cracking gen y's engagement code during the performance review

8/13/2019 Cracking Gen Y's Engagement Code During the Performance Review

1/20

1 This is a w hite paper on Cracking Gen Ys Engagement Code during the Performance Review .

by GAIA Insights 2014, v1.14. A ll Rights reserv ed. w w w .cracking-the-engagement-code.co m

CRACKING GENERATIONYs ENGAGEMENT CODE

DURING THE PERFORMANCE REVIEW
http://www.cracking-the-engagement-code.com/http://www.cracking-the-engagement-code.com/


2/20



CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

INTRODUCTION

In the world of organizational life, theres no single discussion that causes so much

fear and dread on the bosss side and so much anger and resentment on the direct

reports side than the performance review a Forbes article states, listing the 10

Biggest Mistakes Bosses Make In Performance Reviews. The Wall Street Journal

goes as far as asking organizations to Get Rid of the Performance Review! because

it destroys morale, kills teamwork and hurts the bottom line. Really? And even

worse, if they already knew that back in 2008 (when the article was published) why

are performance reviews still a common practice?

Maybe they are because this process is a relic from a time when Baby Boomer

managers desperately tried to motivate a couldnt -care-less Generation X to perform

in exchange for rewards and the prospect of a bonus. The ever-skeptical Xers in

need of proof for how performance would be measured were probably delighted at

the time to follow a structured and rigorous process to earn their recognition once a

year and otherwise be left alone to autonomy. Even though they are amongst the

critics complaining about the annual review these days, it must have worked at least

for some time because otherwise there is no reason why the process would have

stuck around for as long as it has. Well, lets face it, the tides have turned and this

practice has run its course. Gene ration Y wont be satisfied with an annual review

anymore. Their thirst for continuous feedback, social appraisal and instant

recognition will sooner or later drive a very different model. Then again, were not

quite there yet, so what can supervisors and people managers do in the meantime?
http://www.cracking-the-engagement-code.com/http://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/http://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/http://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/http://online.wsj.com/article/SB122426318874844933.htmlhttp://online.wsj.com/article/SB122426318874844933.htmlhttp://online.wsj.com/article/SB122426318874844933.htmlhttp://online.wsj.com/article/SB122426318874844933.htmlhttp://www.forbes.com/sites/ericjackson/2012/01/09/ten-reasons-performance-reviews-are-done-terribly/http://www.cracking-the-engagement-code.com/


3/20



CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

GAIA Insights founder and Chief Engagement

Officer Martina Mangelsdorf comes up with a

surprising idea: Why not turn a dreaded and

outdated practice into a timely tool thats useful, relevant AND helps resolve a coupl e

of your most pressing business issues? Were talking employee engagement and

talent retention and we know that many organizations struggle in these areas,

especially when it comes to corporate Gen Y populations. Keeping your talent

engaged and motivated is pure money in your budget because replacing even a

junior associate who walks out on you can easily cost you 150% of their annual

salary! Let alone the hassle of finding, interviewing and onboarding new talent...

Whether your company has a full-fledged arsenal of performance review guidelines

and templates at your disposal that may or may not fulfill their purpose, or whether

youre left pretty empty -handed during this period of the year, we are going to share

with you a whole bunch of ideas how to leverage your year-end performance review

process to foster engagement and prevent unnecessary turnover.

Note that none of this is rocket science and these tips may well improve your

performance reviews with any associate, not just Generation Y. However, younger

employees will be especially receptive to these behaviors as they were specifically

designed with the motives in mind that drive Generation Y.

Read on!


4/20



CRACKING GENERATION Y s ENGAGEMENT CODEDURING THE PERFORMANCE REVIEW

Whats it all about?

Your ChallengeLargely comprising of individuals born between 1980 and 1995, Generation Yrepresents an increasing share of the global workforce some forecasts project asmuch as 75% by 2025. Yet, many people managers fail to engage Gen Y becausethey do not understand them. Instead, they find that traditional mechanisms do nolonger work to motivate, reward, develop and retain the younger workforce.Consequently, managers and HR professionals tend to feel overwhelmed andwonder how to create an employer value proposition that resonates with GenerationY talent.

