SlideShare a Scribd company logo
-Ms. Deepa Mohamed
-Ms. Hena Jawed Khan
Characteristics
Communication
Styles
Social Attributes
We will be able to reap the benefits of their tremendously confident generation
& will be able to produce financial & business miracles in terms of synchronizing
• Direction & GuidanceTRADITIONALIST
• Enthusiasm & ExperienceBABY BOOMERS
• Open approach to LearningGEN X
• Contagious Motivation & ConfidentGEN Y
2
Private & Confidential
Generation Common Characteristics
Gen Y
Optimistic;
Confident;
Comfortably self-reliant;
Success Driven
Gen X
Self-Reliant;
Diversity-Minded;
Focused on today
Baby Boomers
Optimistic;
Driven to achieve goals;
3
Private & Confidential
Private & Confidential
SOURCE: TIPS TO IMPROVE INTERACTION AMONG THE GENERATIONS – From National Oceanographic & Atmospheric Asso Office of Diversity
Veterans
(1922–1945)
Baby Boomers
(1946–1964)
Generation X
(1965–1980)
Generation Y
(1981–2000)
Work Ethic /
Values:
Hard work
Respect authority
Sacrifice
Duty before fun
Adhere to rules
Workaholics
Work efficiently
Crusading causes
Personal fulfillment
Desire quality
Question authority
Eliminate the task
Self-reliance
Want structure and
direction
Skeptical
What’s next
Multitasking
Tenacity
Entrepreneurial
Tolerant
Goal oriented
Work is…: An obligation An exciting adventure A difficult challenge
A contract
A means to an end
Fulfillment
Leadership Style: Directive
Command-and-control
Consensual
Collegial
Everyone is the same
Challenge others
Ask why
The young leaders
Century
Interactive Style: Individual Team player
Loves meetings
Entrepreneur Participative
Communications: Formal
Written
In person Direct
Immediate
Email
Voice mail
Feedback &
Rewards:
No news is good news
Satisfaction in a job
well done
Don’t appreciate it
Money
Title recognition
Sorry to interrupt, but
how am I doing?
Freedom = best reward
Whenever I want it, at
the push of a button
Meaningful work
Messages that
motivate:
Your experience is
respected
You are valued
You are needed
Do it your way
Forget the rules
Working with other
bright, creative people
Work & Family
Life:
Work No balance
Work to live
Balance Balance
4
5
CAREER ASPIRATIONS
(72.43)
Intrinsic Motivators
(50.41)
Extrinsic Motivators
(55.22)
Values
(75)
1. Service Dedication to
Cause: (78.43)
1. Equitable Pay: (58.89) 1. Considerate &
Sympathetic Supervisor
(64.12)
1. Achievement
Orientation: (87.50)
2.Managerial Task: (78.12) 2. Responsibility &
Independence: (54.52)
2. Restricted Work Hours:
(63.96)
2. Monetary Motivation:
(79.85)
3. Identity occupation &
Organizational: (78.03)
3. Achievement: (53.19) 3. Sound Company
policies Practices: (56.47)
3. Role Immersion: (67.53)
Recommended HR Management Dimensions to support/ Compliment this:
Alignment of
organizational goals
with individual goals
Clear vision and
mission
Multiple career path
No role ambiguity
Fairness, Internal &
External Pay Equity
Autonomy & Freedom
Advancement
(Accelerated Career
Path)
Security
Feedback
Job Profile
Mentor- Mentee
Approach
Work- Life Balance
Flexible Work hours &
Good Work Climate
Balance of Stressor &
Enabler
Innovative & Supportive
HR & Organization
policies
Rewards and
Recognition
Performance
Management System
Total rewards
(Relational &
Transactional)
Learning &
Development
Opportunities
High Job MPS*
Courtesy: Academy of HRDPrivate & Confidential
STRESSOR ENABLER
6
CREATE “Serial
Monogamy
Mentality”
- Commitment to
the Job/Task”
instead of
“organisational
loyalty”.
BOOST UP THE
LEVEL OF
EMPLOYEE
SATISFACTION
- R&R
- Corporate
Wellness
Programs
PAY SYSTEMS
- Credible
- Good sense of
converting
performance
into pay
structures.
