MasterClass on Sustaining Employee Engagement and Productivity of a Multigenerational Workforce

© 2013 Centre for Executive Education Pte Ltd
www.ipma.com.sg
MasterClass on Sustaining
Employee Engagement and
Productivity of a Multigenerational
Workforce
Prof Sattar Bawany
CEO, Centre for Executive Education
Strategic Advisor, IPMA Asia Pacific
Managing Director, EDA Asia Pacific
27 February 2013
Grand Dorsett Subang, Malaysia

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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 Deer?

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The S.C.O.P.E. Approach
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN TO IMPLEMENT
NJOY OURSELVES

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Introduction & Objectives

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 The Centre for Executive Education (CEE) is the Executive
Development Division of The International Professional Managers
Association (IPMA).
 IPMA is a global „not-for-profit‟ (NPO) members organisation improving
managerial performance and effectiveness in all areas of business,
industry and public administratio
 CEE‟s mission is to assist client organisation to secure a leading
position in their respective market place and developing a sustainable
competitive advantage through developing their key asset, intellectual
capital of the people.
 CEE is the Strategic Partner of Executive Development Associates Inc.
(EDA) for executive coaching and custom-designed leadership
development solutions to accelerate individual performance
 Corporate Learning Solutions (CLS) is an Approved Training Provider of
IPMA and CEE Affiliate Partner in Malaysia. CLS focuses on sourcing
the best Malaysian and global trainers, consultants and speakers to
support companies and institutions to stay at the cutting edge of
knowledge and execution.
Who We Are

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 CEO, The Centre for Executive Education
 Strategic Advisor, IPMA Asia Pacific
 Managing Director & C-Suite Coach with EDA Asia Pacific
 Co-Chair of the Human Capital Committee of the American Chamber of
Commerce in Singapore (AmCham Singapore).
 Member of Frontier Strategy Group‟s Expert Advisory Network (EAN) for
Talent Management issues in Asia Pacific advising CEOs and CHROs of
global and regional organisations.
 Over 25 years‟ international business management in executive
coaching, facilitation, leadership development and training
 Adjunct Professor of Strategy at Paris Graduate School of Management
teaching international business strategies, leadership development and
human resource courses
 Previously assumed senior leadership roles with global management &
HR consulting firms: DBM Asia Pacific, Mercer Human Resource
Consulting, The Hay Group and Forum Corp
About Your Masterclass Facilitator

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Workshop Objectives
This Masterclass will provide you with a foundation of
knowledge that will enable you to:
 Better Understand the factors and historical period
experiences that shape each generation
 Develop more effective communication and influencing
strategies for each generation of employees
 Enhance their understanding of the workforce realities
created by five generations in the workplace, including the
potential points of conflict between each generation
 Learn the best practices required to lead and engage the
multigenerational employees towards increasing productivity
and achieve business outcomes

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Demystifying
Employee Engagement and
Productivity

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What Engagement is … and is not

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Everybody wants to have an
engaged workforce because
it can forge a path to
competitive advantage.
Yet ask five different people to define engagement and
you’ll likely get five different answers ….

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Group Exercise
1) _____ % of your employees that are good responsible
people?
2) _____ % of their brain power that is used at work?
3) _____ % of their human potential that is used at work?
4) _____ % of your time that is spent assisting top
performers?
5) _____ Average number of hours of non-productive time
per day for each employee, (not including scheduled breaks).
6) If an employee saw another staff person being called into the
boss‟ office, what would they assume is going on?
7) If an employee saw another staff person being called into the
HR office, what would they assume is going on?

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What is Employee Engagement?
It is all about alignment.
CEE Definition
en●gage●ment (in gājd/ měnt)
“an individual‟s heightened emotional and
intellectual connection and focused
energy, evident to others in the display of
personal initiative, additional discretionary
effort to his or her work as well as effort
and persistence directed toward achieving
the organizational goals.”

