Generational Issues
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14-Sep-2014 -
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Transcript of Generational Issues
General Issues In the workforce
and
HRrsquos role in managing them
Presented by
lt Connie Jeff Sarbani Jinman gt
Team Presentation April 7 2008Presentation April 7 2008
Aging Boomer Population and How HR practitioners can adapt to their unique needs 11
Hiring and Retaining Millennials 22
Facilitating Information-Sharing Among Generations 33
Generational Issues and Culture44
Contents
Defining the Generations in the USDefining the Generations in the US
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Millions
Impact of ldquoBoomersrdquo on the WorkforceImpact of ldquoBoomersrdquo on the Workforce
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Practices for Managing the ldquoBoomersrdquoPractices for Managing the ldquoBoomersrdquo
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Aging Boomer Population and How HR practitioners can adapt to their unique needs 11
Hiring and Retaining Millennials 22
Facilitating Information-Sharing Among Generations 33
Generational Issues and Culture44
Contents
Defining the Generations in the USDefining the Generations in the US
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Millions
Impact of ldquoBoomersrdquo on the WorkforceImpact of ldquoBoomersrdquo on the Workforce
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Practices for Managing the ldquoBoomersrdquoPractices for Managing the ldquoBoomersrdquo
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Defining the Generations in the USDefining the Generations in the US
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Born before 1945 ldquoVeteran Generationrdquo 48
Between 1945 ndash 1964 ldquoBaby Boomersrdquo 78
Between 1965 ndash 1980 ldquoGeneration Xrdquo 49
After 1980 ldquoGeneration Yrdquo 735
or ldquoMillennialsrdquo
Millions
Impact of ldquoBoomersrdquo on the WorkforceImpact of ldquoBoomersrdquo on the Workforce
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Practices for Managing the ldquoBoomersrdquoPractices for Managing the ldquoBoomersrdquo
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Impact of ldquoBoomersrdquo on the WorkforceImpact of ldquoBoomersrdquo on the Workforce
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Labor Shortages The Employment Policy Foundation
projects shortage of 10 million workers by 2015
35 million by 2030
Leadership Vacuum and Knowledge Gap
Economic Burden of Retirees
Practices for Managing the ldquoBoomersrdquoPractices for Managing the ldquoBoomersrdquo
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Practices for Managing the ldquoBoomersrdquoPractices for Managing the ldquoBoomersrdquo
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
Establishing a Motivational Culture for Boomers
Recruiting Baby Boomers
Career Management for an Older Workforce
Programs Addressing WorkLife Balance
Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
SC Johnson Number One for Workers Over 50
AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules paid sabbaticals summer hours and a December holiday shutdown
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
FOR IMMEDIATE RELEASEJanuary 17 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Who are the MillennialsWho are the Millennials
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Gen Y generally refers to those born after 1980 to
about 2000 Also known as ldquoNexters Millennials
Generation Me iGenerationrdquo Gen Y is the fastest-growing segment of the
workforce mdash growing from 14 of the workforce
to 21 over the past four years to nearly 32 million
workers
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Millennials are the biggest generation since the Baby Boomers
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Tips on Hiring Millennials
Relationship recruiting
Candidate experience
Offer
Employment branding
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Tips on Retaining Millennials
Onboarding
Mentoring
Feedback
Flexibility
Career-pathing
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Promotes Technology
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Bridging the gap
Bridging the gap between generations by sharing information is the most important function of talent management at this point Or else itrsquos going to be a topsy-turvy situation the workplace resembling a battle ground
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Statistics
Generation Type Number in USA Workforce
Seniors Veterans 42 millionBaby boomers 76 million
Generation Xers Twenty-somethings Baby busters
54 million
Millenials Generation Y s
Source Remson Triangle Consulting (2006)
75 million
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
Veterens Boomers Gen-Xers Millennials
LoyalHonorsRespects authorityFollows OrdersFormalRewards laterPracticalSacrifice
LoyalOptimisticResponsible and DedicatedTeam playerWorkaholic
Adaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activism
Prefers structureTechnology-challengedSet in waysDifficulty with change
Enjoys much recognitionElder care absencesSelf-gratification
SkepticalFeel others owe themMotivationChild care absences
Requires supervision and
supportSociable
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Significant attitude gaps among employees by age ( of favorable responses)
All 18-24 25-34 35-44 45-54 55-64In my organization employees are able to maintain healthy balance between their work and personal lives
47 64 48 48 43 47
I am able to take time away from my job to participate in training
52 67 48 53 52 50
My last performance review action was helpful in identifying actions I could take to improve my performance
55 73 60 56 51 55
My manager does a good job of being available when needed
56 75 59 61 51 49
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
t
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
The business case for technology Benefits of technology1048707consistency1048707process efficiencies1048707speed1048707management information
Could a diverse organisation of 77000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Information sharing trends across generations Ways to remain connectedbull Trend 1 Continuous presencebull Trend 2 Multi-modal taskingbull Trend 3 Virtual Intimacybull Trend 4 Workflow learning