- New Benefits
MAKING YOUR
ORGANSATION
A NICE PLACE
TO WORK
- Hygiene
factors
JOB
ENRICHMENT &
ENGAGEMENT
- Quality Work
Life (overall
work climate
and culture)
MOTIVATING
POTENTIAL SCORE
(MPS)
=
Skill variety + Task Identity + Task Significance
3
x Autonomy Feedbackx
ADMIN
POLICIES AND
STRATEGIES
- Downsizing
- Bureaucratic
Rules
- Competitive
pressures
- Rotating
(graveyard) shifts
- Merit Pay Plans
ORGANISATIO
NAL
STRUCTURE &
DESIGN
- Centralization
- Line – staff
conflicts
- Role ambiguity
and conflict
- No opportunity
for advancement
- Restrictive/
Untrusting culture
ORGANISATIO
NAL PROCESS
- Tight Controls
- Only downward
communication
- Little
performance
feedback
- Centralized
decision making
- Lack of
participation in
decisions
- Punitive
appraisal Systems
WORKING
CONDITIONS
- Crowder work
area
- Physical or
mental strain
- Poor Lighting
STRESSOR ENABLER
MANAGING WORK-LIFE BALANCE
Private & Confidential
7
In India, with opportunities a plenty in the current economy, JOB-HOPPING is a major
constraint, something not seen in their parents’ generation.
With nearly half of India's billion-plus people under the age of 25
Private & Confidential
8
Talent management as a whole should aim at:
 Socializing – Getting social with talent.
 Transparency to encourage “meritocracy”.
 Appreciation, Appreciation and Appreciation.
 Technology ecosystem – similar to the employees’ technology ecosystem as they access in
their personal lives.
 Empowerment at young age.
GENERAL TAKE AWAYS
• Generation Y is confident at a time of
high anxiety
• Generation Y values opportunity over
job security
• Gen Y wants – and is receiving –
more responsibility, earlier
• Gen Y trusts superiors and wants to
work with them.
• Generation Y is fundamentally
different from other iconic generations.
SOURCE: Deloitte Study - Generation Y: powerhouse of the global economyPrivate & Confidential
9
Organizational
Culture
Organizational
Vision
Work Environment
Organisation’s
Hygiene Factors
Learning &
Development
Opportunities
Private & Confidential
10
You Must Do Not
• Assign Mentors
• Communicate
• Offer different modes of learning
• Constant Feedback
• Job Rotations / Variety of Work
• Align Organizational Goals with
interests of employees
• Ask for new ideas and listen
• Provide infrastructure for
collaboration
• Micromanage
• Isolate with similar age groups
(provide interaction with senior
members, esp. Boomers)
• Use the same management style
with all generations
• Delegate without making the
connection to the bigger picture
Private & Confidential
Ms. Deepa Mohamed
Ms Hena Jawed Khan
The People Connect
deepa@thepeopleconnect.com
hena@thepeopleconnect.com
11
Private & Confidential
The data presented in the document is the intellectual property of aforesigned. Any rights including, inter alia,
rights of reproduction, communication to the public, adaptation and translation of the work should be done
after prior permission from the Author. All rights reserved
Courtesy References listed below:
INTERNET LINKS:
•http://www.haworth-europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf
•http://www.learningtolearn.sa.edu.au/Colleagues/files/links/UnderstandingGenY.pdf
•http://www.managementlab.org/files/site/publications/labnotes/mlab-labnotes-010.pdf
•http://www2.honolulu.hawaii.edu/facdev/guidebk/teachtip/GenY.htm
•http://jenniferbrownconsulting.com/site/wp-content/uploads/2010/09/New-Strategies-for-Gen-Y-Recruitment-White-
Paper.pdf
•http://careers.bmj.com/careers/advice/view-article.html?id=20000724
•http://sds.uncc.edu/sites/sds.uncc.edu/files/media/White_Paper_Gen_Y.pdf
•http://en.wikipedia.org/wiki/Organizational_communication
•http://www.deloitte.com/assets/DcomUnitedStates/Local20Assets/Documents/us_consulting_hc_GenerationY_Snapshot_
041509.pdf
•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%2F
docs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%20
Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszMr
Qe0-YWlBg&usg=AFQjCNHzAh6b7uCawgIsdkPQ2i_jxeygdQ&cad=rja
•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CB4QFjAA&url=http%3A%2F%2Fwww.diversitybestpractices.
