The document summarizes the findings of a survey on how Generation Y defines success. The survey found that while employers see Generation Y as self-centered and impatient, Generation Y sees themselves as hardworking and energetic. It also found that Generation Y values work-life balance, leaving a legacy through their work, and finding meaning and purpose in their career. The definition of success for Generation Y is less focused on money and status, and more focused on having value and influence through their work.
New Zealand faces challenges in attracting skilled immigrants including an aging population, falling birth rates, and brain drain. It also struggles to attract and retain international students due to issues with how welcoming immigration policies are and how the country is perceived. There is no simple answer to what people want from work today as it depends on various factors like age, circumstances, values, and culture. Organizations offer various intrinsic and extrinsic rewards to motivate employees including pay, benefits, recognition, and opportunities for growth.
The SMARTvt Job Club Syllabus outlines a 13-week course to help job seekers find employment through acquiring job search skills. The course objectives are to help participants describe their value to employers, build professional networks, conduct effective job searches including interviews, and negotiate salaries. Weekly sessions focus on topics like personal branding, the hidden job market, resume writing, and interviewing. Participants complete assignments between sessions and have access to mentoring and networking opportunities to differentiate themselves in today's competitive job market.
Acquisition and Retention in the War for TalentTodd Wheatland
The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded to the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services.
This first installment of the KGWI 2012 findings highlights: Acquisition and Retention in the War for Talent.
Employees across the globe have experienced unprecedented economic turmoil, and they are restless. Many are unhappy in their jobs and are actively looking for new opportunities. Even those who are content in their jobs are seeking greater engagement and “meaning” from their work.
This document provides guidance on best practices for core business skills training programs for microentrepreneurs. It discusses how to design training that is market-oriented and tailored to clients' socioeconomic characteristics. It also covers key topics to include in training like business skills and business plans, and how to assess clients' readiness to start a business. The document provides recommendations on training delivery methods like format, length and approach. It also addresses trainer qualifications and evaluation of training programs. The overall aim is to help microenterprise programs improve their training services to better serve low-income clients seeking self-employment.
The document summarizes Communicate, a recruitment firm that specializes in mid-to-senior level hiring. It discusses Communicate's focus on finding exceptional talent through referrals and headhunting. Communicate guarantees to fill positions within 6 weeks or refund payments, faster than industry standards. The document also introduces Communicate's leadership team and provides client testimonials praising Communicate's professionalism, market knowledge, and ability to consistently deliver quality candidates and successful hires.
Karen Colligan hosted a workshop called "The Re-Discovery Phase" to help attendees renew, recreate, and revitalize their careers. The workshop focused on taking inventory of oneself, creating a clear vision for one's next career step, designing a target market, taking action to pursue new opportunities, and taking charge of one's career on an ongoing basis. Activities included discussing values, skills, barriers, and natural talents, as well as setting goals and actions for 2012 such as having a clear goal, communicating what one is looking for, and maintaining a consistent effort level. The workshop aimed to empower attendees to boldly pursue their career dreams.
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
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
New Zealand faces challenges in attracting skilled immigrants including an aging population, falling birth rates, and brain drain. It also struggles to attract and retain international students due to issues with how welcoming immigration policies are and how the country is perceived. There is no simple answer to what people want from work today as it depends on various factors like age, circumstances, values, and culture. Organizations offer various intrinsic and extrinsic rewards to motivate employees including pay, benefits, recognition, and opportunities for growth.
The SMARTvt Job Club Syllabus outlines a 13-week course to help job seekers find employment through acquiring job search skills. The course objectives are to help participants describe their value to employers, build professional networks, conduct effective job searches including interviews, and negotiate salaries. Weekly sessions focus on topics like personal branding, the hidden job market, resume writing, and interviewing. Participants complete assignments between sessions and have access to mentoring and networking opportunities to differentiate themselves in today's competitive job market.
Acquisition and Retention in the War for TalentTodd Wheatland
The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded to the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services.
This first installment of the KGWI 2012 findings highlights: Acquisition and Retention in the War for Talent.
Employees across the globe have experienced unprecedented economic turmoil, and they are restless. Many are unhappy in their jobs and are actively looking for new opportunities. Even those who are content in their jobs are seeking greater engagement and “meaning” from their work.
