2014 Global HR Excellence - Leading and Engaging Multigenerational Workforce - 13 Oct 2014

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Prof Sattar Bawany
Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
C-Suite Master Executive Coach, EDA Asia Pacific
13 October 2014 Pan Pacific Hotel, Singapore
Leading and Engaging Today’s Multigenerational Workforce

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Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.
Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..
Are You a Tiger or a Deer?

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About
Centre for Executive Education (CEE)
Executive Education
Leadership & High Potential Development
Executive Coaching
Succession Planning
Executive Assessment
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CEE Global is the Exclusive Strategic Partner of Executive Development Associates (EDA), a leader in Executive Coaching & Leadership Development since 1982.

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•Centre of Executive Education (CEE Global) is a premier network for established human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow's business challenges.
•CEE has established strategic partnerships with Executive Development Associates (EDA), International Professional Managers Association (IPMA) and Cegos Asia Pacific as well as a network of Affiliate Partners across the globe.
•CEE faculty, consultants and executive coaches are highly credentialed with extensive experience to help managers and executives who are being positioned for future career growth.
Who We Are

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•CEO of Centre for Executive Education (CEE Global)
•C-Suite Master Executive Coach, EDA Asia Pacific
•Adjunct Faculty of Harvard Business School Corporate Learning
•Adjunct Faculty of Duke Corporate Education (CE)
•Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management
•Over 25 years’ in executive coaching, group facilitation, executive education and senior leadership development and training
•Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation
About Your Speaker
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• Understand the Key Differences Between Traditionalist, Baby
Boomers, Gen X, Gen Y and Gen Z (also known as Linksters/Digital
Natives/i Generation)
• Learn the Contemporary Issues related to attraction, retention
and engagement of Gen Y at Workplace
• Leverage on an Effective Framework to Achieve Results with
Different Generations of Workforce
• Understand the Best Practices in Leading and Engaging a
Multigenerational Team Effectiveness
This Session will provide you with a foundation of
knowledge that will enable you to:
Session Objectives

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The New Realities of Multigenerational Workforce

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Danger or Opportunity?
Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our organization.

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Baby Boomers are retiring at the rate of one every eight seconds
The vast majority of organizational leaders are Baby Boomers with the most typical age being 58 years old
There are 11% fewer Gen Xers than Baby Boomers
Generation Y (twenty-five and under) will not be senior management/ leadership material for years to come
Research: The New Realities
Source: http://www.executivedevelopment.com/product/decades-of-differences/

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Shifting Demographics
•By 2017, workers in the US, Canada, France, Germany, Japan, Singapore, Italy and the U.K. aged 50 and over will make up more than 40% of the workforce and will be poised to retire in large numbers within the next ten years (AARP Profit from Experience, 2007).
•Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003).

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Gen Z/ i-Generation / Linksters
Generation Y / Millenials
Generation X
Baby Boomers
Traditionalists
68 and over
50-67
33-49
19-32
18 and under
1922-1945
1946-1964
1965-1980
1981-1994
1995-2010
Value logic and discipline, stability, want a legacy
Idealistic, competitive, questions authority, dislikes change, recognition, stellar career
Work/life balance, career portability, flexible, some anxiety, dislike micro management
Value diversity, technologically superior, change, want meaningful work, embrace selected technologies and don’t let go
Technology a part of life, never lost, multi-profiled, multi collaborators, multi personality multi locations
The 5 Generational Traits

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Generational Work Perspectives
Generation
Years Born
Work Perspectives
Traditionalists
1922 - 1945
“Company loyalty” - Believed they'd work for the same company their entire career.
Boomers
1946 - 1964
“Live to work” - Believe in putting in face time at the office. Women enter the workforce in large numbers.
Gen Xers
1965 - 1980
“Work to live” - Believe that work should not define their lives. Dual-earner couples become the norm.
Gen Yers (Millennials)
1981 - 1994
“Work my way” - Devoted to their own careers, not to their companies. Desire meaningful work.
Gen Zers (Linksters)
1995 to present
“Living and Working their way” - Their struggles in the work environment are tied to their youth and inexperience. Desire for change, stimulation, learning and promotion that will conflict with traditional organisational hierarchies.
Sattar Bawany (2013), ‘Unlocking unlocking the benefits of a multi-generational workforce in Singapore’,
http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore,
published in Singapore Business Review on 24 January 2013

