Engaging the Filipino Millennial

JOJO P. JAVIER, MIM, MBA

Millennial

Today’s Takeaway

Global HR Challenges, Expectations and Directions

Engagement vs Retention

The Employee Engagement Framework

Using the Framework

Conducting the Engagement Development Workshop

Attrition rates are constantly rising

Talent acquisition, training and

development costs are rising

Retention costs are rising

Tenure among Millennials is getting

shorter.

Global HR Challenges

• Pressure on HR to do more with less clearly remains high as HR leaders prepare

for budget cuts and larger staff reductions.

• Improving partnerships with internal customers.

• Finding ways to manage talent more effectively, and creating more value with the

existing workforce.

• Searching for ways to realign resources and become a better partner to the

business.

Global HR Expectations

The Hackett Group's 2014 HR Key Issues Study

• Hope to move beyond basic cost and turnover rates over the next two to three

years.

• Dramatically expand their use of these alternative metrics.

IMPACT OF

EMPLOYEE

ENGAGEMENT

ACTIVITIES

WORKFORCE

PRODUCTIVITY

HR COST PER

PROCESS

ROI OF

LEARNING and

DEVELOPMENT

Global HR Directions

The Hackett Group's 2014 HR Key Issues Study

• There's a real struggle for HR to reinvent itself, and improve the efficiency and

effectiveness of how it delivers services and information.

• HR leaders are searching for ways to realign resources and become a better partner to

the business.

• There should be a radical approach to these challenges.

IMPACT OF

EMPLOYEE

ENGAGEMENT

ACTIVITIES

WORKFORCE

PRODUCTIVITY

HR COST PER

PROCESS

ROI OF

LEARNING and

DEVELOPMENT

Global HR Directions

• Perceived low pay despite above-average salary rates.

• Insufficient fringe benefits and rewards despite above average industry standards.

• Job dissatisfaction despite the presence of retention programs ranging from the traditional to non-traditional.

Common Workplace Complaints

JOB SATISFACTION RESULTS

RETENTION PROGRAMS

Traditional Approach to Retention Programs

JOB SATISFACTION RESULTS

RETENTION PROGRAMS

MILLENNIAL PROFILE

Progressive Approach to Retention Programs

Engagement Programs

Personality Profile

Millennial Demographics

Job Satisfaction Results

Employee Engagement Framework

Know the employee.

Engagement Programs

Personality Profile




Understand the

generational cohort

behavior.

Engagement Programs

Personality Profile




Understand what is

important to them.

Engagement Programs

Personality Profile




Address what is

important to them with

programs that best suit

their personality and

behavior.

Engagement Programs

Personality Profile




Employee engagement is a relatively new concept in the field of human resources. Engagement is an individual’s involvement with, satisfaction with and enthusiasm for the work he does.

ENGAGED DISENGAGED

Think Engagement. Not Retention.

• Positive outlook despite workplace challenges• Love their jobs, believe their employer, company goals and the manner in which they

conduct their business

ENGAGED DISENGAGED

Characteristics of Engaged Employees

• Participates in training opportunities to develop personal and professional skills• Exhibit high levels of passion and creativity and focus on value creation.• It translates into greater innovation, commitment to organization, positive energy and

higher productivity.

ENGAGED DISENGAGED

Characteristics of Engaged Employees

• Lack enthusiasm over new projects and accumulating new business.• They never take responsibility for their actions or admit mistakes and even place the

blame on other team members.• They don’t go the extra mile and have a “that’s not my job” attitude.

ENGAGED DISENGAGED

Characteristics of Disengaged Employees

• Constantly complain about the work they do or even speaking ill of the company that they work for. Nothing is ever good enough for them.

• Results to deviant behavior, low productivity, job neglect and eventually contribute to attrition.

ENGAGED DISENGAGED

Characteristics of Disengaged Employees

• Keep the foxes and the chickens in one coop.• Spend the same amount of money for pay, rewards, monetary benefits and get

different results.• Failed attempts to motivate disengaged employees leaves managers puzzled and

frustrated.• Managers may give less attention to engaged individuals thinking that the attitude is

permanent.

ENGAGED DISENGAGED

What Retention Programs Actually Do

Know the Employee

Engagement Programs

Personality Profile



Know the Employee

• High: independent, imaginative, broad interests, receptive to new ideas.

• Low: conforming, practical, narrow interests, closed to new ideas.

• High: well-organized, dependable, careful, disciplined

• Low: disorganized, undependable, careless, impulsive

• High: sociable, talkative, friendly, adventurous

• Low: reclusive, quiet, aloof, cautious

• High: sympathetic, polite, good natured, soft-hearted

• Low: tough-minded, rude, irritable, ruthless

Agreeableness

• High: emotional, insecure, nervous, self-pitying

• Low: calm, secure, relaxed, self-satisfied

• High: independent, imaginative, broad interests, receptive to new ideas.

