PROBLEM Marrio&  customer  service  centers  are  struggling  to  a&ract,  retain,    

and  manage  Genera5on  Y.  

EVIDENCE Employee  turnover  for  Gen  Y  is  significantly  higher  than  that  of  

other  genera5ons  in  the  workplace.      

Create  a  strategy  for  Marrio&  to  ATTRACT,  RETAIN,  and  MANAGE    

APPROACH Genera5on  Y  with  support  from  leading  academic  research  and  best  prac5ces  of  comparable  companies.  

BEFORE WE BEGIN… MARRIOTT  MUST  UNDERSTAND  THAT  BECOMING  A  “FLEXIBLE  EMPLOYER”  HAS  VERY  LITTLE  TO  DO  WITH  AN  EMPLOYEES  ACTUAL  DAY-­‐TO-­‐DAY  SCHEDULE  AND  MORE  TO  DO  WITH  HOW  WELL  THE  EMPLOYER  MEETS  THE  EMPLOYEES  OVERALL  EXPECTATIONS.      

Many young people leave jobs not because there is a compelling reason to leave but because there is no compelling reason to stay.  

“  ”  

   

SO,  WHAT  DOES  GEN  Y  EXPECT  FROM  MARRIOTT?  

What Gen Y Wants

     

0%  

10%  

20%  

30%  

40%  

50%  

60%  

70%  

Work-­‐life  Balance     Further  Educa5on   Sound  Financial  Base     Contribute  to  Society  

Top 4 Career Goals

59%  

46%  

32%  

27%  

0%  20%  40%  60%  80%  

Career  Goals       Solutions The  strategies  we  recommend  for  Marrio&  will  cause  Gen  Y  to  view  Marrio&  as  an  employer  who  can  meet  all  of  their  expecta5ons      

•  Provide  a  flexible  work  environment  

•  Offer  opportuni5es  for  con5nuing  educa5on  

•  Allow  employees  to  contribute  to  society  

•  By  2025,  Gen  Y  will  compose  75%  of  the  workplace.      

WHY BOTHER WITH GEN Y?

•  If  Marrio&  does  not  begin  to  adapt  to  changing  workforce  trends,  they  will  not  remain  relevant  in  a  changing  market      

NOW THAT WE KNOW WHAT GEN Y WANTS, WE WILL DISCUSS HOW MARRIOTT CAN POSITION ITSELF TO BETTER

ATTRACT

RETAIN MANAGE

AND

GEN Y

Attract

Attract : Where to find Gen Ys

20.7% of  Gen  Ys  found  

jobs  from  online  job  boards.    

3 clicks informa5on  in    Gen  Y  expects  to  find    

Attract : Social Media

94  

65  55  

18  0  

20  

40  

60  

80  

100  

LinkedIn   Facebook   Twi&er   Google  +  

Most  Popular  Social  Media  for  Recrui5ng  

Social  Media  

49  %    say  the  quality  of  candidates  is  higher    43  %  say  the  quan5ty  is  higher    Boost  internal  references  

Con5nue  to  use  social  media  to  recruit  and  increase  brand  visibility/image  among  GEN  Y  

Of  companies  that  use  Social  Media…  

What Marriott can learn ….

Marriott Career App

Launch  “Marrio&  Europe  Jobs”  app  in  the  U.S.      Integrate  the  app  into  the  recrui5ng  process      Highlight  opportunity  and  upward  mobility    

Recommendations-Attract  Replace  “job  descrip5ons”  with  “experiences”  and  “responsibili5es”  with  “future  opportuni5es”  in  job  adds  

  Contact  applicants  immediately    •  Congratulate  them  on  their  applica5on  through  email      

 Provide  ac5on  items  to  complete  before  the  interview  •  Marrio&  Careers  App    •  “Like”  the  Marrio&  Facebook  page    •  Tweet  about  applying  for  the  posi5on  

   

Retain

Retain : Community Involvement

 Gen  Y  is  service  oriented    

They  look  for  employers  who  are  involved  in  the  community    

Involvement that has worked

         Had  dona5on  contests  that  inspired        employees  to  serve    

   

   Ins5gated  volunteer  opportuni5es  for      employees    

“This program has dramatically increased our ability to recruit and retain high-quality employees.”