This document provides guidance on best practices for core business skills training programs for microentrepreneurs. It discusses how to design training that is market-oriented and tailored to clients' socioeconomic characteristics. It also covers key topics to include in training like business skills and business plans, and how to assess clients' readiness to start a business. The document provides recommendations on training delivery methods like format, length and approach. It also addresses trainer qualifications and evaluation of training programs. The overall aim is to help microenterprise programs improve their training services to better serve low-income clients seeking self-employment.
The document summarizes Communicate, a recruitment firm that specializes in mid-to-senior level hiring. It discusses Communicate's focus on finding exceptional talent through referrals and headhunting. Communicate guarantees to fill positions within 6 weeks or refund payments, faster than industry standards. The document also introduces Communicate's leadership team and provides client testimonials praising Communicate's professionalism, market knowledge, and ability to consistently deliver quality candidates and successful hires.
Karen Colligan hosted a workshop called "The Re-Discovery Phase" to help attendees renew, recreate, and revitalize their careers. The workshop focused on taking inventory of oneself, creating a clear vision for one's next career step, designing a target market, taking action to pursue new opportunities, and taking charge of one's career on an ongoing basis. Activities included discussing values, skills, barriers, and natural talents, as well as setting goals and actions for 2012 such as having a clear goal, communicating what one is looking for, and maintaining a consistent effort level. The workshop aimed to empower attendees to boldly pursue their career dreams.
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
The purpose of this document is to detail how Sue Jordan, the strategic programme designer for the Social Enterprise element of the TLI partnership, envisions the delivery of the small business support services programme for Social Entrepreneurs in Wiltshire.
While the judicial interpretation relates to all enterprises and workers, the new amendment to the Labour Contract Law provides stricter regulations on labour dispatching businesses, with an impact on both labour dispatching agencies and service users.
China Talent Group is going to host a conference, named: New Manpower Forum, in Shanghai (09/6), Beijing (09/14) and Guangzhou (09/21). This is an annual event for CTG user gathering as well as a good opportunity for overseas organizations and partners for networking.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations
The secret-formula-for-webinar-presentations-that-work-every-time1Letty Ma
The document provides tips for designing effective slide decks for webinars. It recommends simplifying slides so they load quickly online. Specific tips include using one main point per slide, visually arranging bullet points using tools like SmartArt, and adding small graphics. Slides should have plain backgrounds without animation or transitions to minimize loading time. Complex slides can be "built" over multiple slides for clear understanding. The overall goal is to engage audiences while optimizing the online viewing experience.
This document reviews the marketing strategy for W1 in Hong Kong. It discusses identifying W1's market positioning and differentiators compared to competitors. The strategy involves expanding distribution channels through malls, direct mailing, and associations. It also recommends focusing on value-added products and services, storytelling, and leveraging technology and celebrities for promotion. The document suggests revisiting the operational model and marketing strategies under changing market conditions and customer preferences.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations.
Dont miss the opportunities in speaking to CTG executives about Go-to China strategy...
The document outlines Hong Kong regional activities and plans for the third and fourth quarters of 2010 and the first half of 2011 to enhance the brand recognition of CTG overseas, position CTG internationally, and cultivate regional processes. Key activities include seminars, conferences, networking, and leveraging partnerships and social media to generate business leads and interact with markets outside of China. The near-term quarterly goals are to support a seminar in Singapore in November and exhibit at the HKTDC SME Expo in Hong Kong in December.
though "The future for MNCs in China" report was released in 2012 by KMPG, the content is still valid and shed the light for MNCs planning ahead...what are the key points from the report:
1 Rising labor cost
2 Shortage of Talent
3 Pay-for-performance is not working in China bcos of the Income tax system, ppl prefers low income to take back home.
4 Capital Market has not yet opened.
5 Biz license issue
6 Lack of innovation and management skills for future leaders in China
7 JV - has become popular, cos of license issue (if you cant beat them, join them: MNCs and Local companies leverage each other).
