Engagement through emotional connection: Powerful Approaches to Engaging Next Gen Workers

Engagement Through Emotional Connection

POWERFUL APPROACHES TO ENGAGING NEXT GEN WORKERS

Gen Ys are looking for extreme engagement

Align HR practices with marketing

self-identity

loyalty

discretionary effort extreme engagementcommitmentmotivationperformanceintrinsicfloweffortpassionloyaltyidentityself-actualization

I would submit that this definition of engagement carries even greater relevance to the millennial generation well come back to this.

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self-identity

loyalty

discretionary effort extreme engagementcommitmentmotivationperformanceintrinsicfloweffortpassionloyaltyidentifyself-actualization

self-identity x loyalty x discretionary effort = extreme engagement

I would submit that this definition of engagement carries even greater relevance to the millennial generation well come back to this.

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Why Care?

INTRINSIC MOTIVATION

Intrinsic motivationMORE CREATIVEMORE MOTIVATEDBETTER PERFORMANCERETENTIONGREATER ATTRACTION

Intrinsic motivation engaged in work for its own sake (fun, interesting, captivating, enjoyable) rather than in order to receive some external reward or avoid some external punishment.

This applies to all people. Generationally however, millennials expect these areas as part of the employment value proposition. Boomers, perhaps hygiene factors were expected and were the focus of employment pursuit. Gen Y, emphasis is on intrinsic first.This is Adams proposition based on my review of the literature and experience at Marriott.

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Maslow's hierarchy of needs

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Self-actualization, esteem, &social

Speaking points:Yes I went back to Maslow. Admit it, one of the only theories you can recall verbatim from higher education school. It stands up to the test of time .Look we as HR professionals have to make sure the lower order needs are met before we can even talk about engagement. These are the hygiene factors that prevent dissatisfaction, but not engagement. And as a discipline, the field of HR has really done a great job over the last 50 years to get this right hence the diminishing influence of labor unions. But I would submit that while we have done a good on the higher order needs as well through training and career development programs, we still have a lot opportunity in the area of engagement - particularly with the millennial workforce.

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Proposition 1

GEN Y IS LOOKING FOR EXTREME ENGAGEMENT

Challenge: People are more motivated when they pursue goals that have personal meaning, that relate to their self-esteem, when performance feedback is available, and when attaining the goal is possible but not necessarily certain.Curiosity: Internal motivation is increased when something in the physical environment grabs the individual's attention (sensory curiosity) and when something about the activity stimulates the person to want to learn more (cognitive curiosity).Control: People want control over themselves and their environments and want to determine what they pursue.Cooperation and Competition: Intrinsic motivation can be increased in situations where people gain satisfaction from helping others and also in cases where they are able to compare their own performance favorably to that of others.Recognition: People enjoy having their accomplishment recognized by others, which can increase internal motivation.

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challenge

curiosity

control

cooperation

recognition

Who are the Millennials?

MILLENNIALS EXPECT AND PUT GREATER WEIGHT ON INTRINSIC MOTIVATION

This applies to all people. Generationally however, millennials expect these areas as part of the employment value proposition. Boomers, perhaps hygiene factors were expected and were the focus of employment pursuit. Gen Y, emphasis is on intrinsic first.This is Adams proposition based on my review of the literature and experience at Marriott.

Give Gen Y guy example of the 18 year old birthday and parental differences between Boomers as parents and when they turned 18 (get a job versus, you can live here and/or we will pay your rent as long as you go to college). Boomers needed to focus on hygiene factors didnt come as easy. Gen Y, kind of an after thought, so more focused on intrinsic factors.

