1. PRESENTATION TO
PARADISE FOODS
MANAGEMENT GROUP
December 7, 2011
Jim Finkelstein
President and CEO
FutureSense, Inc.
www.fusethebook.com
www.futuresense.com
1

8. You have
exactly 1586
cows and
calves!

11. 1. You showed up here
even though nobody
called you…
2. You want to get paid
for an answer I
already knew…
3. To a question I never
asked…
4. And, you don’t know
anything about my
business!

13. 13

14. 14

15. A Millennial in Boomer Clothing
 Entrepreneur and Business
Owner, FutureSense, Inc.
 Partner – Arthur Andersen
 CEO of wholly owned subsidiary
of publicly traded company -
Willis Corroon
 Corporate executive, Pepsi-
Cola, American Can, Emery Air
 Investor, LinkedIn and RockTech
 Domain expert, Callidus Software
 Former Board member, Enwisen
 Board member, numerous non-
profits for 35 years
 Author and movie and record
executive producer
 Soccer referee and former coach
 Husband and dad
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16. 16

17. 17

18. 18

19. www.abraham-maslow.com
19

20. www.spiraldynamics.net
Value Systems Basic Description Cultural Manifestations
Turquoise Holistic/Whole View Collective individualism, cosmic
spirituality
Yellow Integrative/Ecological Natural systems, knowledge-based
Green Consensus/Bonding Egalitarian, humanistic, authentic,
caring sharing
Orange Strategic/Autonomy Materialism, consumerism, success,
image, status, growth
Blue Authority/Rules Meaning, discipline, traditions,
morality
Red Egocentric/Conquest Dominance & control
Purple Mythical/Tribal Rites, rituals, taboos, superstitions,
folk ways & lore
Beige Instinctive Basic survival
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21. Cultural DNA Crosses All
Demographics…
Gender Age Ethnicity Income Political
Orientation
Gender Age Ethnicity Income Political
Orientation
Gender Age Ethnicity Income Political
Orientation
Gender Age Ethnicity Income Political
Orientation
Gender Age Ethnicity Income Political
Orientation
Gender Age Ethnicity Income Political 21

22. 22

23. The Cogenerational Workforce
23

24. Multi-Generational View of
Millennials
• Generation Y
• iGeneration
• Digital Natives
• Generation Why
• Generation
Whiner
• ADHD
Generation
• Adultolescents
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25. Multi-Generational View of
Boomers
 Generation Me
 Hippies
 Love Generation
 Self-absorbed
Generation
 Largest and richest
generation
“As a group, Boomers are self-
conscious, reflective and judgmental. We
 Pig in the Python
are the „me‟ generation. You are the „why?‟ Generation
generations.” -- G.L. Hoffman, CEO and
Chairman of JobDig
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26. •Individualistic •Family Centric
•Work Centric •Easily Adapts to •Tech Savvy
•Independent Technology •Achievement
•Goal Oriented •Flexible Oriented
•Competitive •Values Work/Life •Team Oriented
Balance •Attention Craving
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27. Cogenerational Workplace
Drivers: The Mash-up
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28. 28

29. Impact: United Voting Block
Needs Wants Values Characteristics
Millennials Jobs Flexible work Work/life balance Boomeranging
environment and survival back in with Mom
and Dad
GenXers Jobs To get back on Work/life balance Boomeranging
the upward and money back in with
ladder friends and family
Boomers Jobs To retire (for a Work/life balance Boomeranging
while - tired) and money back in with kids?
Seniors Jobs To re-retire (not Work/life balance Taking them all in
enough money) and money at the retirement
community
29

30. Impact: War of the Generations
 Gridlock
 Not enough
jobs to go around
 Underemployed
 New job search
tools
 Interview
competition
30

31. Impact: Boomerang Effect
 Multi-generational households grew by
2.6M between 2007 and 2008 (Pew
Research)
 40% of 2008 graduates and 42% of
2006 graduates live with their parents
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32. 32

33. Implications For Millennials
 Managing Mom and
Dad
 Accepting Feedback
 Appropriate
Communication
 Multiple Bosses
33

34. Implications for Boomers
 Become Tech Savvy
 Embrace Benefits of Social Media
 Let go of Stereotypes
34

35. Implications: For
Employers
 Buyers Market
 High Cost of
Millennial Turnover
 Multi-channel
Communication
 Build Strong
Employer Brands
 Personalize Benefit
Choices
 Reexamine your
People Practices
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36. Why it Matters: Engagement
Low Engagement
 Operating income declined 32.7% (Towers Watson)
 62% more accidents with scores in lower quartile.
(Gallup)
High Engagement
 More productive, profitable, safer, healthier, and 87%
less likely to leave their employer. (Corporate Leadership
Council & Fleming & Apslund)
 19.2% improvement in operating income (Towers
Watson)
 EPS growth rate of 89 organizations with engagement
scores in the top quartile was 2.6 times that of
organizations with below average scores. (Gallup)
36