Our SolutionIn order to alleviate the pain, we came up with a model that explains how to crackGen Y's engagement code and to keep them engaged, both short- and long-term.Based on our in-depth experience working with corporate talent over many years,based on extensive research by various sources and first-hand input from Gen Ytalent, we came up with 9 key elements that can make or break employeeengagement. While these factors might well be the same for all generations in theworkplace, the way how we leverage them can trigger different levels of engagement.

The ModelThe DNA of Gen Y engagement consists of 9 elements: the environment, leadership,communication, recognition, development, balance, contribution, relationships, andpurpose. Each of these elements incorporates a number of factors that managerscan influence in order to boost engagement. Some of the 9 elements are moredetermined by the organization, others by the individual. Taken together, theyproduce organizational performance and personal fulfilment. True engagementhappens when performance meets fulfilment.


5/20



Enhancing Your Leadership DNARather than trying to slam this model on top of the many corporate policies andguidelines that already exist in the workplace, we like to think of it as being integratedin existing processes in a way that allows business leaders to stay compliant withtheir organizational requirements while at the same time fine-tuning their behaviors tobecome more effective managers. It typically starts with a mindset shift and a bit ofpractice until deciphering Gen Y's engagement code and catering to it becomes partof your leadership DNA.

Leveraging the Performance ReviewLooking at the annual employee cycle, the performance review is a great startingpoint; not only because it can boost Gen Y engagement (if done right!) but alsobecause it has a direct impact on employee commitment and retention - both areasthat many managers struggle with Generation Y. Wouldnt it be great if you couldcrack the code of the Gen Y engagement enigma and use the year-end review toyour advantage? Read on to learn how.


6/20



CRACKING GENERATION Y s ENGAGEMENT CODEDURING THE PERFORMANCE REVIEW

CONTENT

1. Environment

2. Leadership

3. Communication

4. Recognition

5. Development

6. Balance

7. Contribution

8. Relationships

9. Purpose


7/20



1. Environment! Tools + time + space = comfort zone

1) Help them understand the process, tools and available resources.

Prior to the actual meeting, ensure that your Gen Y employees know about and understandthe existing performance review process in your organization. Do not assume that they know!Gen Y tends to need a little handholding when it comes to practicalities. Direct them to anyavailable tools or templates that your company provides on the intranet or via your HR

department. Touch on the subject early enough for your associates to familiarize themselveswith the process and tools before the review session. If you do not have time to personallyintroduce them to the resources at hand, pair them up with a more experienced teammember for peer coaching or refer them to HR for support.

2) Reserve a neutral space and enough time.

Rather than holding the meeting in your office, choose a more neutral space for the session.It should be a quiet p lace that ensures confidentiality and privacy but doesnt necessarily putyour reports in a psychological disadvantage by making them feel that you own the space,so you own the conversation. Also, ensure that you schedule at least 60 minutes for thereview meeting ideally with a little leeway afterwards. The invitation to the session should

come from you and leave your associate enough time to prepare. In the beginning of theconversation, agree that both of you will disconnect your mobile devices (or not even bringthem in the first place), so you can focus your attention on each other and on the purpose ofthe meeting.

3) Create a comfort zone.

Going beyond neutral, the environment in which you hold the meeting should actually makeyour Gen Y associates comfortable. Similarly to their informal communication style, theirpreference for a comfy feel-good atmosphere at work does not mean that they are lessserious or less professional. However, they grew up learning to love environments they canassociate with this kind of Starbucks -feeling of warmth, coziness and hanging out with

friends. Granted, a performance review is not quite the same thing but if you manage tocreate a comfort zone, your Gen Y associates will have an easier time opening up during themeeting, they can relax and feel safer in a context that potentially generates quite a bit ofdiscomfort. You can achieve this by something as simple as offering coffee, tea or bringingsome treats.