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Introducing a new logo
Not Just Idle Chat
Instant Messaging -
Its Presence
as a Business tool
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Recommendations
Management of technology gap through generation blend
Generational attitudes shape workersrsquo responses to technologies in the workplace
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge every organization needs to think differently
The baby-boomers should be willing to be trained to bridge the digital divide They in turn should share their knowledge and expertise with the younger generation
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Start playing with gizmos NOW
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Generational Issues and CultureGenerational Issues and Culture
-- General practices in Korea
-- Case of Korean company
-- Case of US company
-- General practices in Korea
-- Case of Korean company
-- Case of US company
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
However turnover rate of entry-level
workers is increasing
Source Korea National Statistical Office
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
Source Korea Labor Institute amp recruiting company (Job Korea)
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
In an aging society the employment rate of
aging worker is higher than the entry level
workerrsquos
Distribution ratio in employment
00
50
100
150
200
250
300
below 19 yr
20 - 29 yr
30 - 39 yr
40 - 49 yr
50 - 59 yr
over 60 yr
However turnover rate of entry-level
workers is increasing
Turnover rate in entry- level
0050
100150200250300350
93 - 96 yr 98 - 2001yr 2006 yr
General practice in KoreaGeneral practice in Korea
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
When we see the situation specifically
Turnover rate of entry- level in Biz type
00
50
100
150
200
250
300
350
Conglo-merate
Smallerfirm
Venturebiz
Others Avg
Result of Top 855 company in 2006
In 2002 statistics among 355 US companies turnover rate of entry level employees
is the highest Turnover rate decreases with older generations
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Why is turnover of entry-level employees high
Reasons of turnover in entry- level
00
50
100
150
200
250
300
350
400
Commu-nication
Interpersonalrelationship
Cultural differencebtw generation
Others
1 Communication difficulty between generation
2 Interpersonal relationship
3 Cultural difference between generation
Specifically due to reasons above around 70 of entry-level employees feel
dissatisfied with their current job
Source Career amp Job Korea (recruitment website) in 2006
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
However recently many companies have been making efforts to
decrease the turnover rate of entry-level by implementing the following methods
Mentoring system
Entry-level employee Caring Program
Incubating course
Direct-contact program with CEO etc
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Case in KoreaCase in Korea
LG Electronics Entry-level Employee Caring Program Mentoring System etc
Doosan Heavy Industries amp Construction
Incubating course Mentoring System etc
clubs Incubating Course
one year (in basic) Hand-written mail from CEO to employee family Senior employee directly lead amp coach on the detail of job Consult private difficulties like sibling or family
clubs Entry-level Employee Caring Program
Opportunity to rotate through different job functions with mentor Sharing private difficulties with team members CEO sends hand-written mail amp attends party with employees and their family
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Through these methods companies are endeavoring
to cut generation gap
to enhance communication among old amp young employees
to decrease the drawbacks of interpersonal relationship and
to reduce cultural difference with old amp young employees
In results turnover rate of companies using these methodshellip
Turnover rate in entry-level
00
20
40
60
80
100
120
140
Avgin conglomerate these companies
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Case in USACase in USA
General Electric Reverse Mentoring Program
Intel Buddy Program (mentoring planning)
clubs Buddy program
On-line amp Off-line mentoring (On-line is more preferable) No limitation amp boundary (eg mentor is in USA and mentee is in Korea)
clubs Reverse Mentoring Program
A little bit difference with general mentoring planning Increase job-involvement amp communication between generations (Synergy eff)
IBM Shadow Program (mentoring planning)
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-
Sources1) SHRM - Workplace Visions Generational Differences Myths and Realities 2)
httpwwwbusinessweekcomcareerscontentsep2007ca20070913_426598htmchan=careers_special+report+--+best+places+to+launch+a+career_best+places+to+launch+a+career
3) httpwwwbusinessweekcommanagingcontentsep2007ca20070918_595361htmchan=careers_special+report+--
+best+places+to+launch+a+career_best+places+to+launch+a+career 4) httpwwwusatodaycommoneyworkplace2005-11-06-gen-y_xhtm 5) httpwwwtimecomtimemagazinearticle09171164039500html 6) httpwwwmarkerconsultingcomarticles1032Attracting-and-Retaining-Gen-quotYquot---the-MillennialsPage2html 7) httpwwwyoutubecomwatchv=Kv52oVIcUKk -- clip from CBS ldquo60 Minutesrdquo
8) httpwwwhreonlinecomHREstoryjspstoryId=84159035 9) Gayeski D (2005) Managing learning and communication systems as business assets UpperSaddle River NJ PearsonPrentice-Hall10) httpwwwwileycomWileyCDAWileyTitleproductCd-0470193964html11)
- Slide 1
- Slide 2
- Slide 3
- Slide 4
- Slide 5
- Slide 6
- Slide 7
- Slide 8
- Millennials are the biggest generation since the Baby Boomers
- Tips on Hiring Millennials
- Tips on Retaining Millennials
- Slide 12
- Bridging the gap
- Statistics
- Valuing Generational Differences Recognition Management Institute ndash Saunderson (2000)
- Significant attitude gaps among employees by age ( of favorable responses)
- t
- Slide 18
- Information sharing trends across generations
- Introducing a new logo
- Slide 21
- Slide 22
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- Slide 30
- Sources
-