HR Summit Acropolis - Employee Engagement - Generation X,Y&Z

ENGAGING GENNEXT
-A challenge before 21st century leadership
National Engineering Industries Ltd.
HR Summit
- Acropolis

2National Engineering Industries Ltd.
The Context
The Starting Point
Closure
Building Blocks

“Because in the bumpy & unknown road ahead, where we need to make
constant course corrections, our people are our only competitive edge”
HR is even more critical today & expectations from HR professionals are higher
Our role is to “Do what it takes – for the company first to survive & then to
thrive”.
• We also live in very exciting times
“Challenge is to manage all 3 generations X, Y & Z, at the same time……”
• Dynamic environment is compelling
companies to be more dynamic

4
Profile Generation X Generation Y Generation Z
Born in 1965-1979 1980-1994 1995-2010
Age group Aged 30s - 40s Aged 20s - early 30s Aged kids – teens
Technology VCR, Walkman Internet, Email, SMS Ipad, Facebook, Android
Influencers Practitioners Experienced Peers User-generated Forums
Learning Format Spontaneous & Interactive Multi-sensory & Visual Student-centric Kinesthetic
Learning
Environment
Round-table style Relaxed
ambience
Cafe-Style with Music &
Multi-modal
Lounge room style
Multi-stimulus
Financial Values
Medium-term Goals
Credit savvy
Short-term wants
Credit dependent
Impulse purchases
E-Stores
Training Focus
Practical, Case studies,
Applications
Emotional, Stories,
Participative
Multi-modal, eLearning,
Interactive
Ideal Leaders Co-ordinating Doers
Empowering
Collaborators
Inspiring Co-creators
National Engineering Industries Ltd. Source : Mccriddle research
Builders 1925-1945
Baby boomers 1945-1965
Different Ball Game

79
63
50
38 35 34
0
20
40
60
80
100
Percentage
Parameters
Preferred working environments of Generation Y
Source : Hay group

45
47
52
57
66
69
72
73
74
79
84
85
87
90
0 20 40 60 80 100
Mentors
Opportunities to change roles regularly
Opportunities to work overseas
Defined career path
Flexibility
Opportunity to take personal responsibility
Continuous feedback
Working with inspirational leaders
Projects that make a difference
Managers listening to me and my ideas
Training & Development
Respect
Being trusted
Feeling as though I am using my strengths
What makes them happy – Gen Y
Source : Talent Smoothie
Self
Work
Enviro
nment
Depen
dence
on
emplo
yer

KNOWLEDGE
SOCIAL ROLE
Behaviour
demonstration of
expertise
Recurrent
thoughts that
drive behaviour
A general
disposition to
behave in a
certain way
SELF-IMAGE
TRAIT
MOTIVE
SKILL
The image one
projects to others
(‘outer self’)
Information that a
person has in a
particular area
SelectforTrainfor
A person’s sense
of identity and
worth (‘inner
self’)
BELIEFS
Each employee must have a shared belief that what they do has
high impact.

The Context
The Starting Point
Managing Ourselves
Building Blocks

Why people get disengaged
• No roots – people, family relationships
• Non enjoyment of work, No learning, No challenge/s
• I am not appreciated, recognised, needed
• I don’t know what to do, what I will be rewarded for
• Nobody cares, Bad relationships
What engages people
• For right reasons - Great relations, caring, stretch at work, good hygiene factors, a
good career above all a great life – the entire employee value proposition package
We need to have a plan to keep people engaged
• Help people get roots – good relationships, friendships
• Develop a feeling - My company needs me, Belongingness
• Opportunity to participate in the building of a ‘great ‘ organisation
• Consistent demonstration that the company cares – across touch points
• Creating a great employee experience – I have had the best time of my life here
We need to develop our own ‘Fevicol’ 9

What motivates employees – what’s in it for me (WIIFM) – some examples
• My goal is larger than me.
• Stretch
• How am I treated - Appreciation, Recognition
• Clarity of expectations
• My company needs me, my company cares
• Ofcourse – hygiene factors (money, good place to work, seating, HR policies)
• Learning
• Great Relationships
• Good working environment – Climate
• Career Management
National Engineering Industries Ltd. 10