8 Corporate Incentive: tech firm corporate tax 25% to 15%, R&D has 50% bonus reduction.
9 Shared Service and outsourcing
10 Payment and cloud computing
Besides, it's convincing reading the biz leaders insight from different service sector, luxury (Bluebell), legal, Biz centre (the Executive Centre), Outsourcing (Genpact), Apparel (Avery Dennison), Logistics (FedEx), and of course KPMG itself.
The financial crisis reshaped the investment industry in several ways. It reduced the number of major employers from seven bulge bracket banks to five. It also wiped out hundreds of thousands of banking jobs and prompted banks to overhaul compensation policies. The Dodd-Frank Act further impacted the industry by restricting some activities and leading to growth in compliance, legal, and regulatory jobs and roles in clearing houses and exchanges. While some niches face more competition, other areas like restructuring, risk management, and private wealth management remain strong, and overall hiring is rebounding from its post-crisis lows.
The document provides an overview and guide to careers in the financial markets. It begins with an introduction to the guide and its purpose of offering insights into careers on Wall Street and in securities. It then discusses:
1) How the recent financial crisis continues to reshape the investment industry with fewer job opportunities, intense competition for roles, and changes to compensation and hiring practices.
2) Tips for navigating the current job market including having backup career plans, considering less traditional employers, and performing thorough due diligence when considering potential employers.
3) Advice for improving one's chances of finding a job such as being intense, focused, and flexible in one's job search, leveraging contacts and networking, and
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Proven Steps in Hiring and Retaining The Right PeopleProfiles Asia
Have you ever hired or promoted someone who didn’t meet your expectations?
If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
The document summarizes the results of a recent study on education needs in the exhibition industry. Over 50% of survey participants were from Europe and most worked for companies with less than 250 employees in exhibition organizing and venue management. The study found that vocational training is most often provided through private companies and internal programs, and should target middle and first-line managers. Respondents said the most important content areas were organization of exhibitions, soft skills, and other event management skills like public relations and sponsoring. Workshops were viewed as the best training format and most thought training should not exceed one week. The primary objectives of training were cited as increasing service quality, customer satisfaction and competitiveness.
Education needs in the exhibition industry - results of a recent study. By: Prof. Dr. Astrid Mühlböck, Professor for Trade Show and Exhibition Management, University of Applied Science, Bad Honnef, Germany
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
The document provides an overview of banking in India. It discusses the origins of banking in India in the 18th century with the General Bank of India and Bank of Hindustan. It notes that the oldest existing bank is the State Bank of India, which originated from the Presidency banks established by the British East India Company. The Reserve Bank of India regulates the Indian banking sector and is the central bank and monetary authority. The banking system includes scheduled banks such as commercial banks divided into public sector, private sector, foreign banks and cooperative banks.
C a n d i d a t e R u l e s - 2 0 1 2
Gerry Crispin's presentation to the Israeli Recruiting Community Conference - Feb 2012 הרצאתו של ג'רי קריספין - "המועמד שולט" החוקים כשבאים לבנות חווית מועמד, גיוס עובדים
Webrazzi Startup '12 / Didem Altop - Türkiye'nin Uluslararası Girişimcilik Gü...Endeavor_Turkey
Endeavor Türkiye Genel Sekreteri Didem Altop'un 15 Mayıs 2012 Salı günü gerçekleşen Webrazzi Startup '12 Semineri'ndeki 'Türkiye'nin Uluslararası Girişimcilik Gündemindeki Rolü' konulu sunumu.
How to Select and Identify High-PerformersProfiles Asia
In this webinar you will learn:
How to identify and hire the right people, for the right role the first time.
Ways to maximize employee productivity
How to increase retention of your top performers
And more...
If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.
While the judicial interpretation relates to all enterprises and workers, the new amendment to the Labour Contract Law provides stricter regulations on labour dispatching businesses, with an impact on both labour dispatching agencies and service users.
China Talent Group is going to host a conference, named: New Manpower Forum, in Shanghai (09/6), Beijing (09/14) and Guangzhou (09/21). This is an annual event for CTG user gathering as well as a good opportunity for overseas organizations and partners for networking.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations
The secret-formula-for-webinar-presentations-that-work-every-time1Letty Ma
The document provides tips for designing effective slide decks for webinars. It recommends simplifying slides so they load quickly online. Specific tips include using one main point per slide, visually arranging bullet points using tools like SmartArt, and adding small graphics. Slides should have plain backgrounds without animation or transitions to minimize loading time. Complex slides can be "built" over multiple slides for clear understanding. The overall goal is to engage audiences while optimizing the online viewing experience.