37. Your People Practices:
Dealing with Millennials!
37

39. Employee Lifecycle
Touch Points
 6 Phases  2 Overarching
 Attracting Constructs
 Acclimating  Social Networking
 Retaining  Employee
 Inspiring Engagement
 Fulfilling
 Transitioning  11 Segments –
What about
those
Millennials?
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40. Attracting
 Demand Creation  Don’t be an ostrich.
 What’s the social media Monitor
buzz about your Glassdoor.com, emp
organization? loyeedirt.com
 Does your website
wow?  Entice me and let me
 Does anyone manage
interact
your employer brand?  Pictures compel, so
 What’s your does a higher
organization’s higher purpose
purpose?
 Product brands
aren’t enough –
what’s the employee
brand
40

41. 41

42. 42

43. 43

44. 44

45. Attracting (Cont.)
 Recruiting  Need to be everywhere
 Where will – Monster, Twitter,
Millennials find you? Facebook, LinkedIn, etc
 Connect them to great
 Are you
masterminding first coworkers, introduce
impressions? benefits early in the
hiring process
 How fast can you
hire?  Rework your processes
1 week is ideal
 Do your want ads
lie?  Match ad to job
description, align
interviewers and ensure
the work experience is
as promised
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46. Attracting (Cont.)
Be Impressive
 First line of the job posting has to
convey the organization’s purpose
 Fast, easy job search functionality
 Position match notification
 Video to tell your company story
 No “motherhood and apple pie” values
 Corporate social responsibility counts
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47. Acclimating
 Onboarding  Manager hosts and
 Do you delight on day makes introductions
one?  Map out the
 What has to happen experience employees
in the first 100 days? have in their first 100
days
 How does a new hire
 Have your CEO teach
get smart about your
brand and culture? the culture and
company story
 Is it time to lose your
 Get tech tools in their
old school social
media access hands day one
policies?
47

48. Acclimating (Cont):
Millennial Work Wish List
 Findings from Cisco Connected World Technology Report
 Accommodates social media
 Gives device freedom
 Supports remote working to accommodate their lifestyle
 Allows flexibility to explore and innovate
 1 in 3 college students would prioritize social media & flexibility over
salary when accepting a job
 More than half of young professionals would rather lose their wallet
before losing their Smartphone
 2 in 5 young employees would accept a lower-paying job for more
social media flexibility & work mobility
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49. Acclimating (Cont)
 Supervision  Assess the attitudes of
your people managers
 Are managers  Institute reverse
harboring mentoring between
generational bias? millennials and boomers
 Make sure managers use
 What can you a mix of the latest
learn from your communication
Millennials? channels- blogs, video,
etc to get their message
 Do your managers heard…more pictures,
stay connected less words – be human
and authentic
and get their
message heard?
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50. Acclimating:
Blogs Extol Reverse Mentoring
 Cisco Blog The  Jack Welch ordered GE’s top 600
Results: How Reverse managers to reach down into
Mentoring Can their ranks for Internet junkies
Enhance Diversity and and become their students.
Source: Forbes
Inclusion
 Laura Earle October 11, 2011 at
7:59 am PST
 Blog Reverse Mentoring is
All About Screwing in the
Lightbulb before Flipping
Benefits the Switch
 Shared Learning May 12, 2010
 Honesty/Respect  Shala Byers is the creator
of Booz Allen‟s Reverse
 Relationship Mentoring Program for 20,000
employees
 Continuation  Reverse Mentoring led to :
 Brainstorming Sessions
 Enhanced Client Offerings
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51. Acclimating:
Advice From Cisco
Top 5 Areas to Mentor
 1.) Communication and style
 2.) Cultural knowledge
 3.) How to be a better leader
 4.) Relationship with team
 5.) Change management
 Other topics: work-life balance, how to juggle a
family and a career and how a senior woman is
perceived in a circle of senior men
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52. Acclimating:
Get with the Program!
 “The future of business is social.“We have
to stop thinking about our companies as a
corporate ladder. It doesn’t resonate with
me, it doesn’t resonate with my peers. If we
want to be an organization that really
embraces change and adopts and is
innovative, we need to think
faster, smarter, social.”
Alexa Scordato
Community manager at 2tor,
an education technology startup
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53. Retaining
 Compensation and  Bring people in at
Benefits the right salary
 Do you pay for  Let employees
performance, potent choose benefits
ial, both? that fit their
 How much priorities
employee choice is  Be clear about
built in to your your comp
benefits? philosophy – and
 How do you use why it is
base and competitive
incentives?
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54. Retaining (Cont)
 Learning and Career  Millennials will
Development want to move
 How often are people every 18 months
moved to different  Tie promotions to
jobs?
tangibles so the
 What does it take to
get promoted?
process feels
 Is training interactive
equitable
and online?  Offer interactive
 Do you do strategic online training as a
workforce planning? learning option
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55. Inspiring
 Reward and  Find small ways to
shower people with
Recognition recognition
 Do pennies rain down  Make recognition timely
on desks? and personalized
 Is recognition having  Look at non-traditional,
an impact? free forms of recognition
 Variety is the spice of – the ability to choose
recognition your next assignment,
seeking input on a
 Do your managers decision, other ways to
deliver? show people they are
valued