–  Marc  Benioff,  Deloi&e  CEO  

Recommendations- Community Involvement

 Create  employee-­‐lead  “charity  teams”    •  Rather  than  just  announcing  the  company  values,  or  suppor5ng  

the  tradi5onal  charity,  empower  the  employees  to  create  and  own  the  values,  and  choose  where  and  how  any  charitable  contribu5ons  will  be  distributed.  

 Organize  a  Green  Team  at  each  call  center  •  Allow  employees  to  asses  where  Marrio&  can  improve  its  impact  on  the  environment  

Retain : Mobility Within the Company

of  Gen  Y’s  expect  a  promo5on  within  2  years  86% compared  to  70%  of  Baby  Boomers.  

Genera5on  Y  ranked  “opportunity  for  advancement”  in  a  job  as  one  of  the  top  3  must-­‐haves.    

Studies  show  that  the  ideal  job  for  Gen  Y  is  one  that  that  offers  variety,  change,  and  the  chance  of  a  promo/on  

The Deloitte Experiment “how to reduce turnover by offering mobility within the company”

   

PROBLEM The  consul5ng  firm  Deloi&e  was  experiencing  HIGH  TURNOVER  of  

its  YOUNGEST  EMPLOYEES  

Deloi&e  asked  one  of  its  consultants  to  find  out  how  to  ATTRACT  APPROACH and  RETAIN  the  younger  genera5on.  

FINDINGS Deloi&e  could  retain  more  than  2/3  of  those  that  leave  by  providing    

more  opportuni5es  and  easier  access  to  grow  within  the  company  

ACTION Deloi&e  created  programs  that  focus  on  helping  people  figure  out    

their  next  career  move  

RESULT Deloi&e  was  able  to  help  restless  Gen  Y  employees  find  their  niche  

within  the  company,  turnover  was  drama5cally  reduced,  employees  are  happier  at  work,  and  the  firm  saves  the  $150,000  cost  of  losing  an  employee  

The Deloitte Experiment

Key  Take  Away:  Create  a  clear  pathway  for  high-­‐performing  call  center  employees  to  advance  to  other  divisions  within  Marrio&  Interna5onal    

Require  those  who  par5cipate  in  the  program  to  spend  part  of  their  rota5on  at  the  call  center  

Marriott’s Voyage Global Leadership Development Program

BENEFITS • Employees  will  understand  how  Marrio&  operates  from  a  customer-­‐    service  standpoint  

• Employees  will  be  exposed  to  a  wide  variety  of  Marrio&’s  customer  base  in  a  short  period  of  5me  

• Marrio&  service  centers  will  be  able  to  be&er  forecast  employment  needs      

 

OTHER SUCCESSFUL COMPANIES WHO START THEIR EMPLOYEES AND COLLEGE GRADUATES OFF IN POSITIONS SIMILAR TO THAT OF MARRIOTT’S CUSTOMER-SERVICE CENTERS

Apple  Store  Leader  Program    

UPS  freight-­‐to-­‐driver  requirement  

Walmart’s  history  of  advancement  

Recommendations- Mobility

 Create  a  clear  pathway  for  high-­‐performing  call  center  employees  to  advance  to  other  divisions  within  Marrio&  Interna5onal    

    Require  Voyage  par5cipants  to  work  in  customer  service  centers    •  This  could  also  include  any  new  hire  for  divisions  such  

as  room  opera5ons,  marke5ng,  finance,  etc.    •  An  understanding  of  Marrio&  from  the  ground-­‐up  will  

benefit  employees  in  every  line  of  service      

Manage

 

Employees  must  understand  the  execu5ve  vision  and  its  rela/on  to  their  daily  tasks  

Manage : Align

Consistent  and  clear  

communica5on  from  Marrio&  execu5ves  

Low-­‐level  management  

rota5on  among  service  

reps  

Commi&ees  and  Workshops  

Alignment  

Manage : Principles of Alignment

 Clear  and  consistent  

communica5on  from  mgmt.  