This document reviews the marketing strategy for W1 in Hong Kong. It discusses identifying W1's market positioning and differentiators compared to competitors. The strategy involves expanding distribution channels through malls, direct mailing, and associations. It also recommends focusing on value-added products and services, storytelling, and leveraging technology and celebrities for promotion. The document suggests revisiting the operational model and marketing strategies under changing market conditions and customer preferences.
We invited keynote speakers from government, university and corporate client to share insight on the forthcoming manpower issues/regulations.
Dont miss the opportunities in speaking to CTG executives about Go-to China strategy...
The document outlines Hong Kong regional activities and plans for the third and fourth quarters of 2010 and the first half of 2011 to enhance the brand recognition of CTG overseas, position CTG internationally, and cultivate regional processes. Key activities include seminars, conferences, networking, and leveraging partnerships and social media to generate business leads and interact with markets outside of China. The near-term quarterly goals are to support a seminar in Singapore in November and exhibit at the HKTDC SME Expo in Hong Kong in December.
though "The future for MNCs in China" report was released in 2012 by KMPG, the content is still valid and shed the light for MNCs planning ahead...what are the key points from the report:
1 Rising labor cost
2 Shortage of Talent
3 Pay-for-performance is not working in China bcos of the Income tax system, ppl prefers low income to take back home.
4 Capital Market has not yet opened.
5 Biz license issue
6 Lack of innovation and management skills for future leaders in China
7 JV - has become popular, cos of license issue (if you cant beat them, join them: MNCs and Local companies leverage each other).
8 Corporate Incentive: tech firm corporate tax 25% to 15%, R&D has 50% bonus reduction.
9 Shared Service and outsourcing
10 Payment and cloud computing
Besides, it's convincing reading the biz leaders insight from different service sector, luxury (Bluebell), legal, Biz centre (the Executive Centre), Outsourcing (Genpact), Apparel (Avery Dennison), Logistics (FedEx), and of course KPMG itself.
The financial crisis reshaped the investment industry in several ways. It reduced the number of major employers from seven bulge bracket banks to five. It also wiped out hundreds of thousands of banking jobs and prompted banks to overhaul compensation policies. The Dodd-Frank Act further impacted the industry by restricting some activities and leading to growth in compliance, legal, and regulatory jobs and roles in clearing houses and exchanges. While some niches face more competition, other areas like restructuring, risk management, and private wealth management remain strong, and overall hiring is rebounding from its post-crisis lows.
The document provides an overview and guide to careers in the financial markets. It begins with an introduction to the guide and its purpose of offering insights into careers on Wall Street and in securities. It then discusses:
1) How the recent financial crisis continues to reshape the investment industry with fewer job opportunities, intense competition for roles, and changes to compensation and hiring practices.
2) Tips for navigating the current job market including having backup career plans, considering less traditional employers, and performing thorough due diligence when considering potential employers.
3) Advice for improving one's chances of finding a job such as being intense, focused, and flexible in one's job search, leveraging contacts and networking, and
The document summarizes National Grid's use of the Skills Framework for the Information Age (SFIA) to develop their IT staff.
They used SFIA to [1] define IT roles, [2] assess staff capabilities and create development plans, and [3] identify training needs. This led to improved staff survey results on career development and training opportunities. Project management effectiveness also increased.
National Grid is now focusing on globalizing their IT organization using SFIA. They conducted a second global staff survey in 2009 and have established a global people program and communities to further develop staff skills on a worldwide level.
Proven Steps in Hiring and Retaining The Right PeopleProfiles Asia
Have you ever hired or promoted someone who didn’t meet your expectations?
If you are looking to hire the right people the first time ,decrease employee turnover and increase your workforce productivity, then you will not want to miss this session. This 30 minutes complimentary webinar you will learn how you can increase your hiring success up to 75% of the time , talent and engagement strategies that will bring success to your organization.
