Supporting Sustainable Engagement with the Millenial Generation
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Transcript of Supporting Sustainable Engagement with the Millenial Generation
| © Copyright 2013 Hitachi Consulting1
Supporting Sustainable Engagement
from the Millenial GenerationThe impact of Generation X,Y,Z and Human Resources Systems
It was ever thus..
“Our youth now love luxury.
They have bad manners, contempt for authority;
they show disrespect for their elders and love
chatter in place of exercise;
they no longer rise when elders enter the room;
they contradict their parents, chatter before
company;
gobble up their food and tyrannize their teachers.”
Socrates
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Baby
Boomers
Generation
X
Generation
Y
Generation
Z?
The ‘Silent
Majority’
Different Generations – at different times
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
600,000
650,000
700,000
750,000
800,000
850,000
900,000
950,000
1,000,000
1,050,000
1940 1950 1960 1970 1980 1990 2000 2010
UK Live Births USA Live Births USA Live
Births
UK Live
Births
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Work Ethic
and Values
Leadership
Style
Interactive
Style
Comms
Feedback
and
Rewards
Messages
that
motivate
Based on: Greg Hammil, Mixing and Managing four generations of Employees,
http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
Different Generations
Veterans
(~1920-1950)
Hard Work
Respect Authority
Sacrifice
Duty before Fun
Directive
Command & Control
Individual
Formal Memo
No news is good
news
Your experience is
respective
Baby Boomer
(~1950-1965)
Workaholics
Work Efficiently
Crusading Causes
Personal Fulfilment
Consensual
Collegial
Team
In Person
Money
Title
You are valued
You are Needed
Gen X
(1965-1980)
Eliminate the Task
Self-Reliance
Structure
Sceptical
Non-Hierarchical
Always Challenge
Entrepreneur
Direct
immediate
Freedom
Do it your way
Gen Y
(~1980-2000)
Multi-task
Tolerant
‘Instant’
Unknown
Participative
Social Media
Instant reward
Meaningful work
You’re working
with bright
creative people
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How can Generation Y connect with our businesses?
Always Connected
Instant & Social
Portfolio Careers
Educated and
Learning
Seeks Variety
Contribute & Valued
But : Where’s the jobs. Jaded . Too Confident? Won’t do the boring stuff
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“I want the same immediate service
in HR that I get from my online apps”
“I want my roster when I need it”
“I want to be involved – I want to
know where I fit”
“I want to craft my career – what are
my opportunities”
“I want to work for a bigger cause”
“I want to learn – and to sell myself”
“I want to know how I am doing”
“I want to be important to you”
So what are you going to do about it?
Retail Example
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What impact does this have on HR?
1. Recruiting to Hiring
2. On-boarding
3. Learning and Dev.
4. Rewards, Comp. &
Ben.
5. Talent Managem
ent
6. Role / Life
Changes
7. Leaving
HR
Systems
Do you have the right strategies for each
generation?
Are you using the right HR levers & tools for
each generation?
Do the systems support you in that engagement
and flexibility?
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• Online - HR Systems Always
Available
• Personalised – employees get
relevant information
• Multi device
• Collaborative
• Navigate through networks
What could this look like?
Core HR + Cloud Components or Total Cloud Solution
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• Link to the organisation
objectives
• Immediate feedback –
developing a portfolio of
recommendations
• “Like” as an element of
reward
• Control your company
profile – develop your
presence
What could this look like?
Engagement
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• Managers have accurate,
relevant information
delivered to them
• HR Professionals have the
right tools for the job
• Less time spent on
administrative tasks and
report collation – more time
to use key skills
What could this look like?
HR Professionals and Managers
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Impact of Higher Employee Engagement
+19%
Operating Income
+28%
Earnings per share
Source: Towers Watson’s 2007–08 Global Workforce study,
Better Mental &
Physical Health
x2.5
Revenue Growth(compared to lowest
Quartile)
Source: Hay Group (Werhane and
Royal 2009)
Lower Absence
Rates
Lower intent to
leave company
Sources: Schaufeli and Salanova 2007
Schaufeli and Bakker 2004,
Schaufeli et al 2008, 2009a,
Higher Company
CommitmentEmployee
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References and other Information Sources
• CIPD & Penna: Four Generations at Work, 2008
• http://www.cipd.co.uk/hr-resources/survey-reports/how-four-generations-work.aspx
• Greg Hammil, Mixing and Managing four generations of Employees, http://www.fdu.edu/newspubs/magazine/05ws/generations.htm
• Karp, Hank; Fuller, Connie; Sirias, Danilo. Bridging the Boomer Xer Gap: Creating Authentic Teams for High Performance at Work. Palo Alto, Calif.: Davies-Black Publishing, 2002.
• Kersten, Denise. “Today’s Generations Face New Communications Gap,” USA Today, November 15, 2002.
• Lancaster, Lynne C.; Stillman, David. When Generations Collide: Who They Are, Why They Clash, How to Solve the Generational Puzzle at Work. HarperCollins Publishers Inc., 2002.
• Sago, Brad. “Uncommon Threads: Mending the Generation Gap at Work,” Executive Update, July 2000.
• Walston, Sandra Ford. Distinguishing Communication Approaches Across Generations, 1999 (online publication), http://www.walstoncourage.com/pages/articles/generation.htm.
• Zemke, Ron; Raines, Claire; Filipczak, Bob. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York, N.Y.: American Management Association, 2000.
• Ernst & Young, EY study on generational shifts in the US workplace http://www.ey.com/US/en/Issues/Talent-management/Talent-Survey-The-generational-management-shift
• Josh Bersin, http://www.forbes.com/sites/joshbersin/2013/09/12/millenials-will-soon-rule-the-world-but-how-will-they-lead/ (Deloitte Survey in India)