Considering the impact that the environment has on a performance review, taking it intoaccount seems kind of obvious and yet, this aspect is often neglected.
http://www.cracking-the-engagement-code.com/http://www.gaia-insights.com/index.php?seite=17.&action=36.october-29th-2013-%96-engaging-generation-y-during-the-annual-performance-review-communication-2http://www.gaia-insights.com/index.php?seite=17.&action=36.october-29th-2013-%96-engaging-generation-y-during-the-annual-performance-review-communication-2http://www.cracking-the-engagement-code.com/


8/20



2. Leadership! Presence, dialogue and transparency

1) Be present.

Stay focused, no matter if your conversation is being held face-to-face, by phone orvirtually especially then! Show your associates the courtesy of undivided attention.Divert your phone to voicemail, ban your emails from distracting you and ensure notto be disturbed by others. This is quality time that you are investing in the relationshipbetween you as a leader and your direct reports. This conversation is being held foryour associates, not for you, not for your boss, not for the company. Your presence isan expression of appreciation and respect and will show your Gen Y talent that youcare. There is no better retention tool than that.

2) Encourage dialogue.

As a leader, sometimes your role is to step back and leave the stage to someoneelse. This is such a time because this meeting is your associates moment to shine.They are eager to talk about their achievements, so give them permission to do that.Invite them to lead the conversation and to take you through their self-assessment.Listen actively and do not push the conversation in a certain direction unless youabsolutely have to. Then provide your perspective, be open to discuss differentviewpoints and engage in a true dialogue that transcends hierarchy. Generation Ylikes to be treated at eye level. Allow it to happen.

3) Be transparent.

Say things as they are when you review achievements and performance. Set anexample by being courageous and candid if you have to give negative feedback orexplain a lower rating than the associate had expected. Be clear in what they shouldhave done differently and where their self-assessment deviates from your opinion.More importantly, explain how they can do better and assure them that you will bethere every step of the way to help them perform at their best next year. The fact thatyou can provide detailed feedback shows that you care. Knowing that their efforts arebeing noticed will motivate them to go the extra mile.

As a people manager, the annual performance review is an excellent opportunity toconnect with your associates, to solidify your relationship and to show realleadership. Remember, relationships are extremely important to Generation Y andthey will appreciate this 1:1 time with you.


9/20



3. Communication! Open, informal and possibly virtual

1) Listen actively.

There is a reason human beings were given one mouth and two ears use themproportionally! And while this is certainly good advice to be followed in general, keepin mind that Generation Y was raised on participation and contribution. From a veryearly age, they were encouraged to raise their voice, to express themselves and tochime in. For them, being appreciated means being heard. At work, this is nodifferent. During your year-end review, invite Gen Yers to articulate their self-perception, ask them what they think of the feedback they receive from you or howthey would reflect on certain situations in hindsight. Talk less and listen more.

2) Communicate more informally.

While you may find status, hierarchy and formal etiquette to be an integral part ofbusiness, which is also reflected in your communication style, accept the fact thatGeneration Y prefers to communicate differently. They tend to be much more open,direct and less formal than you might expect. Gen Y didnt grow up with a lot ofhierarchical boundaries around them, instead they are used to treatment at eye level.Just because their communication style tends to be more informal, however, does ntmean that they respect you less or that they are less competent. Communicatingmore informally can significantly solidify your relationship with Gen Y associates.

3) Embrace virtual technology.

In our globally connected world, full of complex matrix organizations andgeographically spread teams, a lot of managers have associates reporting to themremotely. If this is true for you and you cannot schedule face-to-face meetings withyour direct reports, you will have to rely on technology. Luckily, nowadays, there arecountless services available that enable virtual meetings which are far more impactfulthan a phone call. At least, aim for a video call that also allows you to see a visual.Do not shy away from leveraging the benefits of technology chances are a virtualvideo chat is far less awkward for your Gen Y colleagues than it is for you!Cyberspace is their natural habitat and this is a great example where you shouldutilize social media to increase productivity in pursuit of a clear business objective.