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Source: The Chartered Institute of Personnel and Development (CIPD) Report on “Creating an engaged workforce”
hhttp://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx
1. Employers want employees who will do their best work or „go the
extra mile‟. Employees want jobs that are worthwhile and that
inspire them. More and more organisations are looking for a win-
win solution that meets their needs and those of their employees.
What they increasingly say they are looking for is an engaged
workforce.
2. So what is employee engagement? It can be seen as a
combination of commitment to the organisation and its values
and a willingness to help out colleagues (organisational
citizenship). It goes beyond job satisfaction and is not simply
motivation. Engagement is something the employee has to offer:
it cannot be „required‟ as part of the employment contract.
Demystifying Employee Engagement

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Say
Stay
Strive
Engagement
Source: Hewitt Associates Best Employers Study:
http://was2.hewitt.com/bestemployers/canada/pages/driving_engagement.htm
Demystifying Employee Engagement

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Engaged employees
behave:
 Persistence at difficult
tasks
 Helping others
 Taking Initiative
 Going beyond
expectations
 And so forthSatisfied employees
behave:
 Low absenteeism
 Low turnover
 Low substance abuse
Is Satisfaction the Same as Engagement?
Behaviors
Engaged employees are satisfied
too…
And demonstrate satisfaction
behaviors as well as engagement
behaviors
Why Should We Care?

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Employee Engagement Groups
30% 55% 15%
Engaged Not Engaged Actively Disengaged
These employees are loyal and
psychologically committed to the
organization. They are more
productive and more likely to stay
with their company for at least a
year.
These employees may be
productive, but they are not
psychologically connected to their
company. They are more likely to
miss workdays and more likely to
leave.
These employees are physically
present but psychologically absent.
They are unhappy with their work
situation and insist on sharing this
unhappiness with their colleagues.
Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve
Crabtree, Gallup Management Journal Article, June 2004

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Alignment – knowing what to do Engagement – wanting to do it
Employee Engagement and Alignment

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Engaging Managers performs the following tasks:
Managers focus on
their people
(Adapt Leadership and
Communication Styles to each
Generation of Employees)
Managers treat their
people as individuals
(Understand the Psyche of
Multigenerational Employees)
Managers who
coach their people
(Maximise the Potential
and Meet the Aspirations
of Employees)
Role of Managers

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Measuring Engagement
The shadow side of scores

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 Engagement happens when people feel safe to take
action on their own initiative
 People feel safe when they trust their environment
 People trust their environment when they feel fairly
treated by it
 The key is to create a culture of trust in organizations
Case Study: Building Engagement@
Fairness Trust Feel Safe Engaged

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Lessons Learnt on Employee Engagement
1) Employee Engagement is critical to the success of your
business.
2) Employee Engagement is a critical measure of person-
organization alignment
3) Bringing out the best in each employee and
appreciating employee efforts will help keep employees
engaged.
4) Find out what your employees want most from you, and
be creative in giving employees what they need.
5) Engagement must be based on strong diagnostics and
executed with a focused, creative strategy designed to
prove the impact on business results

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Lessons Learnt on Employee Engagement
6) Engaged employees share a common set of attitudes and
beliefs which, taken together, reflect a vital aspect of
organizational health
7) Increasing your level of employee engagement will ensure
the long-term success of your business.
8) Employees must know specifically what they can do on
their individual jobs each and every day to truly make a
measurable difference in bottom line results
9) Employee engagement has dropped significantly in the
recent years due to the economic downturn, resulting
layoffs, and other cost-cutting measures.
10) Strong leadership “engages employees” in tough
economic situations and pulls the firm through faster

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The New Realities of
Multigenerational Workplace

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Multi-Generational Workplace:
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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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 (AARP Profit from Experience, 2007) and will be
poised to retire in large numbers within the next ten years.
 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).
 In light of this predicted labor and skills shortage, it is imperative
for forward-thinking companies to focus on retaining older
workers and increasing their ability to recruit and engage
younger workers.

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Most employees are:
Working in multi-generational teams
View that multi-generational teams improve
organizational performance
No Authoritative Published Data for Malaysia.
Key findings from survey commissioned by TAFEP:
Together, Gen X and Gen Y make up 60% of the
workforce
Means that 40% of the workforce is over 45 years of age
Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg
Present Day Workforce

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Here’s the deal…
 Knowing what era people
grew up in helps predict
their attitudes,
characteristics and
behaviors.
 Stephen Covey reminds us
that strength lies in
differences, not
similarities.