This document discusses driving strategic initiatives. It identifies that the key to success is not just communicating a strategy, but driving execution through specific initiatives and projects. It outlines that leaders must identify and structure initiatives, staff them with dedicated teams, and execute using factors like leadership involvement, course correction, team capability, and managing work effort. A case study example shows how a health insurance company successfully shifted platforms by focusing on these critical success factors after an initial failed attempt.
The document summarizes the results of a recent study on education needs in the exhibition industry. Over 50% of survey participants were from Europe and most worked for companies with less than 250 employees in exhibition organizing and venue management. The study found that vocational training is most often provided through private companies and internal programs, and should target middle and first-line managers. Respondents said the most important content areas were organization of exhibitions, soft skills, and other event management skills like public relations and sponsoring. Workshops were viewed as the best training format and most thought training should not exceed one week. The primary objectives of training were cited as increasing service quality, customer satisfaction and competitiveness.
Education needs in the exhibition industry - results of a recent study. By: Prof. Dr. Astrid Mühlböck, Professor for Trade Show and Exhibition Management, University of Applied Science, Bad Honnef, Germany
The company implemented a compulsory executive mentoring program to address upcoming retirements and build its talent pipeline. However, after the first year, a survey found major mismatches between mentors' and mentees' expectations, including mismatches in personality, gender, culture, and boundaries. The program did not achieve its goals. The HR head must determine what went wrong and make corrections to salvage the mentoring initiative.
The document provides an overview of banking in India. It discusses the origins of banking in India in the 18th century with the General Bank of India and Bank of Hindustan. It notes that the oldest existing bank is the State Bank of India, which originated from the Presidency banks established by the British East India Company. The Reserve Bank of India regulates the Indian banking sector and is the central bank and monetary authority. The banking system includes scheduled banks such as commercial banks divided into public sector, private sector, foreign banks and cooperative banks.
C a n d i d a t e R u l e s - 2 0 1 2
Gerry Crispin's presentation to the Israeli Recruiting Community Conference - Feb 2012 הרצאתו של ג'רי קריספין - "המועמד שולט" החוקים כשבאים לבנות חווית מועמד, גיוס עובדים
Webrazzi Startup '12 / Didem Altop - Türkiye'nin Uluslararası Girişimcilik Gü...Endeavor_Turkey
Endeavor Türkiye Genel Sekreteri Didem Altop'un 15 Mayıs 2012 Salı günü gerçekleşen Webrazzi Startup '12 Semineri'ndeki 'Türkiye'nin Uluslararası Girişimcilik Gündemindeki Rolü' konulu sunumu.
How to Select and Identify High-PerformersProfiles Asia
In this webinar you will learn:
How to identify and hire the right people, for the right role the first time.
Ways to maximize employee productivity
How to increase retention of your top performers
And more...
If you are looking to engage top performers, retain talent and improve performance, then you will not want to miss this session. The webinar will illustrate talent management strategies for high impact positions that will bring success to your organization.
Gerry Crispin Shares the Candidate Experience Awards at the Best Recruiter Ce...ClearedJobs.Net
At the 5th Annual Best Recruiter Celebration, Gerry Crisping commending the attending companies for being recognized as Best Recruiters and thanked ClearedJobs.Net for speardeading the Best Recruiter Program
The document outlines six candidate rules for 2012:
1. Understand how the candidate experience impacts business metrics
2. Gain insight into the candidate experience by participating in the recruiting process
3. Solicit feedback from candidates throughout the recruiting process
4. Ensure candidates can easily access necessary information using multiple channels
5. Provide honest answers to candidates' questions
6. Follow through on commitments and promises made to candidates
1. Students prioritize work-life balance, variety of assignments, and competitive salary.
2. Young professionals also value work-life balance and variety, along with competitive salary and challenging work.
3. Senior professionals seek challenging work, variety of assignments, competitive salary, and work-life balance, as well as leadership support and a creative environment.
The document discusses avoiding IT strategy and investment disasters. It outlines an agenda for a presentation on identifying lessons from past IT failures and developing strong IT management capabilities. The presentation covers examples of major IT disasters, "sins" that contributed to failures, methods for learning from mistakes like researching case studies and reviewing lessons identified. It also discusses frameworks for assessing an organization's IT maturity and providing roadmaps for improvement. The goal is to help attendees recognize lessons from their own experiences and strengthen their ability to manage IT for business value.
