Key Note Presentation at CCAS Symposium 20 October 2011
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Transcript of Key Note Presentation at CCAS Symposium 20 October 2011
Prof Sattar BawanyChief Learning Officer & Master Executive Coach, IPMAAdjunct Professor of Strategic Management, PGSM
CCAS REGIONAL SYMPOSIUM 19-20 OCTOBER 2011
LEADING & ENGAGING A MULTI-GENERATIONAL WORKFORCE
CCAS REGIONAL SYMPOSIUM 19-20 OCTOBER 2011
LEADING & ENGAGING A MULTI-GENERATIONAL WORKFORCE
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ARE YOU A TIGER OR A DEER?ARE YOU A TIGER OR A DEER?
Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.
Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..
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ABOUT IPMAABOUT IPMA A Global ‘Not-for-Profit’ (NPO) Member Organisation
headquartered in Kent, UK with Regional Offices in Europe, Africa, Latin America and Asia Pacific
Mission: As an International Examining, Licensing and Regulatory Membership Qualifying Professional Body to improve managerial performance at all levels
Facilitates group learning in organisational development, change management, leadership effectiveness, managerial coaching and customer service excellence for Contact Centres across various industries
IPMA Singapore is the Master Licensee for the ‘Scores on the Board™’ developed by Bill Lang International and marketed by The Human Performance Company
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AgendaAgendaGenerational Diversity in Today’s Workplace
Overview of Generational Differences:Perceived StrengthsCommon PerceptionsCommunication Across Generations
Leading and Engaging Gen Y
Recommendations on Achieving Synergy
Summary and Q & A Session
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BREAKING NEWS
The quarterly Hudson Report, which was released today, found 62% of 450 local respondents had trouble managing staff aged 30 and under, as they felt these Gen Ys have unrealistic job expectations and are too impatient.
Executives polled also believed that Gen Y employees lack loyalty, need constant attention and have little respect for authority.
Despite that, employers across all industries still realised the importance of not only retaining top Gen Y talent, but also developing them.
Gen Y: Can’t work with or without themBy: Sabrina Zolkifi, SingaporePublished: 19 October 2011, 2015hrs
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Gen Y – Y Are They Different?Gen Y – Y Are They Different?
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Changing Demographics Increasing numbers of Gen Y entering the workforce. Baby Boomers & Traditionalists are continuing to work for longer
tenures or are Re-engaged into the workforce. Key findings from survey commissioned by Tripartite Alliance for
Fair Employment Practices (TAFEP), 2010: Gen X and Gen Y make up 60% of the Singapore workforce. Means that 40% of the Singapore workforce is over 45 years of
age. Key to Business Success – Quality of Workforce in
sustaining high performance Multi-generational teams improve organizational
effectiveness and performance.
Generational Diversity in Today’s WorkforceGenerational Diversity in Today’s Workforce
Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010
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More flexible in changing demographics
Broader insight into your customer base
Wider pool of Talent
Diverse perspectives leading to stronger decision-making
Greater innovation and creativity
Meet the needs of diverse stakeholders
Benefits of Multi-Generational Work TeamsBenefits of Multi-Generational Work Teams
Multi -generational workplaces can be a source of positivechallenge, opportunity, and significant growth if managedeffectively.
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Each generation has its own characteristics; differentvalues and workplace concepts (E.g. Work-life balance,loyalty, teamwork) are understood differently.
These differences can breed misunderstanding, conflictand compromise growth.
Key is in managing these differences effectively andreducing bias.
Multi-Generational Differences –An issue?Multi-Generational Differences –An issue?
Age Conditions Experience Generational Attributes
Source: Justine James, Sally Bibb, Simon Walker, ‘Global Tells How It Is’ Summary Research Report, 2008.
10Source: The Straits Times, 8 April 2010
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Overview of Generational DifferencesOverview of Generational DifferencesTraditionalists Baby Boomers Gen X Gen Y
Career Goals
Legacy Stellar Career Portable Career Parallel Careers
Rewards Satisfaction of a Job Well Done
Money, Title, Recognition, Corner Office
Freedom Is The Ultimate Reward
Work That Has Meaning
Work-Life Balance
Support in shifting the balance
Help me balance everyone else and find meaning in myself
Give me balance NOW! Not when I’m 65
Work isn’t everything. Flexibility to balance my other activities
Job Changing
Carries a stigma
Puts you behind Is Necessary Is Expected
Training I learned the hard way, you can too!
Train them too much and they’ll leave
The more they learn, the more they’ll stay
Continuous learning is a way of life
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002.
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• Calculate Your Current (and Future) Investment in GenY.How many Gen Y employees does your organisation currently
have?What is the average compensation for Gen Y employee at your
organisation?Multiply the number of Gen Y employees x Your average
compensation.
• Can be seen as the risk your organisation takes inassuming Gen Y will meet your employment needs.
• The better managed this investment, the lower the riskand the better return for all involved.
Why The Focus on Gen Y?Why The Focus on Gen Y?
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Food For ThoughtFood For Thought• What is the average tenure for your top-performing Gen Y
employees?• What are the top three (3) reasons good employees leave
your organisation?