• Newsle&ers,  Tweets,  e-­‐mails  that  express  confidence  in  the  company’s  future  and  encouragement  

 Low-­‐level  

management  rota5on  among  service  reps  

• Promotes  horizontal  structure  • Allows  employee  to  further  develop  self  • Service  rep  gains  apprecia5on  of  the  management  process  

Commi&ees  and  Workshops  

• Organize  community  service  and  address  workspace  problems  • “Co-­‐workers  must  bond,  when  so  doing  they  are  more  commi&ed  to  the  organiza5on”  

Manage : How to Align

Step  1  • The  commi&ee  defines  company  values/goals  in  real  terms,  ensuring  no  misconcep5ons  

Step  2  • Connect  the  Corporate  with  the  Common  • Commi&ee  brainstorms  ideas  the  service  reps  can  do  on  a  daily  basis  to  achieve  the  corporate  goal  

Step  3  • Commi&ee  narrows  the  list  of  ideas  to  the  ones  that  drive  the  most  value  

Step  4  • Turn  ideas  into  ac5ons  and  daily  goals/behaviors  that  a  service  rep  can  commit  to  do    

Step  5  • Goal  serng  and  commitment  is  done  one-­‐on-­‐one  and  follow  up  is  given  in  typical    coaching  sessions  

“Our  reps  now  have  greater  clarity  into  what  their  daily  work  means  to  the  organiza5on”  -­‐Customer  Service  Supervisor  

“I  feel  like  management  values  me…I  get  to  have  significant  input  and  control  into  my  own  goals,  that  I  can  5e  to  my  job”  -­‐Customer  Service  Rep  

“Engagement  has  increased,  absenteeism  has  decreased  and  client  compliments  have  increased  more  than  20%”  -­‐Customer  Service  Director  

Customer Service Rep Committee

Recommendations- Align

 Provide  clear  and  consistent  communica5on  from  management  regarding  Marrio&’s  core  values    

  Perform  low-­‐level  management  rota5on  among  service  representa5ves    

  Create  a  Customer  Service  Rep  Commi&ee    

•  Management  is  responsible  for  enabling  trust,  alignment,  and  support  networks  in  the  work  environment  

•  This  can  be  accomplished  through  Coaching  and  Teamwork  

 “We  all  manage  situa5ons,  events,  people,  but  manager’s  tell  others  what  to  do,  leaders  guide  and  lead  others  to  make  the  right  decisions  for  themselves.  You  manage  people  to  do  a  job,  or  you  inspire  and  lead  someone  to  do  it  for  themselves.”  

 -­‐  Gary  Dodds,  VP  HR,  Marrio&  Interna5onal,  Middle  East  &  Africa  

   

Manage : Support Network

Manage : Coaching

Coaching  is  not…  

Assessing  past  performance  

Usually  delivered  biannually  

Manager-­‐led  with  li&le  input  from  recipient  

Generic  content  applied  to  all  a&endees  

Coaching  is…  

Focusing  on  improving  future  performance  

Ongoing  

Equally  driven  by  both  par5es  

Tailored  to  individuals  needs    

Marriott should focus on Integrated coaching methods to increase performance

Integrated  Coaching    (75%)  

 Iden5fy  

behavior(s)  in  need  of  

refinement    

Actually  teaching  and  development  

forum  

Occurs  as  part  of  daily  ac5vity  

Scheduled  Coaching  (25%)  

Agree  on  new  development  

areas  

Agree  on  new  development  

areas  

Occurs  on  a  set  basis(once  or  twice  a  month)  

Supervisors  that  emphasize  Integrated  coaching  realize  a  12%  liv  in  team  performance  

Manage : Industry Leaders

exclusively  by  frontline  reps  and  allows  for  free  exchange  of  ideas  and  sugges5ons.  

Fidelity’s  Rep  Forum  is  operated    

Each  day,  top  performers  are  selected  to  roam  the  floor  to  answer  ques5ons  and  coach  their  coworkers.    

Recommendations- Support Network

 Focus  on  Integrated  coaching  methods  to  increase  performance     Put  your  employees  in  teams  to  create  unity,  increase  performance,  and  allow  Gen  Y  to  interact    •  Hold  compe55ons  between  teams  that  are  both  work  related  and  non-­‐work  related    

•  Examples  Include:  Highest  customer-­‐sa5sfac5on  ra5ng,  most  improved,  Ping-­‐Pong  tournaments,  etc.    

Manage : Career Development

stated  that  career  development  through  

addi5onal  training  was  “very  important”  to  them.      

of  Genera5on  Y  agreed  that  if  they  received  regular  

training  from  their  employer  it  would  mo5vate  them  to  stay  longer  with  the  employer.    