The document discusses managing a multi-generational workforce and the importance of understanding generational differences in values, motivations, and expectations in order to attract and retain talented employees of all ages. It outlines key facts about the four generations currently in the workforce - Veterans, Boomers, Gen X, and Gen Y - and provides tips on managing each generation effectively. Understanding generational differences is crucial for recruitment, retention, and employee engagement strategies.
http://www.weforum.org 26.07.2011
Programme of the Global Leadership Fellows Programme at the World Economic Forum. For more information go to http://www.weforum.org/glf
NEC4 Project Manager Accreditation Post-training ArrangementLetty Ma
After the 4-day training, what do I need to pay attention?
Part 2 Assessment - multiple choice & long questions
NEC certificate
Delegate handbook P. 6, 9-13
New amendment of China Labor Contract Law - Letty Ma
The document discusses new amendments to China's Labour Contract Law and a related judicial interpretation that will take effect in February and July 2013. It provides key details and advice from Tony Jin of China Talent Group on three main sections of the judicial interpretation: 1) calculating consecutive length of service for transferred workers, 2) compensation standards for non-compete agreements, and 3) allowing verbal contract amendments with employer notification. The amendment regulates the labor dispatching industry by defining eligible job types, requiring equal pay for equal work, and limiting dispatched worker proportions. Employers should review worker positions and compliance with the new regulations.
This marketing proposal outlines a plan for a Chinese Ningbo restaurant. It discusses positioning the restaurant as a leader in the market and differentiating it from competitors through localizing products. It proposes distribution channels like malls, direct mailing, and associations. The plan recommends defining the brand concept and sustainable value-added products or services. It also suggests revisiting the operations model and leveraging technology and celebrities in the promotion strategy.
This internal training document discusses innovation and people engagement. It notes that innovation is necessary to remain a market leader and stay current with trends. The chairman of Lenovo is quoted as saying that while he is conservative by nature, he still wants to innovate and accept that mistakes will be made in the process. The document lists reasons for innovation such as a fast-paced environment, fierce competition, and sustainability. Inspiring innovation can help create new revenue streams, competitive advantages, and economic benefits like significant new products and broadened activities.
The document provides tips for improving presentation skills, including understanding the difference between technique and skills, how to structure a presentation effectively using models like the Barber Minto pyramid, and how to use techniques like pausing, eye contact, and engaging visual aids to keep the audience engaged. It also outlines key principles for public speaking like building trust, maintaining a lively pace, and focusing on the listener's experience over the speaker's delivery.
Hong Kong regional office is focused on enhancing CTG's brand recognition in Asia Pacific through various marketing activities. Upcoming events include seminars in Singapore and conferences in Hong Kong to engage with local businesses and HR associations. The office aims to strengthen CTG's position as a leading HR outsourcing provider in China and improve its ability to serve global clients through technology and partnerships.
CTG is proposing an acquisition integration process to help SuNing Laser expand rapidly over the next 3 years by outsourcing its human resources functions such as recruitment, payroll, and training to an HR firm. CTG's approach involves diagnosing issues, developing a shared vision, gaining commitment to change, and establishing new systems and structures. CTG consultant Lionel Ma has experience leading training programs for many multinational companies and would specialize in areas like negotiation, coaching, leadership development, and customer service for the integration.
