GWAEA 2% (9)
Traditionalists (61+)
Influences Characteristics
Great Depression
Roaring 20’s
WWI and II
Korean War
GI Bill
Patriotic loyal “waste not
want not”
Faith in institutions—
one company career
Military influenced top
down approach
KEY WORD: LOYAL
Traditionalists (61+)
Value Logic and Discipline
Don’t Like Change
Want to Build a Legacy
Baby Boomers (42-60)
Influences Characteristics
Suburbia
TV
Vietnam, Watergate
Protests, Human
Rights Movement
Drugs & Rock ‘n Roll
Idealistic
COMPETITIVE
Question Authority
KEY WORD: Optimist
Baby Boomers (42-60)
“Me” Generation
Money, Title, Recognition
Want to Build A Stellar Career
Generation X (26-41)
Influences Characteristics
Sesame Street, MTV
Game Boy
PC
Divorce Rate Tripled
Latch Key Children
Eclectic
Resourceful
Self-reliant
Distrustful of
Institutions
Highly Adaptive to
Change & Technology
KEY WORD: Skepticism
Generation X (26-41)
Possibly Most Misunderstood
Generation
Need a Balance Between Work
and Life-Freedom
Flexible and Motivated
Want to Build a Portable Career
Generation Y/Millennials
(up to 26)
Influences Characteristics
Expanded Technology
Natural Disasters
Violence
Gangs
Diversity
Globally Concerned
Realistic
Cyber Literate
Personal Safety is
Number One Concern
KEY WORD: Realistic
Generation Y/Millennials
(up to 26)
Value Diversity/Change
Been Involved Entire Life
Want Work to be Meaningful
Goals
Traditionalists “Build a Legacy”
Baby Boomers “Build a Stellar Career”
Generation X “Build a Portable Career”
Generation
Y/Millennials
“Build Parallel Careers”
Institutions
Traditionalists “Deserve Loyalty”
Baby Boomers “Deserve to Change”
Generation X “Are Suspect”
Generation
Y/Millennials
“Should Be Judged on Their
Own Merit”
Rewards
Traditionalists “Satisfaction of job well done”
Baby Boomers “Money, Title, Recognition”
Generation X “Freedom!”
Generation
Y/Millenials
“Work that has meaning”
Career Path
Traditionalists “Job changing has stigma”
Baby Boomers “Job changing puts you behind”
Generation X “Job changing is necessary” ...
Generational values in organizationa behaviorMilton Kumar
Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
Are you struggling with marketing to different generations? So who and what and where do we have to go to discover who it is we need to be speaking to and what should our message say? Communication and marketing are different and will always be a challenge if we do not keep up with the language and knowledge of who it is we are targeting.Solutions can be found.
India's Post Millennial Indian Generation: Gen-ZSneha Kapoor
Youth as a life stage is a much celebrated one – and every generation of youth brings with it energy, a desire for change, naivete and unabashed self-belief…
But at different times in history, youth demonstrate different traits – whether it is the ‘peace-loving’ youth of the 70s or the recent millennials who love challenging the status-quo.
Millennials (born in the mid 80s and 90s) have dominated the marketing and pop culture discourse in the last years, being a truly unique generation born in an age of rapid digital transformation, global connectivity and social change. However, as they age (millennials are now between 25-35 years), its important to readjust our lens on youth and turn to the generation that follows… Introducing the ‘Post-Millennial generation’, or Gen Z, as they have now begun to be defined.
Born after 2001, by the end of 2019, they will outnumber the millennials and become the single biggest youth cohort in India
Based on qualitative and quantitative research across metros in India*, this book attempts to breakdown the unique characteristics of this generation, their drivers and ways to appeal to them.
Generations and Geography - White PaperMoxie Insight
Many of our most powerful and lasting beliefs are formed when we are teenagers, when we first shift our focus from tangible objects and begin to wrestle with the values and ideas in the world around us. What we see and hear—and the conclusions we draw—influence for our lifetimes what we value, how we measure success, whom we trust, and the priorities we set for our own lives, including the role work will play within it.
Geography significantly influences the formation of generational beliefs and behavior. Each country’s unique social, political, and economic events shape specific views and attitudes among today’s adults. Understanding these country-to-country differences is critical to creating employment deals that attract and retain the best employees in each geographic area. Western generational models cannot be applied broadly to a global workforce.
Understanding individuals’ backgrounds and resultant perspectives or mental models both within generations and across geographies helps leaders grapple with the diversity, challenges, and potential of a global workforce. Better understanding leads to greater empathy for the “other guy’s” point of view and, ultimately, provides the foundation for more effective and efficient talent management practices.
By Tammy Erickson & Tim Bevins
Can Baby Boomers & Generation Y Coexist in the Workplace? 08-20-10Shawna Britt
It is the first time in history that there are four generations working side by side in the workplace. Generation Y are destined to replace an aging workforce. The American Society of Training and Development is predicting that 76 million Americans will retire over the next two decades. Only 46 million will be arriving to replace them. Most of those new workers will be Generation Y’ers. The Baby Boomers have been running the show for the past 20 years and they like things just the way they are. The Generation Y’ers are under the age of 30 and the most productive of all the generations, but require a lot of attention and flexibility. Some say that this mix of experience and efficiency, is causing some friction in the workplace. This presentation will introduce the Generation Y perspective (common myths and expectations), give some real life examples of what HR professionals are faced with in today’s workplace, and tips/resources to help both generations work together and be successful!
Do you know what benefit Millennial employees want 3 TIMES MORE than cash bonuses?
Millennials, or the Gen Y workforce born between 1982 and 2002, are success-oriented but can be very high maintenance. They don’t adapt to corporate cultures. Your company must be “Millennial-friendly” or risk a high turnover rate with this not-so-tolerant generation.