Why Career Development is Important

Gen  Y  has  heard  the  mantra  of  lifelong  educa5on  all  through    school  and  have  come  to  accept  it      Gen  Y  wants  to  have  a  broad  variety  of  skills  so  that  they  will  be  marketable  in  such  an  uncertain  and  constantly  changing  world      

I like training that helps you in your job but is also for personal development

“” -­‐  GEN  Y    

Recommendations- Career Development

  Create  “Career  Contracts”  to  invest  in  the  career  of  the  employee    

  Offer  con5nuing  educa5on  courses  for  employees  that  focus  on  the  development  of  sov  skills  (presenta5on,  management,  communica5on  skills,  etc.)  

   Highlight  the  transferrable  skills  associated  with  the  employee’s  job  

Manage : Transparency

The  ideal  manager  is  one  who  values  communica5on  and  creates  an  environment  of  transparency  

In  order  to  be  successful,  both  the  coach  and  the  players  must  know  the  score.  

“Empowering our associates is a corner stone within Marriott’s culture. When associates are empowered, they are engaged within the business which directly relates to our financial performance.”

   -­‐  Gary  Dodds,  VP  HR,  Marrio&  Interna5onal,  Middle  East  &  Africa  

•  Quality  of  the  Interac5on  is  more  important  than  quan5ty  of  interac5ons.    

• Measure  performance  on  competencies  5ed  to  specific  outcomes  

•  Broader  frameworks  allow  more  flexibility  and  authen5c  self  expression  

Eliminate  the  Checklist  Mentality  

•  ATP  measures  efficiency  of  service  rep  with  all  the  other  work  they  do  outside  of  talking  to  customers  

•  AHT  pressures  service  rep,  discourages  personaliza5on,  leading  to  low  customer  sa5sfac5on  

Encourage  Self-­‐

Expression  

15%  increase  in  Customer  Sa@sfac@on  

Gain Control by Giving Control

Recommendations- Transparency

 Freely  share  company  informa5on  (ie;  budgets,  performance  sta5s5cs,  etc.)  

•  Company  newsle&er  

 Assess  policies  and  ground  rules  and  ensure  that  there  are  good  reasons  that  underpin  them  

 Allow  employees  to  be  more  autonomous  in  the  workspace    

 

 

Manage : Best Scheduling Practices  

“We also have a shift trade board online where employees can post their shifts to be picked up or traded with other employees”      

   -­‐  Chuck  Browne,  Vivint  Customer  Care  Manager  

Tenured  employees  receive  priority  shivs  based  on  performance    

Strict  hiring  process  that  weeds  out  the  gaps  in  scheduling  

 Allow  employees  to  trade  shivs  amongst  themselves  without  having  to  go  through  the  manager     Allow  tenured  employees  to  work  part-­‐5me     Make  viewing,  changing,  and  scheduling  shivs  simple  and  accessible      •  Property  Solu5ons  has  been  successful  by  using  Google  Docs  for  scheduling  purposes  

•  We  recommend  developing  a  scheduling  app  similar  to  those  of  “Shiv  Planning”-­‐    an  online  employee  scheduling  sovware  available  across  mul5ple  plazorms  

Recommendations- Scheduling

What “simple” looks like

Shiv  Planning’s  ease-­‐of-­‐use  and  func5onality  caused  them  to  be  named  TopTenReviews  #1  scheduling  app  of  2012  

RECOMMENDATIONS SUMMARY  

Attract Provide  an  interac5ve  experience  during  the  recrui5ng  process  

Retain Treat  it  as  not  just  another  job  but  an  opportunity  for  a  career  

Manage Con5nuous  hands  on  interac5on  with  upper-­‐level  management    Empower  employees  through  implementa5on  of  the  recommended  programs    

RECOMMENDATIONS SUMMARY DETAIL  •  ABract  

–  Replace  “job  descrip5ons”  with  “experiences”  and  “responsibili5es”  with  “future  opportuni5es”  in  job  adds  –  Contact  applicants  immediately    –  Provide  ac5on  items  to  complete  before  the  interview  

