1. -Ms. Deepa Mohamed
-Ms. Hena Jawed Khan

2. 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
2
Private & Confidential

3. Generation Common Characteristics
Gen Y
Optimistic;
Confident;
Comfortably self-reliant;
Success Driven
Gen X
Self-Reliant;
Diversity-Minded;
Focused on today
Baby Boomers
Optimistic;
Driven to achieve goals;
3
Private & Confidential

4. Private & Confidential
SOURCE: TIPS TO IMPROVE INTERACTION AMONG THE GENERATIONS – From National Oceanographic & Atmospheric Asso Office of Diversity
Veterans
(1922–1945)
Baby Boomers
(1946–1964)
Generation X
(1965–1980)
Generation Y
(1981–2000)
Work Ethic /
Values:
Hard work
Respect authority
Sacrifice
Duty before fun
Adhere to rules
Workaholics
Work efficiently
Crusading causes
Personal fulfillment
Desire quality
Question authority
Eliminate the task
Self-reliance
Want structure and
direction
Skeptical
What’s next
Multitasking
Tenacity
Entrepreneurial
Tolerant
Goal oriented
Work is…: An obligation An exciting adventure A difficult challenge
A contract
A means to an end
Fulfillment
Leadership Style: Directive
Command-and-control
Consensual
Collegial
Everyone is the same
Challenge others
Ask why
The young leaders
Century
Interactive Style: Individual Team player
Loves meetings
Entrepreneur Participative
Communications: Formal
Written
In person Direct
Immediate
Email
Voice mail
Feedback &
Rewards:
No news is good news
Satisfaction in a job
well done
Don’t appreciate it
Money
Title recognition
Sorry to interrupt, but
how am I doing?
Freedom = best reward
Whenever I want it, at
the push of a button
Meaningful work
Messages that
motivate:
Your experience is
respected
You are valued
You are needed
Do it your way
Forget the rules
Working with other
bright, creative people
Work & Family
Life:
Work No balance
Work to live
Balance Balance
4

5. 5
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 path
No role ambiguity
Fairness, Internal &
External Pay Equity
Autonomy & Freedom
Advancement
(Accelerated Career
Path)
Security
Feedback
Job Profile
Mentor- Mentee
Approach
Work- Life Balance
Flexible Work hours &
Good Work Climate
Balance of Stressor &
Enabler
Innovative & Supportive
HR & Organization
policies
Rewards and
Recognition
Performance
Management System
Total rewards
(Relational &
Transactional)
Learning &
Development
Opportunities
High Job MPS*
Courtesy: Academy of HRDPrivate & Confidential

6. STRESSOR ENABLER
6
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
3
x Autonomy Feedbackx
ADMIN
POLICIES AND
STRATEGIES
- Downsizing
- Bureaucratic
Rules
- Competitive
pressures
- Rotating
(graveyard) shifts
- Merit Pay Plans
ORGANISATIO
NAL
STRUCTURE &
DESIGN
- Centralization
- Line – staff
conflicts
- Role ambiguity
and conflict
- No opportunity
for advancement
- Restrictive/
Untrusting culture
ORGANISATIO
NAL 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
Private & Confidential

7. 7
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
Private & Confidential

8. 8
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 economyPrivate & Confidential

9. 9
Organizational
Culture
Organizational
Vision
Work Environment
Organisation’s
Hygiene Factors
Learning &
Development
Opportunities
Private & Confidential

10. 10
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
Private & Confidential

11. Ms. Deepa Mohamed
Ms Hena Jawed Khan
The People Connect
deepa@thepeopleconnect.com
hena@thepeopleconnect.com
11
Private & Confidential

12. 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-
Paper.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_Snapshot_
041509.pdf
•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%2F
docs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%20
Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszMr
Qe0-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%20KP
MG&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)