With mass Boomer retirement starting, and the smaller number of Gen X workers replacing them, smart employers are currently scrambling to determine not only how to recruit their next generation of young employees, but how to retain the Millennials they have now.
Join us as Lisa Orrell, author of 2 best-selling books, Millennials Incorporated and Millennials into Leadership, explains the eight critical retention requirements Millennials seek from an employer. Lisa’s insight is backed by recent research into the Millennial generation and her years of experience working with multi-generations in organizations large and small.
In this presentation you will learn:
What makes the Millennial worker tick?
Where do you find and recruit this next generation worker?
How can you motivate, inspire and retain your Millennial workers?
Learn how your company can keep its best & brightest future leaders.
For more on recruiting and retaining Gen Y workers, visit
http://www.monsterthinking.com
A generation gap is widening in the workplace. As baby boomers (ages 51 to 69 or so) express reluctance about retiring, so-called millennials (roughly ages 18 to 34) have become the single largest demographic in the American labor force. Because of this, more older workers have found themselves being hired and managed by people much younger than they are.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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2. Overview
Who are Gen Ys?
What are their Beliefs, Mindsets and
Attitudes about Work and Life?
Why are they like that?
Implications on Work and Organisations
What can we do?
Conclusion
3. Who are Gen Ys?
The Different Generations
Distribution of the Different Generations in
Malaysia
4. GEN Y GEN X BABY BOOMERS
1978/80 to 2000 1965 to 1979 1946 to 1964
(11 to 31 yrs old) (32 to 46 yrs old) (47 to 65 yrs old)
2011
10.4 mil, 38% Y
5.5 mil, 20% X
3.6 mil, 13%
Baby Boomers
5. Malaysian Leaders
Mahathir
10th July 1925 Najib
Traditional 23rd July 1953
Baby Boomer Muhyiddin Mukhriz Mahathir
15th May 1947 November 1964
Baby Boomer Baby Boomer
Khairi Jamaluddin
10th January 1976, Gen X Anwar Ibrahim
10th August 1947
Baby Boomer Hishamuddin Lim Guan Eng
5th August 1961 8th December 1960
Nurul Izzah Baby Boomer Baby Boomer
19th November 1980, Gen Y
6. What are their Beliefs, Mindsets and Attitudes?
WII FM Instant Noodle 5 in 1
Prizes, Trophies, Awards, Praise Fun
7. What are their Beliefs, Mindsets and Attitudes?
Specific ‘Gen Y’ Culture
Entitlement Speed Work-Life Mix Insecurity
WIIFM Instant Noodle/ Light, Entertaining Work Constant Feedback (but cannot
My Right Instant Gratification Fun-Work Mix (On-Line Social take Criticism)
My Way Short Attention Span Network, Mobile) Constant Praise & Rewards
My Mind Continuous Stimulation Hedonistic/Consumerism/ Sheltered/Protected (Need Spoon-
Autonomy/Who are you? Easily Bored Materialism Feeding)
I am Special (Narcissism) Multiple Choices AnyTime, AnyWhere
Where’s my Prize? (Work Security & Work Stability
4 in 1 not a consideration)
8. Why are they like that?
1. Major Events that Occur during their Coming of Age Period –
World/Malaysia
2. Technology
3. Society/Parenting Style
4. Education
5. Government/Political
6. Economy
7. Globalisation/Borderless
8. Others
9. (continue: Why are they like that?)
1. Major Events that Occur during their Coming of Age
Period – World/Malaysia
10. (continue: Why are they like that?)
2. Technology
11. (Continue: Why are they like that?)
3. Society/Parenting Style
Authoritarian Latch Key Children Helicopter Parents
12. (Continue: why are they like that?)
4. Education
From
SC/HSC
To
BSc/MBA
13. (Continue: Why are they like that?)
5. Government/Political
14. (Continue: why are they like that?)
6. Economy
15. (Continue: Why are they like that?)
7. Globalisation/Borderless
17. The Big Picture
20 30 40 50 60 70 80 AGE
Mid Senior Top
Base Year Career Mgt Echelon
2010
10 Years from 2010 Baby Boomers
2020
Gen X
Gen Y
20 Years from 2010 Baby Boomers
2030
Gen X
Gen Y
20 30 40 50 60 70 80 AGE
Fig. Career Stages for the different generations over the next two decades (Source: Developed for this
Research)
18. Factors in the Big Picture
Longer Lifespan (Longitivity)
Older Retirement Age
Global Competition due to Internet, Borderless World
Changing Nature of Work
Changing Structure of Organisations
20. ASK YOURSELF
1. Which one do you want?
2. Who are the ones who will get it?
3. What must you do to get it?
4. How long to get it?
5. Have you started?
Do you have GOOD ANSWERS
to all the above?
21. Other Considerations
1. Information at your fingertips - Wiki
(Real Knowing versus Cut and Paste )
From Know What to What to Know
2. Who are the New Poor?
(It is not for lack of opportunities)
22. More Considerations
3. The New Values (Look at my Ipad)
4. The New Distribution of Work (Assembly Line is still in
fashion)
23. Other Implications
5. The New Organisational Structure – Shamrock
6. The New Organisational System – (No Money, No talk)
Transactional more than Relational
24. Will these be in the pipeline?
1. Induction Training during Final Year at University
2. Internship First Year (Unlearn, Relearn and Learning
to Learn) at Work
3. Continuous Collaborative Learning using Social
Media
4. Individual and Collective Business Units
25. Will these be in the pipeline?
5. From Being Employed to Being Employable
6. From Shallow Knowledge to Deep Knowledge
7. From Rote Learning to Learning to Think
8. From Dependent upon Employer to Dependent upon
Self
26. Conclusion
GEN Y ORGANISATIONS
What will be the best course of action?
END