•  Retain  –  Create  employee-­‐lead  “charity  teams”    –  Organize  a  Green  Team  at  each  call  center  –  Create  a  clear  pathway  for  high-­‐performing  call  center  employees  to  advance  to  other  divisions  within  Marrio&  

Interna5onal    –  Require  Voyage  par5cipants  to  work  in  customer  service  centers    

•  Manage  –  Provide  clear  and  consistent  communica5on  from  management  regarding  Marrio&’s  core  values    –  Perform  low-­‐level  management  rota5on  among  service  representa5ves    –  Create  a  Customer  Service  Rep  Commi&ee    –  Focus  on  Integrated  coaching  methods  to  increase  performance    –  Put  your  employees  in  teams  to  create  unity,  increase  performance,  and  allow  Gen  Y  to  interact    –  Create  “Career  Contracts”  to  invest  in  the  career  of  the  employee    –  Offer  con5nuing  educa5on  courses  for  employees  that  focus  on  the  development  of  sov  skills  (presenta5on,  

management,  communica5on  skills,  etc.)  –  Highlight  the  transferrable  skills  associated  with  the  employee’s  job  –  Freely  share  company  informa5on  (ie;  budgets,  performance  sta5s5cs,  etc.)  –  Assess  policies  and  ground  rules  and  ensure  that  there  are  good  reasons  that  underpin  them  –  Allow  employees  to  be  more  autonomous  in  the  workspace    –  Allow  employees  to  trade  shivs  amongst  themselves  without  having  to  go  through  the  manager    –  Allow  tenured  employees  to  work  part-­‐5me    –  Make  viewing,  changing,  and  scheduling  shivs  simple  and  accessible        

RESOURCES Chacko,  Harsha  E.  et  al  Williams,  Kim  &  Schaffer,  Jeffrey.  “A  Conceptual  Framework  for  A<rac/ng    Genera/on  Y  to  the  Hotel  Industry  Using  a  Seamless  Hotel  Organiza/onal  Structure”.    Journal  of  Human  Resources  in  Hospitality  and  Tourism,  11:2,  106-­‐112,  DOI:  

 10.1080/15332845.2012.648843  Dixon,  Ma&hew  et  al  Toman,  Nick  &  Delisi  Rick.  “The  Effortless  Experience”.  (2013).  Dorsey,  Jason  Ryan.  “Y-­‐Size  Your  Business:  How  gen  Y  Employees  can  Save  You  Money  and  Grow  

 Your  Business”.  (2010).    Mar5n,  Carolyn  A.  “From  high  maintenance  to  high  produc/vity:  What  managers  need  to  know  

 about  Genera/on  Y”.  Industrial  and  Commercial  Training.  Vol.  37  No.  1,  pp.  39-­‐44.    (2005).    

McCrindle,  Mark.  “New  Genera/ons  at  Work:  A<rac/ng,  Recrui/ng,  Retraining  &  Training    Genera/on  Y”.  (2006).      

Tanner,  Leesa.  “Who  Are  the  Millennials?”.  Mari5me  OR  Team.  (Dec  2010).    Trunk,  Penelope.  “What  Gen  Y  Really  Wants”  h&p://www.5me.com/5me/magazine/ar5cle/

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Baby  Boomers   Genera@on  Xs   Genera@on  Ys  

Influencers   Eviden5al  Experts   Pragma5c  Prac55oners   Experien5al  Peers  

Training  Focus   Technical    Data/evidence  

Prac5cal  Case  studies/applica5ons  

Emo5onal    Stories/par5cipa5ve  

Learning  Format   Formal    Structured  

Relaxed  Interac5ve  

Spontaneous  Mul5-­‐sensory  

Sales  &  Marke5ng   Mass/tradi5onal  Media   Direct/targeted  Media   Viral/electronic  Media  

Purchase  Influencers   Brand-­‐Loyalty   Brand-­‐Switchers   No  Brand-­‐loyalty  Friends  

Learning  Environment   Classroom  style  Quiet  

Round-­‐table  style  Relaxed  

Cafe  style  Music  and  Mul5-­‐Modal  

Financial  Values   Long-­‐term  needs   Medium-­‐term  needs   Short-­‐term  needs  

Ideal  Leaders   Command  &  Control  Thinkers  

Coordina5on  &  Coopera5on  Doers  

Consensus  &  Collabora5ve  Feelers