55

56. Inspiring (cont): Recognition
and Organizational Health
“Senior management‟s
ability to demonstrate
genuine interest in
employees is the top
engagement driver
globally.”
“Strong manager
performance in
recognizing employee
performance increases
engagement by 60%.”
Towers Perrin Study
Higher engagement levels produced shareholder returns 9.3%
higher than the returns for the S&P 500 from 2002-2006

57. Inspiring (Cont).
Recognition
 Challenging Assignment
 Choice of new Assignment
 Day off of Work
 Consult my Expertise
 Request my Input on
Decisions
 Trust my Intentions
 Hear kudos from my
Manager, in addition to
Team leader
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58. Inspiring (Cont)
 Performance
Management
 Do you offer 30
day reviews?
 Do you have a
culture of ongoing
feedback?
 Do reviews play
into promotion
decisions?
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59. Inspiring (Cont)
The Feedback Planner
1. Describe Current Behaviors 4. Identify Alternative Behaviors
Describe current behaviors that you want to Identify alternative behaviors and actions for
reinforce (praise) or redirect (criticism) to you, the employee, and others to take to
improve a situation. improve a situation.
*Be Specific With Behaviors *Be Encouraging And Offer Ideas
*Be Descriptive *Be Creative With Options
*Be Brief *Be Part Of The Plan
*Be Available And Open *Be Optimistic
*Be Patient Box 4 is where problems with undesirable
*Be Prompt behavior (being criticized) are creatively
*Be Sensitive To Time And Place solved, and benefits with desirable behavior
Box 1 of the Feedback Planner provides the (being praised) are reinforced and
foundation for a mutually agreed upon and capitalized on.
understood perspective of the current
behavior.
 
2. Identify Situations 3. Describe Impacts and Consequences
*Be Factual With Examples  *Be Precise And Selective
•Box 2 confines the current behavior to a *Be Objective
time and place. *Be Supportive
Box 3 spurs behavior change – it justifies
and sells the need for change.

60. Fulfilling
 Social Responsibility  Millennials want to
 Need help going make the world a
green? better place – give
them time to do that
 Do you give paid time
 Community support is
off to volunteer?
an ideal avenue to
 What causes do you bring Millennials and
support through Boomers together
formal programs?
 What you support
 Do you sustain during hard times
programs during good speaks volumes
times and bad?
 Most Millennials want
a hand in green
initiatives – give them
one if you can
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61. Fulfilling (Cont):
Employee Volunteerism Trends
 1/3 of US Corporations What is your
have some form of organization doing?
Employee Volunteer
Program (EVP)
 Two models:
 Employer-initiated
 Employee-led,
 Most companies have
both types.
 Community action
days are most
popular.
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62. Fulfilling (Cont):
Dollars for Doers
Company Grant Amounts
Adobe Systems $125 for every 10 hours
Amgen $500 for every 15 hours
Bank of America $250 for 50 hours; $500 for 100 hours
Gap $100 for every 10 hours
GlaxoSmithKline $500 for at least 50 hours
Google $50 for every 5 hours
Johnson & Johnson $250 for at least 40 hours
Merck $400 for at least 40 hours
Microsoft $17 per hour
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Novartis $250 for at least 40 hours

63. Fulfilling (Cont)
 Work/Life Balance
 What’s your
organization’s
philosophy on
work/life balance?
 Can people flex
their schedules?
 Do you help people
manage stress?
 Are managers
trained to support
work/life balance?
63

64. Transitioning Cisco Systems – “Typical huge
company”
“Company is losing full time employees
 Termination rather quickly. The good employees are
leaving to take better offers, and the bad
 How do you ones are sticking around. People who left
handle force were offered 20% more to work elsewhere.
reductions? Lost positions are typically not being
backfilled. I have no visibility with my
 How do you current manager now, which will greatly
preserve tribal stunt my career growth. There are no plans
knowledge? to have a US manager.” Glassdoor.com
 What will
employees say
after they leave?
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65. The Payoff
Cogenerate
more inspiration,
productivity,
satisfaction and
engagement
in the workplace.
65

66. Your turn
 What other
challenges are you
facing working with
Millennials?
 How is Paradise
Foods capitalizing
on the power of the
new
Cogenerational
Workplace?
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67. www.fusethebook.com
67

68. Thank you!
Jim Finkelstein
Jim@futuresense.com
415-453-1514 office
415-302-5805 cell
www.futuresense.com www.fusethebook.com
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