Presentation หัวข้อ Engaging & Leading A Multi Generation Workforce โดยคุณนภัส ศิริวรางกูร ซึ่งถูกนำเสนอในงานสัมมนา "ต่าง GEN ก็ต่างใจ...แล้วจะทำงานร่วมกันอย่างไรดี" เมื่อวันศุกร์ที่ 5 กรกฎาคม 2556 Source http://www.consultthai.com/news.php?id=23&page=1

1. 1ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
Engaging & Leading
A Multi-Generation Workforce
ตาง “Gen” ก็ตาง “ใจ” แลวจะทํางานรวมกัน...อยางไรดี??
5th July 2013
นภัส ศิริวรางกูร
Senior Consultant
Engagement & Culture Solution Lead
Aon Hewitt Thailand
What are the key issues for Asian Employers and
what are the questions they are grappling with ..
1. Fast changing (and becoming
increasingly critical) employee
demographics- Is the employment
deal still relevant
2. Demand and Supply : Talent
shortage is “back" at all levels and
most functions
3. Managerial skills are in severe
shortage Employers want to
“empower” managers, but managers
don’t feel they are ready and
equipped
4. Leaders’ trustworthiness has
taken a big dip post 2009
• Do we actually know our employee
base as good as our customer base?
• Will our conventional approaches
see us through? Are HR functions
‘organized” to handle this? How
effective is our talent management
process?
• How do equip managers and make
them feel confident and truly
empowered?
• How do we build trustworthiness in
leaders? How do we build
capabilities of leaders to “connect”
and inspire all levels?
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2. 2ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
From Best Employer Study Thailand 2013,
57% Workers is Gen Y
3
Shifting expectations create different pressures
 The present corporate philosophies, practices and
people policies will no longer work in attracting, in
engaging and in retaining the Gen Y
“The demands and needs are quite different”
 Current people practices / compensation &
benefits programs were designed for a reality of a
very different employee base ie Baby Boomers
and Gen X
 The performance management systems, pay
philosophies, corporate cultures of today have
been specifically designed to solve a very
different set of needs and problems for a very
different workforce
4

3. 3ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
• รุนที่เกิดชวงป1946-1964 (ปจจุบันอายุ 48-66 ป)
• รุนหลังสงคราม
• เติบโตขึ้นทามกลางการแขงขัน
• ประเทศกําลังพัฒนาเขาสูยุคอุตสาหกรรม
ลักษณะ
• มุงมั่นในการทํางานใหประสบผลสําเร็จเพื่อใหไดมาซึ่งชื่อเสียง เกียรติยศ
และเงินทอง
• ออนไหวมากกับ Feedback
• ไมชอบความขัดแยง ไมชอบอะไรมักไมบอก
• เชื่อในการทํางานแบบขั้นตอนกระบวนการ
Baby Boomers : รุนประชากรลนโลก
5
• รุนที่เกิดชวงป1965-1978 (ปจจุบันอายุ 34-47 ป)
• เปนยุคที่พอแมผูปกครองทํางานทั้งคู
• เห็นความสําคัญของครอบครัวและสัมพันธภาพ
• ยุครอยตอระหวาง Analog กับ Digital
• เริ่มรูจัก Computer, Walkman, MTV
ลักษณะ
• เลือกงานที่ทําแลวมีความสุข ไมยึดถือระเบียบมากเกินไป (มีความยืดหยุน) เชื่อวา
ชีวิตมักมีทางเลือกเสมอ งานไมใชทุกสิ่งทุกอยางของชีวิต
• คิดวาเงินเปนเครื่องบงบอกถึงความกาวหนาในอาชีพการงาน แตหลาย ๆ ครั้งก็
เลือกที่จะไมรับเงินเดือนเพิ่ม หรือการเลื่อนตําแหนง ถางานนั้นทําใหเวลาพักผอน
ลดลง หรือไมมีความสุขเทาที่ควร
• มีความยืดหยุนในการปรับตัว
• ทักษะเรื่องคนไมคอยดี
• ทํางานเนนผลลัพธ
• เนนความสมดุลยของงานกับครอบครัว
Generation X
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4. 4ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
• รุนที่เกิดตั้งแตป 1979–1990 (ปจจุบันอายุ 22-33 ป)
• เปนยุคที่ครอบครัวมีฐานะพอสมควร
• เกิดมาพรอมกับมีเทคโนโลยีตาง ๆ รอบตัว เชน โทรศัพทมือถือ, CD, VCR,
VCD, DVD, Internet
ลักษณะ
• มองโลกและเศรษฐกิจในดานบวก
• มีความเชื่อมั่นในตัวเอง และอยากที่จะประสบความสําเร็จอยางรวดเร็ว
• เชื่อวาเงินสําคัญมาก และเงินสามารถซื้อไดทุกสิ่ง
• สภาพแวดลอมการทํางานที่ตรง Lifestyle
• มีโอกาสไดพิสูจนตนเอง
• อยากประสบความสําเร็จอยางรวดเร็ว
Generation Y หรือ Millennial
7
“Forget what you think you know
about your Gen Y employees”
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5. 5ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
#1) They are primarily motivated by pay & benefits
#2) They care too much about work-life balance
#3) They have no organization loyalty
#4) They have unrealistic expectations of career progression
#5) They do not like being told what to do
#6) They have a lower commitment to their work
#7) Too much technology makes them unproductive
Some common perceptions I hear about the Gen Y…
9
Three-fourths of
Gen Y would like to
have a mentor and 8
out of 10 want
regular feedback
from their boss.
Three-fourths of
Gen Y would like to
have a mentor and 8
out of 10 want
regular feedback
from their boss.
MTV “No Collar
Workers” Study
10