There is a lot more that could be said about communication with Generation Y but ifyou manage to apply these few recommendations, you will already see an impact.


10/20



4. Recognition! Money, feedback and personalized rewards

1) Dont rely on monetary rewards. (But dont ignore them either.)

You may work for the money - Gen Y works for a lot more. Once their basic financialneeds are met, Gen Yers do not necessarily aim to reap more monetary rewards. Forthem, pay is more like a hygiene factor than a true motivator. If your company offersvariable incentives like annual bonus payments, of course they will be welcome butdo not expect them to motivate your Gen Y employees in the long term. Shareoptions with a vesting period of several years for example d ont mean much to ageneration that rather measures time in iPhone releases and can barely foresee whattheir life will look like in a few months, let alone their career in a few years. Money isan important lifestyle enabler for Generation Y but do not solely rely on it byoveremphasizing financial incentives during your review conversation.

2) Provide candid feedback.

While acknowledging positive behavior is easy and certainly an engagement driver,giving negative feedback requires courage and empathy. Still, you can use it to youradvantage. Be clear, provide detailed examples but also be gentle and make surethat your feedback is constructive. Gen Yers are not used to being criticized, so dontbe surprised if they react in a sensitive manner. Do not engage in any defensiveapologies; instead reassure them that you are giving them this feedback becauseyou believe in them and that they can do better. If you have done your job as amanager properly, none of your comments should come as a surprise anywaybecause, ideally, you have given them continuous feedback throughout the year.Now is the time to encourage them, to offer your support and to articulateexpectations. Also spell out the obvious and dont assume they know better,because often they dont! Feedback is a form of recognition that should not beunderestimated. For Gen Y, feedback is an elixir because it is about THEM and putsthem in the center of your attention something they are used to since childhoodwhen attention was an expression of th eir parents affection.

3) Be creative in giving recognition.

Generation Y is motivated by recognition that goes far beyond standardcompensation and benefits. Some employers pride themselves in offering what theycall a total rewards package. Well, in fact, Gen Yers are looking for a total lifepackage as work and life blends into one for them.


11/20



In addition to traditional recognition elements, they value hours and dress codeflexibility, fitness or health awareness programs, technical gadgets, and even theability to listen to their iPods while working. Rather than waiting for the annual bonuscycle to come around, think about whether you can present your associates withdifferent types of recognition, like on-the-spot awards that could be monetary or in theform of vouchers supporting their lifestyle. Other types of recognition includeeducational reimbursement, training programs or additional on-the-jobresponsibilities. So before you go into the performance review with your associates,think about them individually, think what you know about them, their motivationaldrivers and their lifestyle. How could you express your appreciation for their effortsand surprise them with a token of personalized recognition that is meaningful forthem?

Recognition is a topic many people naturally connect with rewarding performance.Having been raised on appraisal and gratification, however, Gen Yers tend to haveslightly different expectations than other generations when it comes toacknowledging performance. For example, while most employers give recognition inexchange for delivering results, Generation Y tends to expect recognition for theeffort made a subtle but significant difference. While recognition seems so straightforward, keep in mind that it can mean many different things to different people.Making the effort to simply ask your Gen Y talent what kind of recognition wouldmotivate them and then implement some of it, might yield some surprising insights foryou and is a guaranteed engagement booster with Generation Y.

5. Development! Coach for growth and walk the talk

1) Coach, dont lecture.

Take the opportunity to turn the review meeting into a coaching conversation. Whenyou get started, establish the goals of your session and then let your Gen Yassociates do most of the talking. For example, instead of simply telling them howthey were doing, ask them for their self-assessment. Listen actively and take yourown ego out of the equation. Ask probing questions for reality-checks and challengeassumptions but avoid problem-solving at this stage. Of course, at some point in theconversation you will have to provide your perspective on the associatesperformance and thats when you drop out of your coaching role. But even when youdiscuss obstacles that prevented your reports from performing at their best, resistlecturing them on what they should have done. Help them draw their own conclusionsby asking open questions and only offer suggestions if theyre stuck. Generation Y isvery receptive to coaching and will appreciate this opportunity to learn from you.