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Digital nativesDesign matters Quick and supportive learningWant to make a differenceAuthentic connection (community)Expression of identity

Speaker NotesDigital natives, grew up in the internet age and are fluent and dependent on technology fluidity in their lives; expect brands to follow suit and interact with then via technology (whether via eCommerce or marketing). Better be marketing to them via the interne. tDigital isnt just about bringing the offline online, its about creating new spaces and behaviors to create, play, share and consume

Interesting (design) is at least if not more important function (apple generation Steve taught us a lot didnt he)They want to learn in fast, sensory, in both interactive and self-directed ways that are clearly relevant to career growth. Ongoing feedback is vital. Not monologue from a professor, but a dialogue and guided self-exploration.Like making a differenceCommunity, authentic connectionExpression of identity is paramount through varying degrees of what they have accumulated in life (material or experiential) and meaning (aligned to what they want to be an entrepreneur, an environmental list, an artist, whatever)

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Proposition 2

AUGMENT YOUR HRPRACTICES BY PARTNERINGWITH MARKETING

Speaker NotesSo if we want to attract and develop Gen Ys, better apply digital access and communication, with a design and community focus, create meaning a sense they can contribute, influence, and make a difference in the world, AND must importantly provide a place that allows for development and expression of identity.This is about a deeper emotional connection. And if we can tap into that extreme engagement!I want to play an employment video I think does all of this very well. Youve probably seen this.

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HR is Marketing

At least in should be in part. For extreme engagement, at a deep emotional level, we need to communicate like good marketers do and develop and an employment experience and vision that taps into the expression of identity. Lets look at extreme engagement on the consumer side to make the point.20

Truly successful brands haveobsessed consumers.

Truly Successful Lifestyle Brands have obsessed consumers... Wouldnt you agree? 21

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I am sure you have all heard about super-obsessed apple fans waiting in line for days and nights in order to get their hands on the latest iPhone.23

Or how about the consumers that go as far as tattooing your brand name on their back?

Can you think of any organizations in which the members might do this to. Sports teams, colleges, fraternities. 24

THE RECIPE IS SIMPLE

Virgin positions itself as a contemporary lifestyle brand with:

Unique brand identity, marketing, and communication

Experiential spaces and products

Passionate management and employees who are committed to the brand culture and values

Whats even more compelling is how the truly progressive brands get this on both the consumer and employee side of the equation.25

obsessed consumers = extreme engagement

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HR + Marketing

HR + MARKETINGDRIVESCONSUMER EXPERIENCE

Speaker NotesStatement may not be accurate for all businesses, but I would submit it is in the hospitality sector.

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TalentCustomerSkills ProductEmotionally ConnectEmotionally ConnectIDENTIFYloyalty

DEVELOP

ENGAGEMARKETINGHR

HR + MARKETINGDRIVESCONSUMER EXPERIENCE

I-D-E model (start applying marketing principles to the IDE model!Two powerful forces (HR and Marketing) working together to create compelling consumer experiences.And, they feed off each other.The stronger and more clear the brand vision is the easier it is for our associates to live and to share with our guests. The stronger the talent and greater they fit the brand, the more effectively they can deliver the promise to consumers.Consumers enjoy the experience and build greater positive and public awareness of the brandGreat brands attract great talent

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New Approach

START APPROACHING HR WITH A MARKETING LENS THROUGH ALL ASPECTS OF THE TALENT LIFECYCLE

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TalentCustomerSkills ProductEmotionally ConnectEmotionally ConnectIDENTIFYloyalty

DEVELOP

ENGAGEMARKETINGHR

HR + MARKETINGDRIVESCONSUMER EXPERIENCE

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THE GUESTDISCOVERERSTheir mission is to take it all in. They view travel as anopportunity to discover something interesting and wonderfully new.

WHY THEY CHOOSERENAISSANCEWe provide unique, local experiences.Each Renaissance embraces the locale and carries the assurance of a global brand. This is what attracts them, turning travel into safe adventure.

BRAND BELIEFRenaissance believes thatno matter where or why you traveltheres always something wonderfully new to be found.

CORE VALUESIntriguingIndigenousIndependent

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IDENTIFY

DEVELOP

38Facilitator Note: Click to advance the Guest Question Cards on the right.

ENGAGE

Social &Collaborative Learning

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Conclusion: Apply Marketing Lens to HR Practices

CREATES POWERFUL CONSUMER BRANDSATRACT NEXT GEN TALENTREINFORCES POWERFUL BRAND

Speaker NotesWhich creates powerful consumer brands. Which attract next gen talent. Which reinforces powerful brand.43

q&a

Speaker NotesWhich creates powerful consumer brands. Which attract next gen talent. Which reinforces powerful brand.44