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Traditionalists Baby Boomers Gen X Gen Y
Career
Goals
Legacy Stellar Career Portable Career Parallel Careers
Rewards Satisfaction of
a Job Well
Done
Money, Title,
Recognition, Corner
Office
Freedom Is The
Ultimate
Reward
Work That Has
Meaning
Work-Life
Balance
Support in
shifting the
balance
Help me balance
everyone else and
find meaning in
myself
Give me
balance NOW!
Not when I‟m 65
Work isn‟t
everything.
Flexibility to
balance my other
activities
Job
Changing
Carries a
stigma
Puts you behind Is Necessary Is Expected
Training I learned the
hard way, you
can too!
Train them too much
and they‟ll leave
The more they
learn, the more
they‟ll stay
Continuous
learning is a way
of life
Source: Lynne C. Lancaster and David Stallman „When Generations Collide: Who They Are. Why They Clash. How to Solve the
Generational Puzzle at Work‟, 2002.
Overview of Generational Differences

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Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business
Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore
Multigenerational 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.

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Source: The Straits Times, 8 April 2010

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Group Exercise
Generational Themes
 List five social events/trends from the first 20 years
of your life.
 In small groups, discuss the following:
 How do you think these events shape your thinking and
behavior, especially at work?
 With which generation do you experience the most conflict? Why?
 What is the most important thing for other generations to know
about your generation?

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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
management/leadership
material for years to come
EDA Research: The New Realities

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 Changing Demographics
 Increasing numbers of Gen Y entering the workforce.
 Baby Boomers & Traditionalists are continuing to work for longer
tenures or are Re-engaged into the workforce.
 Alliance for Fair Employment Practices (TAFEP), 2010:
 Gen X and Gen Y make up 60% of the Singapore workforce.
 Means that 40% of the Singapore workforce is over 45 years of
age.
 Multi-generational teams improve organizational
effectiveness and performance.
Adapted from: TAFEP‟s Report on „Harnessing the Potential of Singapore‟s Multi-generational Workforce‟, 2010
http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential%
20of%20Singapore's%20Multi-Generational%20Workforce.pdf
Generational Diversity in Today’s
Workforce

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 More flexible in changing
demographics
 Broader insight into your customer
base
 Wider pool of Talent
 Diverse perspectives leading to
stronger decision-making
 Greater innovation and creativity
 Meet the needs of diverse stakeholders
Multigenerational workplaces can be a source of positive challenge,
opportunity, and significant growth if managed effectively.
Benefits of Multigenerational Teams

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Source: http://www.youtube.com/watch?v=rDAdaaupMno

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Leading and Engaging a
Multigenerational Workforce

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How Does the Multi-Generational
Workforce Impact Employers?
HR professionals can play a strategic role by partnering with
their Business Leaders in meeting the needs of their
employees.
 Are there specific business units that have a higher percentage of baby
boomers set to retire in the next 10 years?
 What are some possible flexible work options that will simultaneously
attract all generations while encouraging Traditionalists and Boomers to
remain employed and play key roles in knowledge transfer, leadership
development, and mentoring of younger workers?
 How can Human Resources professionals coach managers to maximize
the performance of each generation?
 What specific tactics are HR professionals using to attract the „best and
brightest‟ of the Gen Y employees that might differ from strategies used
for other generations?

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Source: “‟Y‟ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed,
Published by GMP & Temasek Polytechnic, 2009
Leadership Characteristics
That Gen Y-ers Want Their
Leaders To Demonstrate
Leadership Characteristics
That Managers From The
Other Generations Believe In
Demonstrating To Gen Y-ers
1. Caring (54%) 1. Competent (54%)
2. Inspiring (45%) 2. Honest (32%)
3. Competent (44%) 3. Forward-looking (31%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf
Leading Gen Y Employees

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Top Factors That Motivate Gen
Y To Stay In Organizations
Retention Strategies Most
Utilized By Organizations
1. Opportunities for Career
Advancement (63%)
1. Opportunities for Career
Advancement (43%)
2. Good Work-Life Harmony (41%) 2. Emphasis on Learning &
Development (37%)
3. Good Relationships (40%) 3. Good Compensation (24%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
Engaging Gen Y Employees

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 Calculate Your Current (and Future)
Investment in Gen Y:
 How many Gen Y employees does your
organisation currently have?
 What is the average compensation for
Gen Y employee at your organisation?
 Multiply the number of Gen Y employees x
Your average compensation.
 Can be seen as the risk your organisation
takes in assuming Gen Y will meet your
employment needs.
 The better managed this investment, the
lower the risk and the better return for all
involved.
Exercise: Managing the ROI on Gen Y?