6. 6ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
9/10 Gen Y want their workplace to be social and fun
MTV “No Collar Workers” Study
9/10 Gen Y want their workplace to be social and fun
MTV “No Collar Workers” Study
11
Half would rather have no
job, than a job they hate
MTV “No Collar Workers”
Study
Half would rather have no
job, than a job they hate
MTV “No Collar Workers”
Study

7. 7ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
What Engages Generation Y?
13
The Engagement Model
3
StriveStriveStayStay
21
SaySay
Consistently speak positively
about the organisation to co–
workers, potential employees and
most critically, customers (current
and potential)
Have an intense desire
to be a member of the
organisation
Exert extra effort and
engage in work that
contributes to business
success
3
StriveStriveStayStay
21
SaySay
Consistently speak positively
about the organisation to co–
workers, potential employees and
most critically, customers (current
and potential)
Have an intense desire
to be a member of the
organisation
Exert extra effort and
engage in work that
contributes to business
success
• The extent to which organizations have captured the hearts and
minds of their employees. We call this “Employee Engagement”
• We see three key behaviors in an engaged employee:
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8. 8ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
Our research shows
that employee’s
experience in these 6
main categories
impacts the level of
Engagement which is
highly correlated to
organisation
performance.
From this list, we can
select those that
matches The
Company’s unique
needs and/or develop
new ones where
applicable
Work
§ Resources
§ Sense of Accomplishment
§ Work Activities
§ Work Processes
Quality of Life
§ Diversity
§ Work Life Balance
People
Customers
Manager
Senior Leadership
Engagement
Opportunities
§ Career Opportunities
§ Learning and Development
Total Rewards
§ Pay
§ Benefits
§ Recognition
Company Practices
§ Company Reputation
§ Brand Alignment
§ Managing Performance
§ People Practices
§ Corporate Social Responsibility
§
§
§
§ Co-workers
Employee
Engagement Index
§ Customer Focus
Research Based Methodology
Comprehensive measure of an employee’s experience
§ Physical Work Environment
15
6 KEY DRIVERS
(People, Work,
Opportunities, Quality of
life, Company Practices,
Total rewards)
Know how engaged your employees
are as research shows a strong link
between engagement and
organization performance
(correlation = .54)
BUSINESS RESULTS
(e.g. Share Price, Revenue, Profit)
SAY
11
STAY
22
STRIVE
33
Know which key
drivers will impact
the company
employees’
engagement – based
on how employees
in the organization
answer
Research Based Methodology
Linkage to Business Results, Performance
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9. 9ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
Employee Engagement Indices
While Employees “Say” great things , willing to “Strive” beyond the
call of duty, they look “out” for options to enhance their career
Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study
Best Employers
Market Average
Thailand Employee Engagement Indices
17
What Employees Say Drives Engagement
Ranking 2011 2013
1 Career Opportunities Career Opportunities
2 People/HR practices Work Tasks
3 Pay People / HR practices
4 Work Tasks Pay
Career opportunities, People/HR practices and Pay continue
to be high impact drivers for Thailand .
Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study
Source: Aon Hewitt’s Best Employers Thailand 2011 Study
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10. 10ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
Gen X & Gen Y
Gen Y employees Engagement Score does not significantly lag behind Gen
X in Thailand , In other countries in Southeast Asia a lag of 6-8% prevailed
Average Engagement Score by Age
Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study 19
What Employees Say Drives Engagement
Ranking Gen Y Gen X Baby Boomers
1 Career Opportunities Career Opportunities Career Opportunities
2 Pay Work Tasks Recognition
3 Work Tasks People/HR Practice People/HR Practice
4 Recognition Pay Managing Performance
Source: Aon Hewitt’s Best Employers 2.0 – Thailand 2013 Study
Source: Aon Hewitt’s Best Employers Thailand 2011 Study
Across varying employee segments, Career Opportunities features as
the most significant driver to improve engagement.
20