12/20



2) Identify areas for growth.

We want to be careful not to confuse the performance review with a developmentdiscussion, so do not make this the ultimate goal or main focus of your meeting.However, when you are discussing which goals and KPIs were achieved and whichones not, it is likely that the conversation reveals certain skill gaps or developmentneeds for competencies that would have helped your associates meet theirobjectives. Point these out in the discussion and ask your reports for their thoughts.Make sure that you stay focused on what should be improved, not how this can beachieved. Explain that you will cover this in more depth during your developmentdiscussion but simply by weaving development needs in the conversation you showGeneration Y that you care for their longer-term personal and professional growth.This in turn will boost their engagement.

3) Role model desired behaviors.

This is as straight forward as it is challenging. Your organization probably has somesort of behavioral standards or corporate values that all employees are asked torespect and follow. Most of the time, these are just a bunch of words on a PowerPointslide or a poster somewhere on the wall but they mean absolutely nothing whentheyre not lived. It is your responsibility as a leader to walk the ta lk and the annualperformance review is a wonderful opportunity to practice this. Eventually, some ofyour associates may grow into future leaders and they will have to conductperformance reviews themselves. No training, tools or templates could ever preparethem in the same way than learning from an extraordinary experience. Present themwith that experience and be the role model that Gen Y wants to follow.

A performance review is not the same as a development discussion and we stronglyrecommend keeping these two distinctly separate from each other. However, even aclassic performance review has certain developing aspects and can be leveraged toengage Gen Y by catering to their desire to grow. Development is a critical element inthe Gen Y engagement DNA.

What do you expect from corporate leadership in todays business world ?

To strive for social responsibilities and not only for profit making.Lisa Mangelsdorf, Australia

Transparency in decision making is important, also knowing their people, gettinginvolved and the ability to inspire.Sopha-Mith Kong, Japan

I expect a leadership culture that understands the world is changingand we need to shift from the old-fashioned hierarchical models

to the creative technological new ways of doing business. Alexandra Baiz, Venezuela


13/20



6. Balance! Balance is key in many areas

1) Guidance versus Freedom

As a leader, when you conduct a performance review meeting, be cautious to displaya healthy balance between guidance and freedom during the conversation. On theone hand, you want to guide your associates through the corporate process, ask theright questions, and certainly articulate your own manager assessment of theirperformance. On the other hand, you have to allow your Gen Y associates anappropriate amount of freedom to be proactive in the process, to draw their ownconclusions and to explain their perspective of accomplishments and failures. Theyear-end performance review is a brilliant learning opportunity to flex theiraccountability muscle. Help your Gen Y associates by ensuring the appropriatebalance between guidance and freedom.

2) Support versus Candor

In order to solidify your relationship with Gen Y associates, a reasonable balancebetween support and candor works wonders. Relationships are an important Gen Yengagement driver. Therefore, it is imperative that your Gen Yers feel supported byyou. They need to know that you back them up, that they can rely on you and thatyou truly care for them and their career. At the same time, the workplace is no fairyland and it is your role as a manager to be candid and to speak up when somethingisnt right. You need to give constructive feedback and be transparent during theperformance review because this is the only way you can help your talent excel andbecome even better. Finding the right balance between support and candor is achallenge, also because it is impacted by the associates individual style preferencesas some people require more support than others. In other words, you do not have tofind only your balance but theirs as well.

3) Consistency versus Flexibility

When it comes to applying methods and procedures, there is a need to balancebetween consistency and flexibility. The performance review process is no exception.It is your responsibility as a manager to be consistent in your approach, not onlyconsistent with corporate guidelines, but also consistent across the differentindividuals who may report to you. Consistency is paramount to make the entireprocess credible and effective across the organization. On the other hand, you haveto make a judgment call when to allow flexibility and to what extent.