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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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Generation Z: The digital natives
Students today are all
“native speakers” of
the digital language of
computers, video
games, instantaneous
communication, and the
Internet.
Source: Marc Prensky, “Digital Natives, Digital Immigrants” (2001)

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 The Linkster Generation (those born after 1995) is the one
just entering the workforce now. Like any other generation,
it brings its own mindset into the workforce.
 Linksters primarily work part-time while attending school.
 They are called Linksters because no other generation has
ever been so linked to each other and to the world through
technology. Their struggles in the work environment are
tied to their youth and inexperience.
 They are complete digital natives and cannot function
without communicating through social media.
 Desire for change, stimulation, learning and promotion that
will conflict with traditional organisational hierarchies.
Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.
Gen Z or The Linksters

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 Get them into a routine that they can master.
 Generation Z will be unlike Baby Boomers, who are often
loyal to a firm. They don‟t expect jobs for life and will move
onto the next job, similar to Generation Y.
 Managers of Generation Z employees will have to be
prepared to give regular feedback that tells them they are
making a difference to the organisation
 Development and work/life balance are more important than
financial reward, with both Gen Y & Z being committed to
their own personal learning and development.
Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012
http://www.i-l-m.com/edge/managing_generation_Z.aspx
Managing Gen Z

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How great leaders inspire action - Simon Sinek has a simple but powerful
model for inspirational leadership all starting with a golden circle and
the question "Why?”.
Why should your Talent remain with your Organisation and as your
Follower?
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“If you hire people just because they can do a job, they‟ll work for
your money. But if you hire people who believe what you believe,
they‟ll work for you with blood and sweat and tears.” - Simon Sinek
References:
http://www.startwithwhy.com/
http://www.youtube.com/watch?v=qp0HIF3SfI4
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
Video on Engaging Your Gen Y & Z

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Source: http://www.youtube.com/watch?v=fVHnug8H1MM

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• Profitability/ROI
• Cost Optimisation
• Employee Turnover /
Retention
• Employee Satisfaction
• Employee Loyalty
• Policy on CSR, Sabbatical
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ Level & EI Competencies
• Servant Leadership/Level 5
• Leadership Styles
Organisational Results
Talent Engagement
Organisational Climate
Leadership Effectiveness
Customer Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Bawany, S. (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
Engaging Your Multi-Gen Talent

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Multigenerational Conflicts

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Multi-Generational Conflict:
Striving for Collaboration
 Nearly 60 percent of HR managers at large companies
say they have observed office conflicts that flow from
generational differences, according to the Society for
Human Resource Management. Tensions typically stem
from perceptions of loyalty and respect.
 “Even though the generations are different, it does not
necessarily mean they hold divisive values and attitudes
that will affect their ability to work well together” (Giancola,
2006). Organizations are reaping the benefits of the
diversity provided by workers of different generations
collaborating effectively and learning from one another.

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Findings according to a study, commissioned by
the Tripartite Alliance for Fair Employment
Practices (TAFEP):
 Employees aged 30 and above, particularly the older
ones, have the most difficulty working with colleagues
belonging to Gen Y – those aged 29 and below.
 Conversely, Gen Y employees have fewer difficulties
working with older colleagues
 Organisations should be sensitive towards (inter-
generational issues) as the workforce becomes
increasingly diverse
Source: myPaper, 8 April 2010
Intergenerational Conflict

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Traditionalists
(Born before 1946)
Baby Boomers
(Born 1946-1964)
Gen X
(Born 1965-1980)
Gen Y
(Born after 1980)
Potential
Challenges
• Reluctant to buck
the system and
speak up when they
disagree
• Uncomfortable with
conflict
• Uncomfortable with
conflict
• Sometimes put
process ahead of
results
• Skeptical
• Distrust authority
• May not be
attracted to
leadership positions
• View changing jobs
as a natural
process
• Likes to instill a
sense of play and
fun in the work
Perception • Despise workers
who appear to jump
ladder rungs without
„paying their dues‟
• Might not be as
conscious to issues
on cross culture
• Might believe that
employees who fail
to put in „extra time‟
lack commitment,
focus and loyalty
• Might not recognize
the off-site
contribution of
employees
• Need to be
reminded to
delegate
tasks and
responsibilities
• Multi-tasking
abilities can be
construed as rude
Communication • Feedback is not
necessary, but they
want to know that
they have made a
difference
• Documented
feedback on a
yearly basis is
sufficient
• Frequent, honest
feedback to know
they are on the right
track
• Immediate
feedback that tells
them what they are
doing right or wrong
Source: Lynne C. Lancaster and David Stillman „When Generations Collide: How to Solve the Generational Puzzle at Work‟, 2002.
Potential Workplace Conflicts

