Download - Recommendations & Insights on Managing Gen-Y at Workplace by Deepa Mohamed, The People Connect
-Ms. Deepa Mohamed-Ms. Hena Jawed Khan
Recommendations & Insights on managing Gen-Y at work place
Characteristics
Communication Styles
Social Attributes
We will be able to reap the benefits of their tremendously confident generation & will be able to produce financial & business miracles in terms of synchronizing
• Direction & GuidanceTRADITIONALIST
• Enthusiasm & ExperienceBABY BOOMERS
• Open approach to LearningGEN X
• Contagious Motivation & ConfidentGEN Y
4 GEN WORKING TOGETHER
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COMMON CHARASTERICTICS OF ALL GENERATIONS WORKING TOGETHER
Generation Common Characteristics
Gen YOptimistic; Confident;
Comfortably self-reliant; Success Driven
Gen XSelf-Reliant;
Diversity-Minded; Focused on today
Baby Boomers Optimistic; Driven to achieve goals;
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Private & ConfidentialSOURCE: TIPS TO IMPROVE INTERACTION AMONG THE GENERATIONS – From National Oceanographic & Atmospheric Asso Office of Diversity
ALL GENERATION IN A NUTSHELLVeterans
(1922–1945)Baby Boomers
(1946–1964)Generation X
(1965–1980)Generation Y
(1981–2000)
Work Ethic / Values:
Hard workRespect authoritySacrificeDuty before funAdhere to rules
WorkaholicsWork efficientlyCrusading causesPersonal fulfillmentDesire qualityQuestion authority
Eliminate the taskSelf-relianceWant structure and directionSkeptical
What’s nextMultitaskingTenacityEntrepreneurialTolerantGoal oriented
Work is…: An obligation An exciting adventure A difficult challengeA contract
A means to an endFulfillment
Leadership Style: DirectiveCommand-and-control
ConsensualCollegial
Everyone is the sameChallenge othersAsk why
The young leadersCentury
Interactive Style: Individual Team playerLoves meetings
Entrepreneur Participative
Communications: FormalWritten
In person DirectImmediate
EmailVoice mail
Feedback & Rewards:
No news is good newsSatisfaction in a jobwell done
Don’t appreciate itMoneyTitle recognition
Sorry to interrupt, but how am I doing?Freedom = best reward
Whenever I want it, atthe push of a buttonMeaningful work
Messages that motivate:
Your experience isrespected
You are valuedYou are needed
Do it your wayForget the rules
Working with otherbright, creative people
Work & Family Life:
Work No balanceWork to live
Balance Balance
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CAREER ASPIRATIONS (72.43)
Intrinsic Motivators(50.41)
Extrinsic Motivators(55.22)
Values (75)
1. Service Dedication to Cause: (78.43)
1. Equitable Pay: (58.89) 1. Considerate & Sympathetic Supervisor (64.12)
1. Achievement Orientation: (87.50)
2.Managerial Task: (78.12) 2. Responsibility & Independence: (54.52)
2. Restricted Work Hours: (63.96)
2. Monetary Motivation: (79.85)
3. Identity occupation & Organizational: (78.03)
3. Achievement: (53.19) 3. Sound Company policies Practices: (56.47)
3. Role Immersion: (67.53)
Recommended HR Management Dimensions to support/ Compliment this:
Alignment of organizational goals with individual goals
Clear vision and mission
Multiple career pathNo role ambiguity
Fairness, Internal & External Pay Equity
Autonomy & FreedomAdvancement
(Accelerated Career Path)
SecurityFeedbackJob Profile
Mentor- Mentee Approach
Work- Life BalanceFlexible Work hours &
Good Work ClimateBalance of Stressor &
EnablerInnovative &
Supportive HR & Organization policies
Rewards and Recognition
Performance Management System
Total rewards (Relational & Transactional)
Learning & Development Opportunities
High Job MPS*
Courtesy: Academy of HRD
TOP 3 STIMULATORS FOR GEN Y
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STRESSOR
ENABLER
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BALANCED WORK-LIFE
CREATE “Serial Monogamy Mentality”
- Commitment to the Job/Task” instead of “organisational loyalty”.
BOOST UP THE LEVEL OF
EMPLOYEE SATISFACTION
- R&R- Corporate Wellness Programs
PAY SYSTEMS
- Credible
- Good sense of converting performance into pay structures.- New Benefits
MAKING YOUR ORGANSATION A NICE PLACE
TO WORK
- Hygiene factors
JOB ENRICHMENT & ENGAGEMENT
- Quality Work Life (overall
work climate and culture)
MOTIVATING POTENTIAL SCORE
(MPS)= Skill variety + Task Identity + Task Significance
3x Autonomy Feedbackx
ADMIN POLICIES AND STRATEGIES
- Downsizing- Bureaucratic Rules- Competitive pressures- Rotating (graveyard) shifts- Merit Pay Plans
ORGANISATIONAL
STRUCTURE & DESIGN
- Centralization- Line – staff conflicts- Role ambiguity and conflict- No opportunity for advancement- Restrictive/ Untrusting culture
ORGANISATIONAL PROCESS- Tight Controls- Only downward communication- Little performance feedback- Centralized decision making- Lack of participation in decisions- Punitive appraisal Systems
WORKING CONDITIONS- Crowder work area - Physical or mental strain- Poor Lighting
STRESSOR ENABLER
MANAGING WORK-LIFE BALANCE
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GEN Y – INDIAN CONTEXT
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In India, with opportunities a plenty in the current economy, JOB-HOPPING is a major constraint, something not seen in their parents’ generation.
