motivating young workplace - hospital authority · kong and mainland new generations about their...

MOTIVATING YOUNG WORKPLACE Survey on Generation Y & Z in Hong Kong & Mainland:

Characteristics and Preferences at Workplace

Ms Virginia CHOI J.P.

May 2015

All rights reserved © Tamty McGill Consultants International Ltd., 2015

Break the Blocks


Who Am I?

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Ms Virginia CHOI J.P., F.I.H.R.M.(HK), F.H.K.I.o.D.

Managing Consultant and Country Manager ,

Tamty McGill Consultants International Limited

• Started the career at United Christian Hospital

• Training Manager at Bank of China Group with 14,000 staff in Hong

Kong and Vice President of Chase Manhattan Bank

• Director at Forum Asia (Boston-based global consultancy) and Country

Manager of Cubiks (PA Consulting Group)

• The first female President and Executive Council Member of the Hong

Kong Institute of Human Resource Management

• Chairman of Human Resources Committee, Executive Council Member

and Board Member of The Open University of Hong Kong, and Member

of Careers Advisory Board of The University of Hong Kong

• Chairperson of Continuing Professional Development Alliance and

Member of Public Service Commission

• Advisor to Shenzhen Qianhai Shenzhen-Hong Kong Modern Service

Industry Cooperation Zone


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Agenda

1. Background

2. Objectives

3. Methodology

4. Statistics Findings

4.1 Respondents’ Demographics

4.2 Recruitment and Retention

4.3 Mentoring

4.4 Working Characteristics

4.5 Motivation and Rewards

5. Conclusions

6. Recommendations

7. Company Background


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1. Background

1945 1964 1980 1994

Silent

Generation

Baby

Boomer Generation X Generation Y Generation Z

Born 1980 ~ 1994

Aged 21-35

Born in or after 1995

Aged 20 or below

Born 1965 ~ 1979

Aged 36-50

Born 1946 ~ 1964

Aged 51-69

Born in or before 1945

Aged 70 or above

New Generations


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2. Objectives

• To help employers understand Generation Y and Z on

their characteristics and preferences at workplace

• To understand any differences existing between Hong

Kong and Mainland new generations about their

characteristics and preferences at workplace

• To develop appropriate strategies and tactics to work

effectively with Generation Y and Z

• To exploit talents of Generation Y and Z for future

business development


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3. Methodology

• Data Collection Duration:

• January 2010 – April 2015

• Means:

• Questionnaire

• Focus Group

• Classification of Respondents:

• Employers

• Working Generation Y

• Non-working Generation Y who is studying degree or above courses

• Non-working Generation Y who is studying non-degree courses

• Studying Generation Z


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Classification of

respondents

Number of

Hong Kong

respondents

Percentage

of Hong

Kong

respondents

Number of

Mainland

respondents

Percentage

of Mainland

respondents

Number of

total

respondents

Percentage

of total

respondents

Employers 1655 48.76% 324 49.39% 1979 48.86%

Working

Generation Y 396 11.67% 48 7.32% 444 10.96%

Non-working

Generation Y

(Degree)

690 20.33% 254 38.72% 944 23.31%

Non-working

Generation Y

(Non-degree)

494 14.56% 11 1.68% 505 12.47%

Studying

Generation Z 159 4.68% 19 2.90% 178 4.40%

Total 3394 100.00% 656 100.00% 4050 100.00%

4. Statistics Finding



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1979 responding employers are from 519 organizations (445 Hong Kong organizations

and 74 Mainland organizations), covering 12 industries

Government Department

Community, Social & Personal Services

Construction, Building &

Engineering

Finance & Insurance

Real Estate

Education

Human Resources

Hotels and Tourism

Manufacturing

Transport, Storage,

Communication & Utility

Wholesale, Retail

& Import/Export

Business Services



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Employers’ age group (including Hong Kong and Mainland)

* N/A represents the respondents who did not reveal their age group

Employers’ age group Number of respondents Percentage

Silent Generation (born in or before 1945) 4 0.20%

Baby boomer (born 1946 - 1964) 401 20.26%

Generation X (born 1965 - 1979) 1130 57.10%

Generation Y (born 1980 - 1994) 388 19.61%

*N/A 56 2.83%

Total 1979 100%



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Number of Generation Y staff in employers’ department (including Hong Kong and

Mainland)

* N/A represents the respondents who did not reveal the number of Generation Y staff

Number of Generation Y employees Number of respondents Percentage

Less than 5 877 44.32%

5 – 10 494 24.96%

11 – 15 169 8.54%

More than 15 401 20.26%

*N/A 38 1.92%

Total 1979 100%


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Ranking Employers Working Gen-Y Non-working

Gen-Y (degree)