For example, how much are you going to stick to KPIs that were agreed severalmonths ago if the context and business environment have changed significantly?


14/20



Can you come up with more appropriate performance measures instead? Applying ameaningful balance between consistency and flexibility will help drive Gen Yengagement because they appreciate fairness but also value freedom.

These tips work with any generation except that the balance required for optimalperformance might be tilted slightly differently. Make sure that the balance youchoose with your Gen Y employees also reflects their preferences, not only yours.

7. Contribution! Bigger picture, opportunities and diversity

1) Explain the bigger picture.

Generation Y is motivated by the idea to contribute and participate. They have beenraised by their parents to believe that they can make a difference, that their input isimportant and that their voice will be heard. However, they need to know what it isthey are contributing to. Rather than simply addressing and discussing isolated tasksand objectives during your review meeting, explain how their KPIs fit into the overall

strategy of the department and the entire company. It will motivate Gen Y if theyunderstand how their personal efforts influence the achievement of the companysmission and they are more likely to go the extra mile when they feel truly involved. Donot assume that they get this by themse lves, instead help them see theircontributions impact on the ultimate outcome.

2) Identify opportunities to contribute.

While we do not want to confuse the performance review at the end of the year withthe objective setting in the beginning of a new cycle, the year-end review alreadybears opportunities to identify where your Gen Y associates could get involved in

projects beyond their actual job description. When you are discussing which goalsand KPIs were achieved and which ones not, it is likely that the conversations revealscertain areas that your employees are interested in. Ask them for the activities theywould like to learn more about and keep in mind that Gen Y has the tendency to getbored quickly. They look for advancement in terms of expanded responsibilities,special projects and leadership assignments, so take the opportunity and touch onthis in your performance review.

Explain that you will cover it in more depth during your objective setting anddevelopment discussions but by asking them how they wish to contribute in thefuture, you are showing your Generation Y talent that you acknowledge their desireto participate and that you value their contribution going forward.


15/20


16/20



Gen Y is motivated by collaboration and affiliation; they enjoy networking and arevery receptive to relationship-based learning. In other words, use this opportunity toget some hints on whom you may want to put your Gen Y talents in touch with inorder to set up (in)formal mentoring, peer coaching, or stakeholder relations.Introduce them to the idea and offer your support in facilitating connections to keycontacts then do it as part of your follow-up. Your Gen Y associates will highlyappreciate that.

3) Ask THEM for feedback.

One way to acknowledge Gen Ys desire to build meaningful relationships in theworkplace, also touching on their engagement driver of contribution, is to ask themfor feedback: Feedback on what you as the leader could do differently to help themperform better and what you should possibly change to support a better team spirit.For example, ask them what kind of team activities (meetings, offsite events, socialinteractions after work, etc.) should be done more or less of to improve relationshipsamongst team members. Ask which relationships have been difficult for your Gen Yassociates throughout the year, ei ther within the team or with external stakeholders.Then coach them to come up with ideas on how that relation can be improved. Insevere cases, offer your support and follow up on it. It requires sensitivity andempathy to detect any hidden or simmering interpersonal conflicts but do not missthe opportunity during the performance review to prevent them from escalating anddriving your Gen Y associates to leave.

Generation Y thrives on human connections and interpersonal relationships, be itvirtual or in real life. Relationships are key to Gen Y retention a fact that is oftenunderestimated, especially by managers who have learned to compromise on gettingalong professionally without necessarily wanting to be friends with their colleagues.Gen Y is different; they value affiliation and want to know that they are part of acommunity they can identify with. If you want to turn the year-end performancereview into an engaging experience for Generation Y, try to think like them and focuson relationships that reflect their priorities, not yours.