com%2Ffiles%2FKPMG.ppt&rct=j&q=Managing%20Three%20Generations%20of%20Employees%20%E2%80%93%20KP
MG&ei=AFyVTu5vjMutB4TkmMwG&usg=AFQjCNGii41Vf2O77RfWGIQMLbThEihSjQ&cad=rja
BOOKS:
• COMPENSATION – by: George T. Milkovich, Jerry M. Newman, Carolyn Milkovich
• Saving the World at Work: What Companies and Individuals Can Do to Go Beyond Making a Profit to Making a
Difference [Hardcover] – by - Tim Sanders
JOURNALS:
•Peer Bulletin – (issue 204)
Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect
Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect
Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect
Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect
Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect

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Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect

  • 1. -Ms. Deepa Mohamed -Ms. Hena Jawed Khan
  • 2. Characteristics Communication Styles Social Attributes We will be able to reap the benefits of their tremendously confident generation & will be able to produce financial & business miracles in terms of synchronizing • Direction & GuidanceTRADITIONALIST • Enthusiasm & ExperienceBABY BOOMERS • Open approach to LearningGEN X • Contagious Motivation & ConfidentGEN Y 2 Private & Confidential
  • 3. Generation Common Characteristics Gen Y Optimistic; Confident; Comfortably self-reliant; Success Driven Gen X Self-Reliant; Diversity-Minded; Focused on today Baby Boomers Optimistic; Driven to achieve goals; 3 Private & Confidential
  • 4. Private & Confidential SOURCE: TIPS TO IMPROVE INTERACTION AMONG THE GENERATIONS – From National Oceanographic & Atmospheric Asso Office of Diversity Veterans (1922–1945) Baby Boomers (1946–1964) Generation X (1965–1980) Generation Y (1981–2000) Work Ethic / Values: Hard work Respect authority Sacrifice Duty before fun Adhere to rules Workaholics Work efficiently Crusading causes Personal fulfillment Desire quality Question authority Eliminate the task Self-reliance Want structure and direction Skeptical What’s next Multitasking Tenacity Entrepreneurial Tolerant Goal oriented Work is…: An obligation An exciting adventure A difficult challenge A contract A means to an end Fulfillment Leadership Style: Directive Command-and-control Consensual Collegial Everyone is the same Challenge others Ask why The young leaders Century Interactive Style: Individual Team player Loves meetings Entrepreneur Participative Communications: Formal Written In person Direct Immediate Email Voice mail Feedback & Rewards: No news is good news Satisfaction in a job well done Don’t appreciate it Money Title recognition Sorry to interrupt, but how am I doing? Freedom = best reward Whenever I want it, at the push of a button Meaningful work Messages that motivate: Your experience is respected You are valued You are needed Do it your way Forget the rules Working with other bright, creative people Work & Family Life: Work No balance Work to live Balance Balance 4
  • 5. 5 CAREER ASPIRATIONS (72.43) Intrinsic Motivators (50.41) Extrinsic Motivators (55.22) Values (75) 1. Service Dedication to Cause: (78.43) 1. Equitable Pay: (58.89) 1. Considerate & Sympathetic Supervisor (64.12) 1. Achievement Orientation: (87.50) 2.Managerial Task: (78.12) 2. Responsibility & Independence: (54.52) 2. Restricted Work Hours: (63.96) 2. Monetary Motivation: (79.85) 3. Identity occupation & Organizational: (78.03) 3. Achievement: (53.19) 3. Sound Company policies Practices: (56.47) 3. Role Immersion: (67.53) Recommended HR Management Dimensions to support/ Compliment this: Alignment of organizational goals with individual goals Clear vision and mission Multiple career path No role ambiguity Fairness, Internal & External Pay Equity Autonomy & Freedom Advancement (Accelerated Career Path) Security Feedback Job Profile Mentor- Mentee Approach Work- Life Balance Flexible Work hours & Good Work Climate Balance of Stressor & Enabler Innovative & Supportive HR & Organization policies Rewards and Recognition Performance Management System Total rewards (Relational & Transactional) Learning & Development Opportunities High Job MPS* Courtesy: Academy of HRDPrivate & Confidential