Non-working Gen-Y

(Non-degree) Studying Gen-Z

1st Monetary

compensation and benefits

Monetary compensation and

benefits Interests and fun



2nd Interests and fun Clear and achievable

career pathway




benefits

3rd Clear and achievable career pathway

Professional advancement

Clear and achievable career pathway



4th Flexible timetable Interests and fun Job security Professional advancement

Job security

5th Professional advancement

Job security Professional advancement

Job security Flexible timetable

6th Job security Flexible timetable Flexible timetable Flexible timetable Professional advancement

Hong Kong Respondents: Ranking of attributes which Generation Y and Z would look for when they choose or stay in a job



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Mainland Respondents: Ranking of attributes which Generation Y and Z would look for when they choose or stay in a job

Ranking Employers Working Gen-Y Non-working

Gen-Y (degree)

Non-working Gen-Y

(Non-degree) Studying Gen-Z

1st Monetary


Interests and fun Interests and fun Clear and achievable

career pathway


benefits

2nd Interests and fun Monetary



benefits Interests and fun Interests and fun

3rd Job security Clear and achievable

career pathway Job security Job security


4th Clear and achievable career pathway

Job security Clear and achievable

career pathway


benefits


5th Professional advancement




Job security

6th Flexible timetable Flexible timetable Flexible timetable Flexible timetable Flexible timetable



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Definitions of the four mentoring styles:

4.3 Mentoring


Directive mentor Supportive mentor

Collaborative mentor

Achievement-oriented mentor


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Mentoring Style Employers Working Gen-Y

Non-working Gen-Y

(degree)

Non-working Gen-Y

(non-degree) Studying Gen-Z

% % % % %

Directive mentor 15.95% 9.85% 9.71% 21.86% 26.71%

Supportive mentor 35.41% 50.76% 55.22% 46.15% 39.75%

Collaborative mentor 33.96% 22.73% 16.81% 19.64% 13.66%


14.68% 16.66% 18.26% 12.35% 19.88%

4.3 Mentoring


Hong Kong respondents: Style of mentor which Generation Y and Z would prefer


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4.3 Mentoring

Mentoring Style Employers Working Gen-Y

Non-working Gen-Y

(degree)

Non-working Gen-Y


% % % % %

Directive mentor 10.80% 12.50% 12.25% 18.18% 5.26%

Supportive mentor 30.56% 29.17% 48.22% 72.73% 73.68%

Collaborative mentor 40.43% 31.25% 20.16% 0.00% 21.05%


18.21% 27.08% 19.37% 9.09% 0.00%


Mainland respondents: Style of mentor which Generation Y and Z would prefer


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Mean score of each characteristic

Employers Working Gen-Y

Non-working Gen-Y

(degree)

Non-working Gen-Y

(non-degree)

Studying Gen-Z

They want to participate in the decision made related to their work

3.92 4.55 4.59 4.25 4.11

They are more adaptable to different working environment 3.24 4.31 4.23 4.09 3.90

They want to have more instant response when communicating with the others

3.97 4.45 4.66 4.51 4.23

They want to choose their working hours flexibly 4.15 3.96 4.32 4.64 4.11

4.4 Working Characteristics Rating Scale: 1 = Totally Disagree

6 = Totally Agree


Mean score of each characteristic rated by Hong Kong respondents


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Mean score of Characteristics Employers Working Gen-Y

Non-working Gen-Y

(degree)

Non-working Gen-Y

(non-degree)

Studying Gen-Z

They want to participate in the decision made related to their work

4.37 5.10 4.92 4.82 3.37

They are more adaptable to different working environment 3.47 4.54 4.60 4.64 3.42

They want to have more instant response when communicating with the others

4.37 5.19 5.00 4.91 3.68

They want to choose their working hours flexibly 4.36 4.52 4.40 4.73 3.68


Rating Scale: 1 = Totally Disagree

6 = Totally Agree


Mean score of each characteristic rated by Mainland respondents


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Ranking Employers Working

Generation Y Non-working

Gen-Y (degree) Non-working Gen-Y


1st Self-centered Creative Creative Creative Creative

2nd Creative Self-centered Hardworking Hardworking Hardworking

3rd Freedom Proactive Flexible Lazy Lazy

4th Energetic Freedom Freedom Proactive Self-centered

5th Flexible Flexible Lazy Freedom Smart


Top 5 adjectives Hong Kong respondents used to describe Generation Y and Z



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Ranking Employers Working

Generation Y Non-working

Gen-Y (degree) Non-working Gen-Y


1st Freedom Freedom Freedom Creative Intent

2nd Self-centered Independent Creative Confident Passionate

3rd Creative Creative Energetic Aggressive Conscientious

4th Energetic Proactive Passionate Freedom Hardworking

5th Confident Self-centered Confused Independent Happy


Top 5 adjectives Mainland respondents used to describe Generation Y and Z



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Motivation and Rewards Employers Working