For me, my job is

a way to achieve my dreams and accomplish my goals.Rasha Bitar, USA

a way to keep growing both personally and professionally, and to make a positivecontribution to society.Tarciana Barretto Caricio, Brazil

a life choice. Eduardo Estellita, Belgium


17/20



9. Purpose! Dreaming big and motivational fingerprints

1) Start off by drawing a vision.

We advised to explain the bigger picture when we touched on contribution. Here weare asking you to paint the big picture but to make it even bigger. Start off yourmeeting by drawing a mental image a vision a dream and dont shy away frommaking it BIG and bold. It should reflect your companys vision and ideals, goals andmission. Why is your organization in the market doing what you do? This is theperfect starting point to inspire your Gen Y associates, to energize them and to helpthem visualize themselves as a part of the vision; more importantly, as a contributorto making it come true. Do not talk to their intellect but engage them emotionally. Ifyour vision has an element of social responsibility, service to the community or bolderspeaking to the world, even better! This is the kind of dream Gen Y wants to realizeand if you manage to position your performance review as an integral part of thisadventure, then you have a powerful hook to catch their attention right from the startof the session. Make sure your vision is truly inspiring and not only about the bottomline. Financial results might be why you are in business but not Gen Y. For them,

work is a mission to fulfill their dreams.2) Identify what motivates them.

In order to truly cater to your Gen Y engagements drivers, it is imperative that youappraise each of your direct reports to detect what drives them. Learn about theirindividual motives and desires. The Reiss Profile is a powerful tool that you can applyin order to determine a persons unique m otivational fingerprint. It distinguishesbetween 16 values that drive human motivation and offers valuable insights in thelevers to pull in order to propel someone to high performance. However, even withoutapplying a formal tool you can learn A LOT about your associates by simply asking

them which achievement of the past year has been most fulfilling for them personally.Looking back, they should be able to articulate what they enjoyed most, what hasenergized them to go the extra mile and what was their personal Moment of Best.Look for ways to provide them with more of those respective circumstances,situations and tasks to repeat such moments. Spark their intrinsic motivation bycracking their individual engagement code and you will see your Gen Y talent excel!
http://www.cracking-the-engagement-code.com/http://www.gaia-insights.com/index.php?seite=17.&action=41.december-3rd-2013-%96-engaging-generation-y-during-the-annual-performance-review-contribution-7http://www.gaia-insights.com/index.php?seite=75http://www.gaia-insights.com/index.php?seite=75http://www.gaia-insights.com/index.php?seite=75http://www.gaia-insights.com/index.php?seite=17.&action=41.december-3rd-2013-%96-engaging-generation-y-during-the-annual-performance-review-contribution-7http://www.cracking-the-engagement-code.com/


18/20



3) WIIFM AWIIFT

Last but not least, here is how you close your performance review meeting in a waythat Gen Y will love: Instead of thinking Whats In It For Me during yourconversation, make that mental shift and Ask Whats In It For Them! Literally, askyour associates what could possibly motivate them to perform even better next year.Chances are they know the answer better than anyone else, so why not tap into theirknowledge and get the key to unlock performance right from the source? It seemslike such a no-brainer and yet most managers overlook the tremendous power of thisapproach. Circling back to the opening of your conversation when you painted yourcompanys overarching purpose, now is the perfect moment to ask your Gen Yassociates how they see themselves contributing to that vision and how you cansupport them in their mission. Make it about THEM and their purpose in life.

Activating their sense of purpose can release unlimited energy to spur emotionalengagement and subsequently performance.

Gen Y Talking

For more Gen Y Talking and full interviews with 15 bright Gen Yers from around theworld, visit our website: http://www.gaia-insights.com

What engages you most in the workplace and what makes you go the extra mile?