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Source: The Straits Times, Singapore 8 April 2010

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Generational Differences

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Bringing a New Type of Language to the Workplace
•Your gf is getto lol
•Rofl nah she’s cool
•Lol coolies ttyl gtg pos
Your girlfriend is lower class laugh out loud
Rolling on the floor…
Laugh out loud, stay cool, talk to you later, got to go, parents over (my) shoulder

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Achieving Results with Multigenerational Workforce
• Profitability/Market Share
• ROI/Cost Optimization
• Customer Satisfaction/Loyalty
• Service Value/Relationship
• Employee Satisfaction/Loyalty
• Employee Turnover Rate
• Company Culture, Policies
• Rewards and Flexibility
EQ/Social Intelligence
Leadership Styles/ Humility/
Level 5 Leadership
Adapted from Sattar Bawany, (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve- incredible-organizational-success-0

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Leading Your Multigenerational Team to Success with S.C.O.R.E
Source: Sattar Bawany (2014), “Building High Performance Teams Using SCORE Framework” in Talent Management Excellence, April 2014 issue. http://www.cee-global.com/6/publication

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Interim Results of CEE Global Survey on Leading and Engaging Gen Y and Z at the Workplace
Survey Commissioned by Centre for Executive Education (CEE Global): www.cee-global.com. To participate please visit Survey site at: www.surveymonkey.com/s/genyz

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Interim Results of CEE Global Survey on Leading and Engaging Gen Y and Z Survey Commissioned by CEE Global in Singapore Research Aim: Evaluate Factors on Talent Attraction, Retention and Engagement as well as what they expects from their leaders. Concerns on Employment Issues :
84% – Career Advancement
75% – Job Satisfaction
64% – Financial Security/Compensation Push / Pull Factors in Leaving for another Job/Role:
36% – Higher Salary/Compensation
27% – More Opportunities for Advancement
25% – Dissatisfaction with Immediate Manager
Source: CEE Global 2014 Survey on “Leading and Engaging Gen Y and Z at the Workplace”

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Interim Results of CEE Global Survey on Leading and Engaging Gen Y and Z What they look for in their Immediate Managers/Supervisors:
88% – Respects, Values and Appreciate Employees
84% – Able to Coach, Mentor and Guide Me
75% – Effective Communicator & Great Listener Important Aspects of Work Environment:
51% – Managers/Supervisors who I can Respect and Learn from
24% – Working with People I Enjoy
18% – Having a Work-Life Balance How long you expect to Stay in your Current Job:
36% – 3 to 5 years
32% – 1 to 2 years
12% – 6 years or longer
Source: CEE Global 2014 Survey on “Leading and Engaging Gen Y and Z at the Workplace”

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Invitation to Participate in the Survey
For participation of CEE Global’s Survey on Leading and Engaging Gen Y and Z at the Workplace in Singapore, please visit CEE Homepage at: www.cee-global.com or visit directly the Survey Website at: www.surveymonkey.com/s/genyz

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•Build Team Spirit by talking about the generational issues to depersonalize the conflict that arises due to the differences.
•Recognize and celebrate the Differences.
•Effective Communication - Seek to understand and only then to be understood.
•Engage through Managerial Coaching and Reverse Mentoring.
In Conclusion: Key to Success Engage through Encourage Constant Feedback and show recognition for Y-er’s & Z-er’s contribution. Opportunities for Career Advancement and Good Relationships are key factors.

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Appendix
Recommended Further Readings and Research on Multigenerational Workforce, visit:
www.cee-global.com/6/publication

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Leading and Engaging Gen Y and Gen Z Employees

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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…

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Prof Sattar Bawany
CEO, Centre for Executive Education (CEE Global)
C-Suite Master Executive Coach, EDA Asia Pacific
Strategic Advisor & Master Facilitator, IPMA Asia Pacific
Email: sattar.bawany@cee-global.com Slideshare: www.slideshare.net/ceeglobal
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Articles: www.cee-global.com/6/publication
Further Dialogue on Social Media