Gen- Y

Non-working Gen- Y

(degree)

Non-working Gen- Y

(non-degree)

Studying Gen-Z

% % % % %

Satisfactory performance in their job

32.85% 38.64% 40.14% 37.25% 40.12%

Freedom at work execution 23.91% 9.59% 12.61% 14.17% 16.05%

Money and title recognition 33.57% 41.16% 31.01% 38.46% 31.48%

More meaningful work given 9.66% 10.61% 16.23% 10.12% 12.35%


Hong Kong respondents: How to motivate Generation Y and Z at workplace



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Motivation and Rewards Employers Working

Gen- Y

Non-working Gen- Y

(degree)

Non-working Gen- Y

(non-degree)

Studying Gen-Z

% % % % %

Satisfactory performance in their job

32.41% 41.67% 51.38% 45.45% 26.32%

Freedom at work execution 17.28% 8.33% 5.53% 9.09% 21.05%

Money and title recognition 38.58% 33.33% 26.09% 18.18% 31.58%

More meaningful work given 11.73% 16.67% 17.00% 27.27% 21.05%


Mainland respondents: How to motivate Generation Y and Z at workplace



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In Hong Kong, both employers and new generations think that …

5. Conclusions

Monetary compensation and benefits

is the most important

Supportive mentors

Money and Title Recognition

New Generations are

described as …

•Creative

•Self-centered


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In Hong Kong, employers and new generations think differently ..

5. Conclusions

Employers New Generations


is more important

Participate more in decision-

making processes

Choose their working

hours flexibly

Interests and fun is more

important


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In the Mainland, both employers and new generations think that …

5. Conclusions

• Monetary compensation & benefits

• Interests and fun

• Job security

More instant response when communicating with the others New Generations are

described as …

•Freedom


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In the Mainland, employers and new generations think differently ..

5. Conclusions

Employers New Generations

Collaborative mentors

Supportive mentors

Other than “freedom”,

they are “self-centered” Other than freedom,

we are “creative”

Money and Title Recognition

Satisfactory performance in

the job


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6. Recommendations

Toolkits: 5 things to Take Away

1. Tangible

• Benefits and compensation

2. Organizational Culture

• Compatible workgroup/team

3. Nature of Work

• Interesting work

• Opportunities for accomplishment

4. Growth

• Opportunities to learn and develop

• Opportunities for advancement

5. Leadership

• Good management / boss / mentor

• Reward and recognition for individual contribution


6. Recommendations

Tangible

Employee Benefits

Image Source: http://raconteur.net/employee-benefits

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6. Recommendations

Organizational Culture

Compatible workgroup/team

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6. Recommendations


Working environment

Image Source : https://boagworld.com/digital-strategy/work-

environment/

Image Source: http://forum.xcitefun.net/googles-work-

environment-t20027.html

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6. Recommendations


Company website

Image Source: http://www.ha.org.hk/

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6. Recommendations


Congress and Annual Dinner

HA Head Office Christmas Annual Dinner Image Source: http://www.ha.org.hk/visitor/ha_visitor_index.

Asp?Content_ID=10214&Lang=ENG&Dimension=100&Parent_ID=10165

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Hong Kong Institute of Bankers

50th Anniversary Gala Dinner


6. Recommendations

Nature of Work

Interesting work

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Image source: http://qssleadership.wikispaces.com/Personal+Growth+Assignment


6. Recommendations

Nature of Work

Opportunities for accomplishment

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6. Recommendations

Growth

Leadership Development Program

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6. Recommendations

Growth

Opportunities to learn and develop

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6. Recommendations

Growth

Opportunities for advancement:

Career Path

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6. Recommendations

Leadership

Good management/boss/mentor:

Build partnership

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6. Recommendations

Leadership

Reward and recognition for

individual contribution

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The young talents who participated in the design of Gen Y

Survey for Tamty McGill were interviewed by the press


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Tamty McGill Consultants International Ltd.

泰田、麥基爾國際顧問有限公司

Email: [email protected]

Tel: 3975 2859 / 9102 4103 (蔡惠琴太平紳士 Ms. Virginia Choi J.P.)

Address: Level 10, Central Building,

1-3 Pedder Street, Central, Hong Kong

香港中環畢打街一至三號中建大廈十樓

Website: www.tamtymcgill.com

Facebook: www.facebook.com/TamtyMcGillConsultantsInternationalLimited

Linkedin: www.linkedin.com/company/tamty-mcgill-consultants-international-limited

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