1. Greater China Talent Management Summit 2011
“Definition of Success - What's the Aspiration of Young
People"
July 8, 2011
2. Agenda
1. Survey Objectives
2. Grouping of Working Population
3. Survey Findings
4. Survey Conclusions
5. Literature Review
6. Definition of Success
3. 1. Survey Objectives
To help employers understand Generation Y on their
characteristics and preferences at workplace
To develop appropriate strategies and tactics to work
effectively with Generation Y
To exploit Generation Y’s talents for future business
development
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
3
4. 2. Grouping of Working
Population
Silent Baby
Boomer Generation Generation Generation
Generation
X Y Z
1922 1945 1964 1980 1994
Aged 65 or above Aged 46-64 Aged 30-45 Aged 16-29 Aged 15 or below
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
4
5. 3. Survey Findings
4.2 Recruitment and Retention Ranking Scale: 1 = most important
Ranking and mean scores of attributes which 5 = least important
Generation Y would look for when they choose/stay in a job
Ranking Employers Mean Working Gen-Y Mean
1st Monetary compensation and 1.81 2.30
benefits Monetary compensation and
benefits
2nd 2.55 2.93
Clear and achievable career Clear and achievable career
pathway pathway
3rd Interests and fun 3.10 Job security 3.20
4th Professional advancement 3.24 Professional advancement 3.21
5th Flexible timetable 3.43 Interests and fun 3.43
6th Job security 4.27 Flexible timetable 4.56
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance 5
6. 3. Survey Findings (cont’d)
4.3 Mentoring
Style of mentor which Generation Y would prefer
Employers Working
Generation Y
% %
Directive mentor 21% 14%
Supportive mentor 26% 48%
Collaborative mentor 44% 27%
Achievement-oriented mentor 9% 11%
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
6
7. 3. Survey Findings (cont’d)
4.3 Mentoring
Style of mentor which Generation Y would prefer (cont’d)
Definition of the four mentoring styles:
• A directive mentor: Gives all the instructions and rules
• A supportive mentor: Offers help when you need according to the
situation
• A collaborative mentor: Allows you to have much freedom in work
• An achievement-oriented mentor: Provides ongoing feedback
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
7
8. 3. Survey Findings (cont’d)
4.4 Characteristics of Generation Y at Workplace
Ranking 1 = Totally disagree
Mean score of characteristics rated by respondents Scale: 6 = Totally agree
Mean score of Characteristics Employers Working
Gen-Y
They want to participate in the decision made 3.89 4.37
related to their work.
They are more adaptable to different working 3.21 4.31
environment
They want to have more instant response when 4.14 4.30
communicating with the others
They want to choose their working hours flexibly 4.49 3.92
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
8
9. 3. Survey Findings (cont’d)
4.4 Characteristics of Generation Y at Workplace Ranking 1 = Totally disagree
Mean score of characteristics rated by respondents Scale: 6 = Totally agree
Ranking Employers Mean Working Gen-Y Mean
1st They want to choose their 4.49 They want to participate in 4.37
working hours flexibly the decision made related to
their work.
2nd They want to have more 4.14 They are more adaptable to 4.31
instant response when different working
communicating with the environment
others
3rd They want to participate 3.89 They want to have more 4.30
in the decision made instant response when
related to their work. communicating with the
others
4th They are more adaptable 3.21 They want to choose their 3.92
to different working working hours flexibly
environment
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance 9
10. 3. Survey Findings (cont’d)
4.4 Characteristics of Generation Y at Workplace
Top five adjectives respondents used to describe Generation Y at workplace
Ranking Employers Working
Generation Y
1st Self-centered Creative
2nd Impatient Energetic
3rd Creative Self-centered
4th Lazy Hard-working
5th Irresponsible Enjoy freedom
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
10
11. 3. Survey Findings (cont’d)
4.5 Motivation and Rewards
Comparison of employers’, working and non-working Generation Y’s view on
rewards which can motivate Generation Y to improve at workplace
Rewards Employers Working
Gen- Y
% %
Satisfactory performance in their job 29% 40%
Freedom at work execution 23% 12%
Money and title recognition 44% 43%
More meaningful work given 4% 5%
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
11
12. 4. Survey Conclusions
Both employers and Generation Y think Generation Y are
creative. However, employers comment that Generation Y are
self-centered, impatient and irresponsible while Generation Y
think they are hardworking and energetic
Since Generation Y employees seek more ownership of their job,
they want to participate in the decision making process
Generation Y employees are at the start of their career, they
desire more support and guidance from employers
Apart from money and title recognition, job satisfaction, learning
opportunities and exposure from work are effective ways to
motivate Generation Y
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
12
13. 5. Literature Review
Reference Information
Kathleen Shaputis, The Crowded Nest Syndrome: Surviving the Return of Adult Children,
Clutter Fairy Publishing, 2004
Ron Alsop, The Trophy Kids Grow Up: How the Millennial Generation is Shaking Up the
Workplace, Jossey-Bass, October 13, 2008
Don Taspcott, Grown Up Digital: How the Net Generation is Changing Your World, McGraw-Hill,
2008
Peter Sheahan, Generation Y: Thriving and Surviving with Generation Y at Work, Hardie Grant
Books, 2005
Misti Burmeister, From Boomers To Bloggers: Success Strategies Across Generations, Synergy
Press, LLC, 2008
Nicole A. Lipkin, Y in the Workplace: Managing the "Me First" Generation, Career Press, 2009
Bruce Tulgan, Not Everyone Gets a Trophy: How to Manage Generation Y, Jossey-Bass, 2009
《四代香港人》呂大樂著 香港進一步多媒體有限公司出版
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
13
14. 5. Literature Review (cont’d)
Comparisons of the Lifestyles of Multi - Generation
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) ( After 1994)
(1922 – 1945)
Core Respect Optimism Skeptical of Democracy Pluralism
Values authority
Community Confidence Efficiency
involvement Adaptability
Fun Social justice
Independence
authority Individualism
“Duty before
self”
Sources : Disciplined
Hammill, Greg. (2005). Mixing and Managing Four Generations of Employees.