  • 6. STRESSOR ENABLER 6 CREATE “Serial Monogamy Mentality” - Commitment to the Job/Task” instead of “organisational loyalty”. BOOST UP THE LEVEL OF EMPLOYEE SATISFACTION - R&R - Corporate Wellness Programs PAY SYSTEMS - Credible - Good sense of converting performance into pay structures. - New Benefits MAKING YOUR ORGANSATION A NICE PLACE TO WORK - Hygiene factors JOB ENRICHMENT & ENGAGEMENT - Quality Work Life (overall work climate and culture) MOTIVATING POTENTIAL SCORE (MPS) = Skill variety + Task Identity + Task Significance 3 x Autonomy Feedbackx ADMIN POLICIES AND STRATEGIES - Downsizing - Bureaucratic Rules - Competitive pressures - Rotating (graveyard) shifts - Merit Pay Plans ORGANISATIO NAL STRUCTURE & DESIGN - Centralization - Line – staff conflicts - Role ambiguity and conflict - No opportunity for advancement - Restrictive/ Untrusting culture ORGANISATIO NAL PROCESS - Tight Controls - Only downward communication - Little performance feedback - Centralized decision making - Lack of participation in decisions - Punitive appraisal Systems WORKING CONDITIONS - Crowder work area - Physical or mental strain - Poor Lighting STRESSOR ENABLER MANAGING WORK-LIFE BALANCE Private & Confidential
  • 7. 7 In India, with opportunities a plenty in the current economy, JOB-HOPPING is a major constraint, something not seen in their parents’ generation. With nearly half of India's billion-plus people under the age of 25 Private & Confidential
  • 8. 8 Talent management as a whole should aim at:  Socializing – Getting social with talent.  Transparency to encourage “meritocracy”.  Appreciation, Appreciation and Appreciation.  Technology ecosystem – similar to the employees’ technology ecosystem as they access in their personal lives.  Empowerment at young age. GENERAL TAKE AWAYS • Generation Y is confident at a time of high anxiety • Generation Y values opportunity over job security • Gen Y wants – and is receiving – more responsibility, earlier • Gen Y trusts superiors and wants to work with them. • Generation Y is fundamentally different from other iconic generations. SOURCE: Deloitte Study - Generation Y: powerhouse of the global economyPrivate & Confidential
  • 10. 10 You Must Do Not • Assign Mentors • Communicate • Offer different modes of learning • Constant Feedback • Job Rotations / Variety of Work • Align Organizational Goals with interests of employees • Ask for new ideas and listen • Provide infrastructure for collaboration • Micromanage • Isolate with similar age groups (provide interaction with senior members, esp. Boomers) • Use the same management style with all generations • Delegate without making the connection to the bigger picture Private & Confidential
  • 11. Ms. Deepa Mohamed Ms Hena Jawed Khan The People Connect deepa@thepeopleconnect.com hena@thepeopleconnect.com 11 Private & Confidential
  • 12. The data presented in the document is the intellectual property of aforesigned. Any rights including, inter alia, rights of reproduction, communication to the public, adaptation and translation of the work should be done after prior permission from the Author. All rights reserved Courtesy References listed below: INTERNET LINKS: •http://www.haworth-europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf •http://www.learningtolearn.sa.edu.au/Colleagues/files/links/UnderstandingGenY.pdf •http://www.managementlab.org/files/site/publications/labnotes/mlab-labnotes-010.pdf •http://www2.honolulu.hawaii.edu/facdev/guidebk/teachtip/GenY.htm •http://jenniferbrownconsulting.com/site/wp-content/uploads/2010/09/New-Strategies-for-Gen-Y-Recruitment-White- Paper.pdf •http://careers.bmj.com/careers/advice/view-article.html?id=20000724 •http://sds.uncc.edu/sites/sds.uncc.edu/files/media/White_Paper_Gen_Y.pdf •http://en.wikipedia.org/wiki/Organizational_communication •http://www.deloitte.com/assets/DcomUnitedStates/Local20Assets/Documents/us_consulting_hc_GenerationY_Snapshot_ 041509.pdf •http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%2F docs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%20 Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszMr Qe0-YWlBg&usg=AFQjCNHzAh6b7uCawgIsdkPQ2i_jxeygdQ&cad=rja •http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CB4QFjAA&url=http%3A%2F%2Fwww.diversitybestpractices. com%2Ffiles%2FKPMG.ppt&rct=j&q=Managing%20Three%20Generations%20of%20Employees%20%E2%80%93%20KP MG&ei=AFyVTu5vjMutB4TkmMwG&usg=AFQjCNGii41Vf2O77RfWGIQMLbThEihSjQ&cad=rja BOOKS: • COMPENSATION – by: George T. Milkovich, Jerry M. Newman, Carolyn Milkovich • Saving the World at Work: What Companies and Individuals Can Do to Go Beyond Making a Profit to Making a Difference [Hardcover] – by - Tim Sanders JOURNALS: •Peer Bulletin – (issue 204)