This document summarizes a presentation given by Prof Sattar Bawany and Merle Chen of DBM to 3M on managing a multi-generational workforce. The presentation discusses the increasing diversity in age demographics in today's workforce. It provides an overview of generational differences and how to effectively lead and engage different generations, particularly Gen Y employees. Key recommendations include focusing on communication, career coaching, and team-building activities to inspire commitment across generations. The presentation emphasizes that a multi-generational workforce can provide benefits if differences are managed effectively.

1. Y Are They Different:
Harnessing the Potential of a MultiGenerational Workforce
Prof Sattar Bawany, Managing Director
Merle Chen, Business Development Manager
Friday, 7 October 2011

2. ARE YOU A TIGER OR 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…..
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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3. About DBM

A global human capital management firm

Provide career transition, coaching and talent development solutions to
private and public companies and government organisations


Present in 55 countries with 230 offices


Over 40 years of global experience
Customers include 70% of the Fortune 500 & 80% of the Global 500
Customised support for companies operating under different
conditions

Growth

M&A

Restructuring
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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4. Gen Y – Y Are They Different?
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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5. Agenda

Generational Diversity in Today‟s Workplace

Overview of Generational Differences:

Perceived Strengths

Common Perceptions

Communication Across Generations

Leading and Engaging Gen Y

Recommendations on Achieving Synergy

Summary and Q & A Session
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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6. 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 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.
Key to Business Success – Quality of Workforce in
sustaining high performance.
 Multi-generational teams improve organisational
effectiveness and performance.

Adapted from: TAFEP‟s Report on „Harnessing the Potential of Singapore‟s Multi-generational Workforce‟, 2010
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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7. Benefits of Multi-Generational Work
Teams

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.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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8. Leading Multi-Generational Workforce
Organisational Results
• ROI
• Employee
Turnover/Retention
Employee Engagement
• Employee Satisfaction/
Loyalty
• Customer
Satisfaction/Loyalty
Organisational Climate
• Rewards
• Espirit De Corps
• Flexibility
Leadership
Effectiveness
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
• EQ/EI Competencies
• Managerial Skills
• Leadership Styles
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9. Multi-Generational Differences - An
issue?
Age
Conditions
Experience
Generational
Attributes

Each generation has its own characteristics; different values
and workplace concepts (E.g. Work-life balance, loyalty,
teamwork) are understood differently.

These differences can breed misunderstanding, conflict and
compromise growth.

Key is in managing these differences effectively and reducing
bias.
Source: Justine James, Sally Bibb, Simon Walker, „Global Tells How It Is‟ Summary Research Report, 2008.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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10. Source: The Straits Times, 8 April 2010
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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11. Overview of Generational Differences
Traditionalists
Baby Boomers
Gen X
Gen Y
Career
Goals
Legacy
Stellar Career
Portable Career
Parallel Careers
Rewards
Satisfaction of
a Job Well
Done
Money, Title,
Recognition, Corner
Office
Freedom Is The
Ultimate
Reward
Work That Has
Meaning
Work-Life
Balance
Support in
shifting the
balance
Help me balance
everyone else and
find meaning in
myself
Give me
balance NOW!
Not when I‟m
65
Work isn‟t
everything.
Flexibility to
balance my other
activities
Job
Changing
Carries a
stigma
Puts you behind
Is Necessary
Is Expected
Training
I learned the
hard way, you
can too!
Train them too much The more they
and they‟ll leave
learn, the more
they‟ll stay
Continuous
learning is a way
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.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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12. Why The Focus on Gen Y?

Calculate Your Current (and Future) Investment in Gen Y.



What is the average compensation for Gen Y employee at your
organisation?


How many Gen Y employees does your organisation currently
have?
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.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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13. Food For Thought


What is the average tenure for your top-performing Gen Y
employees?
What are the top three (3) reasons good employees leave
your organisation?
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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14. Leading Gen Y Employees
Leadership Characteristics Leadership Characteristics
That Gen Y-ers Want Their That Managers From The
Leaders To Demonstrate
Other Generations Believe In
Demonstrating To Gen Y-ers
1. Caring (54%)
1. Competent (54%)
2. Inspiring (45%)
2. Honest (32%)
3. Competent (44%)
3. Forward-looking (31%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
Source: “‟Y‟ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek
Polytechnic, 2009
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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15. Engaging Gen Y Employees
Top Factors That Motivate Gen Retention Strategies Most
Y To Stay In Organisations
Utilised By Organisations
1. Opportunities for Career
Advancement (63%)
1. Opportunities for Career
Advancement (43%)
2. Good Work-Life Harmony (41%)
2. Emphasis on Learning &
Development (37%)
3. Good Relationships (40%)
3. Good Compensation (24%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
Source: “‟Y‟ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek
Polytechnic, 2009
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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16. Engaging Multi-Generational Employees
Achievement
Defining and
attaining goals
and results
Motives
Power
Influencing others
and having an
impact
Affiliation
Establishing and
maintaining positive
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.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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17. Recommendations

Communication is key to inspire commitment



Engage Gen Y through Coaching



“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 - Start from
the first day at work.
Develop Coaching competency of managers to be comfortable and
confident in having conversations surrounding professional
development plans.
Encourage constant feedback and show recognition for Y-er‟s work
contribution.
Team Work „Y‟ Style

Encourage staff gatherings, social events and „mixers‟ with
workmates.
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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18. Conclusion – Key Takeaways

Each generation brings to the table different approaches to
- Work, Interaction, and how they view business strategies.

The end result is a greater diversity and variety of opinions,
creativity and talent.

When managed effectively, a multigenerational team can
add tremendous value to your organisation.

However, as employees in the various age groups may not
naturally interact with each other, leaders may need to
make a concerted effort to facilitate collaboration and
reduce bias.
Source: Lee, Katherine Spencer „Managing a Multi-generational Workforce‟, CIO Update, June 2006
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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19. 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!!!
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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20. Question & Answer
Visit www.dbm.com/sg/en
For
Articles
Case Studies
Networking Events
For further dialogue, contact:
Prof Sattar Bawany
Managing Director, Singapore
Email: sbawany@dbm.com
LinkedIn: www.linkedin.com/in/bawany
Merle Chen
Email: mchen@dbm.com
LinkedIn: www.linkedin.com/in/merlechen
DBM Presentation for 3M on "'Y' Are They Different" - 7 October 2011
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