11. 11ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
3 Qualities that Gen Y are looking for in their “Leaders”
“Senior leadership fills me with excitement for the
future of this organization”
“I trust senior leadership to appropriately balance
employee interests with those of the organization”
“Senior leadership is appropriately visible and
accessible to employees”
Less than 50% of Gen Y believe the above about their leaders
Source: Aon Hewitt Engagement Research Database
1
2
3
21
Attract Generation Y
• Attraction factors are mostly similar for young and
old, but how and when they want these to be
fulfilled are quite different
• Understanding Generation Y’s perception about
– Excellent working environment
– Overseas training and development
– World class products and services
• Employer branding
– Communicate the value propositions differently and more
effectively
22

12. 12ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
“Work”
“Self Esteem”
“Growth”
“Work
Environment” “Pay”
“Opportunities to
Learn & Develop”
What is this job like?
Will I enjoy the
experience?
What can I expect in
return for my efforts?
How will my efforts help
drive a greater mission?
How will I be
rewarded?
How will I develop
professionally and
personally?
What is Employer Brand?
23
Recognizing & responding to Millennial expectations
– An 8 point agenda for HR
#1) Lift the ability of managers to coach & provide feedback
– Gen Y were raised with feedback & expect it
– Frequency, quality & authenticity of conversations are critical
– Unstructured, on-the-fly feedback helps. It is important to break the rigid cycle of
performance appraisal, 360 degree etc.
#2) Provide Gen Y with a sense of purpose, a bigger goal
– Quest to find work that is “meaningful” and “makes a difference” is a core millennial
trait.
– Communicate the why, help them understand how they fit into the “big picture”
#3) Give them opportunities to contribute + innovate & recognize
impact
– Gen Y constantly seek challenge & personal development
– Engage them with stretch goals, projects, differentiated learning opportunities
– Recognize them for discretionary effort that creates impact
24

13. 13ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
#4) Move away from traditional notions of career & loyalty
– Gen Y view life as a multi-level, multi-player game. Career is no longer a rigid
series of steps to the top but rather a set of accumulated experiences
– Be ready to talk about opportunities you can offer them. The trick is to make the
company appealing in terms of career development.
#5) It is ok to be social, fun & collaborative
– Gen Y integrate work even closer with life. They believe it is ok to “friend” a co-
worker and respond better to a family like environment
– Enable mechanisms that foster fun and ultra-collaborative environments
#6) Create reward schemes which demonstrate “personalization”
– Develop flex-benefits programs to meet the intrinsic needs of this employee base &
empowers them to choose accordingly
– Think of diverse possibilities that break out of the standard box like features e.g.
sabbatical for further studies / for community work etc.
Recognizing & responding to Millennial expectations
– An 8 point agenda for HR
25
#7) Communicate openly & straight up
– Days of hierarchy and control are out, instead autonomy and empowerment are in
– Be ready for “everyone to know everything about anything” – power of technology
and networks
#8) Give them flexibility to manage their time
– Work-life is not a catch phrase to Gen Y, they are genuinely seeking a broader &
more diverse set of life experiences
– Marry clear performance expectations with greater control over their own time
Recognizing & responding to Millennial expectations
– An 8 point agenda for HR
26

14. 14ต่าง “Gen” ก็ต่าง “ใจ” แล ้วจะทํางานร่วมกัน...อย่างไรดี?? : 5 กรกฎาคม 2556
Implications for Human Capital Management in Thailand
Equip people managers with the skills, knowledge, and training
for effective conversations with employees on growth
opportunities and rewards.
Review / Develop HR programs specifically aimed at Generation
Y, and middle management
Workplace arrangement to match Generation Y lifestyle
1
2
3
27
Thank You
Organization Effective and Engagement
Napas Sirivarangkul
Email: napas.sirivarangkul@aonhewitt.com
Tel : (+668) 16326208