The Context
The Starting Point
Managing Ourselves
Building Blocks

12
HRM
Processes
National Engineering Industries Ltd.

Communication

Communication
• Develop and communicate business strategy clearly to people at
all levels throughout the organisation.
• Develop a wiring system that connects different parts of the
organisation.
• Connect to all three generations.
• Build multiple touch points and channels of communication. e.g.
Formal meetings, town halls, intranet portals, employee
magazines, coffee with the boss, informal get-togethers etc
Active Listening, Crisp and Powerful Telling

Performance Management
“PMS – key
to engage
and create
a high
Performin
g
Company
for
current
and future
success”

Performance Management System
• Link PMS, Culture & strategy - Ensure performance measures are
closely aligned
• Ensure leadership spends time to drive top performance & manage
poor performance
• Pick up ‘Stretch’ goals for self & facilitate everyone to be
committed to the ‘stretch’
• PMS system should be fair and should be seen to be fair
• Ensure two way performance dialogue at regular intervals
Performance management sits at heart of business success - A good PMS helps
us to use collective power of our workforce to deliver growth ambitions and
keeps people engaged.

Reward and Recognition
"Acknowledgment & Gratitude can transform common days into
thanksgivings, turn routine jobs into joy, and change ordinary
opportunities into blessings”

Reward and Recognition
• Develop a reward and recognition program which addresses
business strategic objectives and employee needs
• Increase transparency around compensation and rewards.
• Acknowledge & reward contributions whether small or large
• Increase frequency and visibility of your recognition program
• Use Social networking platform for maximum coverage
Hormones play a strong role
Oxytocin is a well-known “love hormone”. Our bodies create Oxytocin
when we feel being loved or appreciated (even shaking hand or hug creates
this hormone). Research shows that “people who work under influence of
Oxytocin perform better and are more trustworthy at work”

Role Clarity

Drive role clarity
• Define unique job roles and ensure clearly defined key
accountability statements in the job description.
• Link Key accountability statements of each employee to
performance management system.
• Evaluate employees on the basis of targets against each key
accountability statement.
Role clarity facilitates in better achievement of business targets and
leads to higher employee engagement and employee retention

Talent Management

Develop a strong Talent Management framework
• Incorporate a strong talent management framework by designing
leadership development interventions at all levels.
• Define critical roles, identify successors and develop detailed
individual development plans (IDP’s).
• Design tailor made interventions for all level of employees like
L1’s, L2’s, GET’s, Star performers, Work Horses etc.
“How we manage our talent, will define our future”

Culture
“The softer part” “is the harder part”

We need to develop a strong culture
• Which fits with your business drivers & with the company’s values
• Employees can be relied upon to act on their own initiative in a
way that is consistent with company’s objective, culture & values
• Where people are comfortable in giving and taking feedback
• Align culture to PMS
• Ensure everyone is aligned to a common goal, vision & brand
• Treat people well – be supportive to your people
“Organization culture can make an organization prosper or perish”

Learning & Development
Leadership and
learning are
indispensable
to each other
J.F Kennedy

Learning & Development
• Drive learning and development based on the aspirations of the
person and the future needs of the organization.
• Focus on overall development of individuals through technical,
behavioural & capability building initiatives.
• Build a strong model for measuring and improving return on
investment of the learning and development interventions
“An Organizations ability to learn and translate that learning to
action is the ultimate competitive advantage”

Career Management
‘It is really up to the
employee to take ownership
of his/her own career
development, but the
organization needs to support
and to be seen to be
supporting’

Career Management
• Articulate a clearly defined career framework
• Give the employees options for probable career growth
• Create a culture of job rotation in the organization
• Implement planned job rotation exercises for overall career
development of the employees
• Drive cross functional competency development through rotation
“Developing future leadership through strong career management
makes organizations grow

The Context
The Starting Point
Closure
Building Blocks

Channelizing these to achieve Business Objectives is the fulcrum of
engagement
To Live
Physical/Economic
Fairness/Security
To Love
Social/Emotional
Kindness/Respect
To Leave a Legacy
Spiritual Meaning/Integrity
To Learn
Mental Development/
Use of Talents
The Fire
Within
National Engineering Industries Ltd. 30

Give them good work Drive them
Tell them the truth Talk to them
Challenge them Listen to them
Guide them Play with them
Share a Vision Use seniors to transfer knowledge and
experience
There must be play and fun too There is a place for all generations
Make them feel responsible Treat each generation with respect
Hold them accountable Different Strokes for different folks

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