With nearly half of India's billion-plus people under the age of 25
High Aspiration Accelerated career growth Socially responsible workplace Flexible work environment Freedom & collaboration Innovation Entrepreneur & Business savvy Optimistic, Embracing change Clear sense of where they are headed Highly competitive
Like how they work,Work how they like….
Gen-Y in India value WORK LIFE BALANCE more than any other generation
Level of engagement comparable to other generations “EXCEPTION”
Willing to work in shifts , but NO NO TO LONG HOURS…………
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“[We are a] generation of crazy,
illuminated hipsters suddenly rising
and roaming America, serious,
bumming and hitchhiking
everywhere... staring out the dead
wall window of our civilization.” – Jack
Kerouac on the 1950s Beat
Generation.
– In contrast, Gen Y is highly
collaborative; they are high
achievers, eagerly engaged
in society.“You are a lost generation.” –
Gertrude Stein to Ernest
Hemingway of the post-WWI
generation of the 1920s. – In contrast, Gen Yers are future
oriented, confident, and optimistic.
Talent management as a whole should aim at: Socializing – Getting social with talent. Transparency to encourage “meritocracy”. Appreciation, Appreciation and Appreciation. Technology ecosystem – similar to the employees’ technology ecosystem as they access in
their personal lives. Empowerment at young age.
GENERAL TAKE AWAYS• Generation Y is confident at a time of
high anxiety• Generation Y values opportunity over
job security• Gen Y wants – and is receiving –
more responsibility, earlier• Gen Y trusts superiors and wants to
work with them.• Generation Y is fundamentally
different from other iconic generations.
SOURCE: Deloitte Study - Generation Y: powerhouse of the global economy
“Tune in, turn on, drop out.” –
Timothy Leary’s slogan, adopted
by the Baby Boom Generation in
the 1960s.
– In contrast, Gen Y
trusts & respects
authority figures – so
long as they are
competent, ethical, and
authentic.
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“OFFER A PROMISE TO PROSPER”
(Total Rewards)
Organizational Culture
Organizational Vision Work Environment
Organisation’s Hygiene Factors
Learning & Development Opportunities
CSF : CRITICAL SUCCESS FACTOR
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FEW POINTERS FOR ENGAGING GEN Y
You Must Do Not
• Assign Mentors
• Communicate
• Offer different modes of learning
• Constant Feedback
• Job Rotations / Variety of Work
• Align Organizational Goals with
interests of employees
• Ask for new ideas and listen
• Provide infrastructure for
collaboration
• Micromanage
• Isolate with similar age groups
(provide interaction with senior
members, esp. Boomers)
• Use the same management style
with all generations
• Delegate without making the
connection to the bigger picture
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The data presented in the document is the intellectual property of aforesigned. Any rights including, inter alia, rights of reproduction, communication to the public, adaptation and translation of the work should be done
after prior permission from the Author. All rights reserved
Courtesy References listed below:
INTERNET LINKS:• http://www.haworth-europe.com/en/content/download/8985/545674/file/Oxygenz-Report_2010_EN.pdf• http://www.learningtolearn.sa.edu.au/Colleagues/files/links/UnderstandingGenY.pdf • http://www.managementlab.org/files/site/publications/labnotes/mlab-labnotes-010.pdf • http://www2.honolulu.hawaii.edu/facdev/guidebk/teachtip/GenY.htm • http://jenniferbrownconsulting.com/site/wp-content/uploads/2010/09/New-Strategies-for-Gen-Y-Recruitment-White-Pap
er.pdf
• http://careers.bmj.com/careers/advice/view-article.html?id=20000724• http://sds.uncc.edu/sites/sds.uncc.edu/files/media/White_Paper_Gen_Y.pdf• http://en.wikipedia.org/wiki/Organizational_communication• http://www.deloitte.com/assets/DcomUnitedStates/Local20Assets/Documents/us_consulting_hc_GenerationY_Snapsh
ot_041509.pdf• http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%
2Fdocs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%20Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszMrQe0-YWlBg&usg=AFQjCNHzAh6b7uCawgIsdkPQ2i_jxeygdQ&cad=rja
• http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CB4QFjAA&url=http%3A%2F%2Fwww.diversitybestpractices.com%2Ffiles%2FKPMG.ppt&rct=j&q=Managing%20Three%20Generations%20of%20Employees%20%E2%80%93%20KPMG&ei=AFyVTu5vjMutB4TkmMwG&usg=AFQjCNGii41Vf2O77RfWGIQMLbThEihSjQ&cad=rja
BOOKS:• COMPENSATION – by: George T. Milkovich, Jerry M. Newman, Carolyn Milkovich• Saving the World at Work: What Companies and Individuals Can Do to Go Beyond Making a Profit to Making a
Difference [Hardcover] – by - Tim Sanders
JOURNALS:• Peer Bulletin – (issue 204)