Peter Sheahan, Generation Y: Thriving and Surviving with Generation Y at Work, Hardie Grant Books, 2005
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
14
15. 5. Literature Review (cont’d)
Comparisons of the Lifestyles of Multi – Generation (cont’d)
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) ( After 1994)
(1922 – 1945)
Dealing For saving Conservative Cautious Earn to spend Wise about
with money
Money
Pay cash For saving Buy now, pay management
later Money-savvy
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
15
16. 5. Literature Review (cont’d)
Generational Working Styles
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Work Value hard Value job Desire clear Desire Do not believe
Ethic work status structure and autonomy in career and
direction formal studies
Respect Workaholic Emphasize
authority Question job Desire instant
Desire quality authority significance results
Adhere to
rules Adaptable to
changes
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
16
17. 5. Literature Review (cont’d)
Generational Working Styles (cont’d)
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Work Obligation Exciting Difficult Means to Do not value
Values adventure challenge fulfill goal professions
Duty before
fun Ambitious Fun in work
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
17
18. 5. Literature Review (cont’d)
Generational Working Styles (cont’d)
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Career Build a legacy Build a stellar Build a career Seek for Build multi
Goal career that can use personal tasking
Seek for job skills and development careers
security and Seek for job experience
stability status
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
18
19. 5. Literature Review (cont’d)
Preferred Communication Methods
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Communication Formal Personal Expect ongoing More Rely on the
Style
contact feedback informal virtual world
One on one
Call at anytime Short messages Instant Resist verbal and
face-to-face
communication
Instant
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
19
20. 5. Literature Review (cont’d)
Preferred Communication Methods (cont’d)
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Communication Phones Cell phones Cell phones Internet Internet
Media
Write memo E-mail 3G / 4G Cell Instant
phones/E-mail messaging
Mailed
letter Corridor Social
conversations interaction
websites
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
20
21. 5. Literature Review (cont’d)
Preferred Communication Methods (cont’d)
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Message Reserved More personal Short and Concise action Online
preferred direct words message
Polite
Use
abbreviations
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
21
22. 5. Literature Review (cont’d)
Motivators
Silent Baby Boomer Generation X Generation Y Generation Z
Generation (1946 – 1964) (1965 – 1980) (1981 – 1994) (After 1994)
(1922 – 1945)
Motivating Clear and Love Ask for their Be more like a Being friends
style logical encourage- reactions and coach, less of with them
ment opinions a boss
Rewards Satisfaction Money and Freedom is Meaningful Meaningful,
in a job well title the best work challenging
done recognition as reward work
rewards
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
22
23. 6. Definition of Success
Work life balance
“Chasing Day Light”
Legacies
Value and meaning
Life influences life
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
24. 6. Definition of Success (cont’d)
Count our Blessing
Stewardship of Affluence
Stewardship of Influence
Sources : Survey conducted by Tamty McGill Consultants International Ltd. on behalf of CPD Alliance
25. Thank You !
www.paulmpchan.hk
Phone: 2894-6188
Email: paul@paulmpchan.hk
Hon. Paul M. P. Chan 25