• Low: conforming, practical, narrow interests, closed to new ideas.

• High: well-organized, dependable, careful, disciplined

• Low: disorganized, undependable, careless, impulsive

• High: sociable, talkative, friendly, adventurous

• Low: reclusive, quiet, aloof, cautious

• High: sympathetic, polite, good natured, soft-hearted

• Low: tough-minded, rude, irritable, ruthless

• High: emotional, insecure, nervous, self-pitying

• Low: calm, secure, relaxed, self-satisfied

Openness Conscientiousness Extraversion

NeurotismAgreeableness

Big Five Personality

Traits

• Independent, imaginative, broad interests, receptive to new ideas.• Encourage to contribute new ideas or participate in process

improvement activities.• Tap their creativity for team activities, gatherings or events.• Consider job enrichment to provide more challenges. • Can be tapped to lead or coach others.

Openness – High Score

• May not immediately adapt to new ideas.• Have more conventional and traditional interests.• Prefer the plain, straightforward and obvious.• Shun complex, ambiguous and subtle concepts.• May be useful to validate new ideas.• Needs coaching to understand the need for change.

Openness – Low Score

• Hardworking, careful, thorough, responsible, organized and persevering.

• Preference for planned rather than spontaneous behavior. • Look forward to growth opportunities and learning.• Can be tapped to lead and coach others.

Conscientiousness – High Score

• Disorganized, unreliable, irresponsible.• Needs extensive coaching, feedback and close supervision.

Conscientiousness – Low Score

• Enjoys interacting with people, full of energy and action-oriented.• Pronounced engagement with the external world.• Prefer the plain, straightforward and obvious.• Possess high group visibility, like to talk and assert themselves.• Strong desire for praise, social recognition, status and power.• With strong coaching, may be tapped to rally changes in the

organization.

Extraversion – High Score

• Lower social engagement and may not respond well to social gatherings.

• Tend to seem quiet, low-key and deliberate.• They are not necessarily shy or depressed. • Not necessarily unfriendly or antisocial but reserved.• Can be counted upon if matched with high conscientiousness.• Need less stimulation and more time alone.

Extraversion – Low Score

• General concern for social harmony, considerate, kind, generous, trusting and trustworthy.

• Strong correlations with transformational leadership skills.• Strong relationship with team members.• Needs coaching if too much of a people pleaser.

Agreeableness – High Score

• Places self-interest above getting along with others.• Their skepticism towards others causes them to be suspicious,

unfriendly and uncooperative. • Generally unconcerned with others’ well-being.• Needs extensive coaching and mentoring.• Necessary to modify behavior.

Agreeableness – Low Score

• Emotionally reactive and vulnerable to stress.• Interprets ordinary situations as threatening and minor frustrations as

hopelessly difficult.• Neuroticism is connected to a pessimistic approach towards work and

job related anxiety. • Needs extensive coaching and mentoring.

Neuroticism – High Score

• Studies show that these negative emotions and lack of alternatives make them stick to the organization.

• Apprehensive about facing a new work environment that could provide even harsher experiences.

• Neurotics are positively related to continuance commitment.

Neuroticism – High Score

• Less easily upset and less emotionally reactive.• Calm, emotionally stable and free from persistent negative feeling• Needs coaching if matched with low conscientiousness.

Neuroticism – Low Score

Understand the Behavior

Engagement Programs

Personality Profile



Actual Distinguishing Traits:

SPECIAL. Vital full of promise.SHELTERED. Smothered by safety rules & devices.CONFIDENT. Very optimistic.ACHIEVING. Very high standards of success.PRESSURED. Feel a strong need to do well.CONVENTIONAL, rather than rebellious.TEAM-ORIENTED.

Common Myths:Unrealistically high work expectations.

CYNICAL. LAZY.Inflated sense of abilities.LACK EMOTIONAL INTELLIGENCE.

Does not handle CRITICISM well.

No work ethic.

88% of Millennials are

looking for an employer that share the same values.

51% of MILLENIALS

want feedback on job performance to be given

frequently instead of annual performance

review.

Understand the Behavior

PART I

ENTERING “Z” TERRITORY

ADEPT RESEARCHERSGen Z knows how to self-educate and find information.

33% WATCH

LESSONS ONLINE.

20% READ

TEXTBOOKS ON

TABLETS.

33% WORK

WITH CLASSMATES

ONLINE.

52% USE YOUTUBE OR SOCIAL MEDIAFOR TYPICAL RESEARCH ASSIGNMENTS.

PEOPLE-SAVVY

TECH-SAVVY

LOYAL TO THEIR EMPLOYERS

FUN-LOVING

HARD WORKING

PEOPLE-SAVVY

TECH-SAVVY

LOYAL TO THEIR EMPLOYERS

FUN-LOVING

HARD WORKING

HEY I HAVE

2,393 FACEBOOK

FRIENDS

THESE DAY

IT’S HARD

WORK JUST

TO GET A

JOB

I GUESS I DO KNOW

MY WAY AROUND A

SMARTPHONE …

REALLY?