Working with others on projects we believe in. Thats key nothing to add to that.Hans Balmaekers, Netherlands

Nice management and gratification. If Im working for people, who I believe in andwho believe in me, then I am enthused in the workpl ace. Without that, Im notinspired to work and it becomes just a paycheck which is not what I want.Ryan Gibson, UK

Knowing that my employer is investing in me. I dont want to be another employeenumber on a payroll roster. I want to feel like Im noticed in the workplace, that my

contributions matter, and that my employer cares about my professional growth. Ashley Lauren Perez, USA
http://www.cracking-the-engagement-code.com/http://www.gaia-insights.com/index.php?seite=16http://www.gaia-insights.com/index.php?seite=16http://www.gaia-insights.com/index.php?seite=16http://www.gaia-insights.com/index.php?seite=16http://www.cracking-the-engagement-code.com/


19/20



MORE TOOLS & DISCUSSIONS

We hope this white paper has been useful for you and that you will enjoy seeing yourGen Y employees respond to the tips once you apply them. Wed love for you toshare your experiences, comments and feedback with us in our social media forums.Leverage your manager peer community by telling them about your successes orasking what has worked for them. We look forward to hearing from you!

Gen Y Lounge group on LinkedIn

GAIA Insights on Twitter

GAIA Insights on Facebook

FREE COACHING & CONTACT DETAILS

Are you dealing with a specific performance management situation that you wouldlike to get personalized advice on?

Would you like to discuss certain leadership challenges with a sparring partner?

Do you have a question youd like to see answered by a sen ior expert?

Benefit from our special offer of 30 minutes FREE COACHING . For moreinformation, contact us. We look forward to hearing from you!

GAIA InsightsTel +41 79 847 1595Email [email protected] Skype gaia-insights
http://www.cracking-the-engagement-code.com/http://www.linkedin.com/groups/Gen-Y-Lounge-4358820?trk=my_groups-b-grp-vhttp://www.linkedin.com/groups/Gen-Y-Lounge-4358820?trk=my_groups-b-grp-vhttp://twitter.com/GAIA_Insightshttp://twitter.com/GAIA_Insightshttps://www.facebook.com/pages/GAIA-Insights/194913227276131https://www.facebook.com/pages/GAIA-Insights/194913227276131mailto:[email protected]:[email protected]:[email protected]://www.facebook.com/pages/GAIA-Insights/194913227276131http://twitter.com/GAIA_Insightshttp://www.linkedin.com/groups/Gen-Y-Lounge-4358820?trk=my_groups-b-grp-vhttp://www.cracking-the-engagement-code.com/


20/20

20 This is a w hite paper on Cracking Gen Ys Engagement Code during the Performance Review

ABOUT

GAIA Insights was established in 2012 by founderand Managing Director Martina Mangelsdorf.Martina is a dedicated Human Resourcesprofessional with more than a decade experience inStaffing, Talent Management and LeadershipDevelopment. Her functional expertise was built insmall niche firms as well as in large multinationalcorporations such as DuPont and Novartis, where

she held different positions of increasingresponsibility. Most recently, Martina was Head ofTalent Management and Staffing for region Latin

America with Novartis Pharmaceuticals, based in theUnited States. She is the author of the German book"Generation Y" (Gabal Verlag 2014).

Having lived in five countries and worked or travelled in over 50, Martina embraceslife as a truly global citizen. She was fortunate to see a lot of the planets diversityand benefit from inspiring encounters when, in her late 20s, she fulfilled herchildhood dream of backpacking around the world solo. This life changing experienceshaped her view of human nature and led her to infuse her newfound insights intocorporate talent management.

Martina has always been fascinated with the personal development process and itsimpact on expanding potential. Specifically, she is intrigued by the role memorableexperiences play in that process, serving to reconnect individuals with their own truesense of purpose. Influenced by the principles of gamification and positivepsychology, Martina has developed energizing concepts which initiate positivebehavioral change and result in sustainable leadership qualities that drive business.

Realizing how corporations of all industries struggle to engage their next generationof leaders, Martina brought together her passions for people, the planet and forexpanding potential by founding GAIA Insights.

GAIA InsightsTel +41 79 847 1595Email [email protected] Skype gaia-insights
mailto:[email protected]:[email protected]:[email protected]

cracking gen y's engagement code during the performance review

Documents