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Leading and Engaging Gen YLeading and Engaging Gen Y• ROI• Employee Turnover/Retention
• Employee Satisfaction/ Loyalty• Customer Satisfaction/Loyalty
• Rewards• Espirit De Corps• Flexibility
• EQ/EI Competencies• Managerial Skills• Leadership Styles
Organisational Results
Employee Engagement
Organisational Climate
Leadership Effectiveness
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Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009
Leading Gen Y Employees Leading Gen Y Employees Leadership Characteristics That Gen Y-ers Want Their Leaders To Demonstrate
Leadership Characteristics That Managers From The Other Generations Believe In Demonstrating To Gen Y-ers
1. Caring (54%) 1. Competent (54%)
2. Inspiring (45%) 2. Honest (32%)
3. Competent (44%) 3. Forward-looking (31%)*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
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Employees feel able to voice their opinions
Feeling Valued
and Involved
Employees are involved in decision -making
Employer demonstrates concern about employees’
health and well-being
Senior managers show employees
that they value them
Good suggestions are acted upon
Employees have the opportunity to
develop their jobs
Managers listen to employees
Organisation Climate: Gen Y feels Valued and Involved when they feel:Organisation Climate: Gen Y feels Valued and Involved when they feel:
18Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed, GMP & Temasek Polytechnic, 2009
Engaging Gen Y EmployeesEngaging Gen Y EmployeesTop Factors That Motivate Gen Y To Stay In Organizations
Retention Strategies Most Utilized By Organizations
1. Opportunities for Career Advancement (63%)
1. Opportunities for Career Advancement (43%)
2. Good Work-Life Harmony (41%) 2. Emphasis on Learning & Development (37%)
3. Good Relationships (40%) 3. Good Compensation (24%)*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
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• Showing Care is largely the responsibility of an employees direct Manager
• Manager’s need how to learn to be more “emotionally engaging” when leading their employees
• Employees need to feel “valued and involved” with their manager and colleagues
• Manager’s can learn this but traditionally leadership training has little impact
Emotional Engagement of Gen Y by their team leaders has significant impact
Emotional Engagement of Gen Y by their team leaders has significant impact
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AchievementDefining and
attaining goals and results
PowerInfluencing others
and having an impact
AffiliationEstablishing and
maintaining positive personal
relationships
Motives
AchievementDefining and
attaining goals and results
PowerInfluencing others
and having an impact
AffiliationEstablishing and
maintaining positive personal
relationships
Motives
Engaging Multi-Generational EmployeesEngaging Multi-Generational Employees
Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43.
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• A simple 5 part system:
Vision / Goals /Feedback / Gaps / Action
• Used by thousands of
leaders around the world
• Develops the leader
• Empowers the team
• Engages all employees, especially Gen Y’ers
TeamVISION
GOALSIN PRIORITY
AREAS
FEEDBACKTOOLS
GAPS
ACTIONPLANS
Mentors Managers on being “emotional engagineers”
Scores-on-the-Board™ Engagement SystemScores-on-the-Board™ Engagement System
Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”, John Wiley & Sons, 2009.
1. Contact Centre – 450 Seats
2. Call volumes more than doubled
3. Implement Scores on the Board (SOTB)
4. Result: •Hewitt Engagement up 44%
•Absenteeism down 60%
•Attrition by 60%
•First call resolution rate up 25%
•Cost per call down 40%
•Customer Satisfaction up 15%
•Sales up 30%
Case Study: Impact of ‘Scores-on-the Board™Case Study: Impact of ‘Scores-on-the Board™
Customer Service Excellence at Contact Centres
eliabilityssurance (Trust)esponsivenessmpathy
•R•A•R•E
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RecommendationsRecommendations• Communicate is key to inspire commitment “Opportunities for Career Advancement” and “Good Relationships”
are key factors that motivate Gen Y-ers to remain in organisations. Regular dialogue between Gen Y-er and supervisor should start
from the first day at work, as a means for supervisors to build andmaintain a good working relationship.
Engage Gen Y through Coaching Develop Coaching competency of managers to be comfortable and
confident in having conversations surrounding professionaldevelopment plans.
Encourage constant feedback and show recognition for Y-er’s work contribution
Team Work ‘Y’ Style Encourage staff gatherings, social events and ‘mixers’ with
workmates
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Conclusion – Key TakeawaysConclusion – Key Takeaways Each generation brings to the table different approaches to
- Work, Interaction, and how they view business strategies.
The end result is a greater diversity and variety ofopinions, creativity and talent.
When managed effectively, a multigenerational team canadd tremendous value to your organization.
However, as employees in the various age groups may notnaturally interact with each other, leaders may need toadopt different leadership styles and make a concertedeffort to facilitate collaboration and reduce bias.
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Video on What Makes a Great Leader?
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If you do tomorrow what you did yesterday Your Future is History……………
If you do tomorrow what we’ve covered todayYour Future is Historic!!!
Final Thoughts…Final Thoughts…
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For further dialogue, contact:Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMAAdjunct Professor of Strategic Management, PGSM
IPMA ASIA PACIFIC REGIONAL OFFICEEmail: [email protected]
LinkedIn: www.linkedin.com/in/bawanyFacebook: www.facebook.com/bawany
Question & AnswerQuestion & Answer