Understand What is Important to Them

Engagement Programs

Personality Profile



Job Satisfaction Facets

• Achievement

• Recognition

• Work Itself

• Responsibility

• Advancement

• Growth

• Pay

• Company policy & administration

• Supervision

• Relationship with supervisor

• Work conditions

• Relationship with peers

• Relationship with subordinates

• Status

• Security

Job Satisfaction Facets

SATISFIED DISSATISFIED

Traditional View

Two Factor View

Satisfaction No Satisfaction

MOTIVATORS

No Dissatisfaction Dissatisfaction

HYGIENE FACTORS

Herzberg (1959) concluded that job satisfaction and dissatisfaction

were the products of two separate factors:

• Motivating factors (satisfiers)

• Hygiene factors (dissatisfiers)

Two Factor View


HYGIENE FACTORS• Hygiene factors are what causes dissatisfaction among employees in a workplace.

• Called hygiene because they can be maintained.

• To remove dissatisfaction in a work environment, these hygiene factors must be eliminated.

• Pay


• Supervision


• Work conditions



• Status

• Security

Two Factor View


HYGIENE FACTORS• Address dissatisfaction by paying reasonable wages, ensuring employees job security, and creating a positive culture in the workplace.

• Eliminating dissatisfaction is only one half of the task of the Two-Factor Theory

• Pay


• Supervision


• Work conditions



• Status

• Security

Two Factor View


HYGIENE FACTORS• Building relationships is highly important to Millennials.

• This is strengthened with the Filipino culture of “pakikisama” and strong familial ties.

• Coaching and mentoring is equally important to them.

• Pay


• Supervision


• Work conditions



• Status

• Security

Two Factor View

Satisfaction No Satisfaction

MOTIVATORS • Motivation factors are needed to motivate an employee to higher performance.

• Deliberate efforts to recognize and praise accomplishments.

• Provide enough feedback.

• Provide structured opportunities for advancement and growth like career pathing, constant learning & assessment and job enrichment.

• Achievement

• Recognition

• Work Itself

• Responsibility

• Advancement

• Growth

Two Factor View

MOTIVATION

HYGIENE

H

H

L

The ideal situation where employees are highly motivated

and have few complaints

Employees are motivated but have a lot of complaints. A situations where

the job is exciting and challenging but salaries and work conditions are

not up to par.

Employees have few complaints but are not highly motivated. The

job is viewed as a paycheck.

This is the worst situation where employees are not motivated

and have many complaints

Using the Framework

Engagement Programs

Personality Profile



Using the Framework

• Select a target group to engage.

• Establish baselines for job satisfaction, performance and other metrics

that related retention and attrition.

• Organize an engagement team composed of managers and/or

supervisors, star performers and creative individuals.

• Explain the importance and benefits of the program. Exert all efforts to

develop a strong buy-in within the group.

Preparations

Using the Framework

• Equip the team members with essential HR topics such as:

Understanding and handling different personality traits.

Understanding Millennials and their behavior.

Understanding the difference between hygiene and motivation factors.

Mentoring and coaching skills.

Behavior modification skills.

Preparations

Using the Framework

• The key to preparing engagement leaders is equipping them with skills

through formal and informal methods of learning. It’s a cycle of learning

and doing. Technology is a key driver to its success.

Preparations


Discuss the results of the Job Satisfaction Survey and the areas that

the workforce considers important to them.

Provide managers and supervisor the results of their team

member’s personality profile.

Validate the results of the employee’s personality profile with

actual observations of their behavior.

Provide additional guidance for the managers and supervisors to

properly handle specific personality profiles of their staff.

Assess the effectiveness of existing programs and its impact to

employee engagement.


Introduce innovations or changes to address concerns in the JSS. The

programs should emphasize on the following:

• Building stronger professional relationships with team members in

the manner Millennials respond to.

• Creative but cost effective ways of recognizing accomplishments

and achievements.

• Team activities that call for the active participation of its

members. The key is to draw out the best ideas from the staff

members.


Introduce innovations or changes to address concerns in the JSS. The

programs should emphasize on the following:

• Team activities that provide a strong sense of accomplishment on

the part of the workforce.

• A stronger and continuous mechanism that provides immediate

feedback on performance and behavior.


• The key to an effective workshop is to think engagement not

retention.

• The end-result of these efforts is to produce:

Engaged employees

Leaders that motivate people to manage metrics.

“When people are financially invested, they want a

return. When people are emotionally invested, they

want to contribute.”

Simon SinekAuthor

“Start With Why”

ENGAGING THE FILIPINO MILLENNIAL

JOJO P. JAVIER MIM, MBAManaging Director

Engaging the Filipino Millennial

Business

Transcript of Engaging the Filipino Millennial