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Multigenerational Communication
 Keeping these generational
differences in mind can make
dealing with co-workers, less of a
challenge.
 Remember to discard biases and
preconceived notions and enjoy
the generational differences

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1. Look at the generational factor
2. Air different generations' perceptions
3. Find a generationally appropriate fix
4. Find commonality and complements
5. Learn from each other
Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010
http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/
Tips on Resolving Intergenerational
Conflict

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Resolving
Multigenerational Conflicts with
Emotional Intelligence

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Emotional Intelligence, also called EI and often
measured as an Emotional Intelligence Quotient (EQ),
describes an ability, capacity, or skill to perceive,
assess, and manage the emotions of one's self, of
others, and of groups.
“The diversity of… generations provides a unique opportunity for
knowledge sharing. But because employees in the various age
groups may not naturally interact with each other on a daily basis,
you may need to make a concerted effort to facilitate
collaboration.”
- Katherine Spencer Lee
Emotional Intelligence (EI) & EQ

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“Anyone can become angry – that is easy.
But to be angry with the right person, to
the right degree, at the right time, for the
right purpose, and in the right way – that is
not easy.”
Aristotle in „Nicomachean Ethics‟
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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 The purpose of this self-evaluation is to measure your
tendencies and abilities within various areas of emotional
intelligence
 In the space provided next to each of the statements,
please write in the number that best describes your
agreement with the item, using the scale immediately
below.
1 = Disagree Very Much 4 = Agree Slightly
2 = Disagree Moderately 5 = Agree Moderately
3 = Disagree Slightly 6 = Agree Very Much
Emotional Intelligence:
Self Assessment

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“The capacity for
recognising our own feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Emotional Intelligence Quotient (EQ)
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

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Goleman’s EI Model
Daniel Goldman, Leadership That Gets Results. Harvard Business Review. March-April 2000

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Harvard Video on Social Intelligence
Source: http://www.youtube.com/watch?v=7Qv0o1oh9f4

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Important Note: The purpose of the following short quiz is to
provide you with an application of Emotional Intelligence (EI).
The results you get from this quiz are NOT a comprehensive
picture of your EQ.
Group Exercise: EI Mini Quiz

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Scenario 1. You are a Gen Y employee in a meeting when
a Baby-Boomer colleague takes credit for work that you
have done. What do you do?
A. Immediately and publicly confront the colleague over
the ownership of your work.
B. After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits
you when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in
public.
D. After the colleague speaks, publicly thank her for
referencing your work and give the group more specific
detail about what you were trying to accomplish.
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Scenario 2: You are a Gen X Manager in an organization
that is trying to encourage respect for racial and ethnic
diversity. You overhear a Gen Y employee telling both
sexist and racist jokes. What do you do?
A. Ignore it – the best way to deal with these things is not
to react.
B. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
C. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your
organization.
D. Suggest to the person telling the joke he go through a
diversity training program.

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Scenario 3. You are a Gen Y Manager and have recently
been assigned a Baby Boomer in your team, and have
noticed that he appears to be unable to make the simplest
of decisions without seeking advice from you. What do you
do?
A. Accept that he "does not have what it take to succeed around here"
and find others in your team to take on his tasks.
B. Get an HR manager to talk to him about where he sees his future in
the organization.
C. Purposely give him lots of complex decisions to make so that he will
become more confident in the role.
D. Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself available to act as his mentor.

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 Communicate is key to inspire Commitment
 “Opportunities for Career Advancement” and “Good
Relationships” are key factors that motivate Gen Y-ers to
remain in organisations.
• Engage Gen Y through Coaching and develop Coaching
competency of managers to be comfortable and confident
in having conversations surrounding professional
development plans.
• Encourage constant feedback and show recognition for Y-
er‟s work contribution
• Team Work „Y‟ & Linksters (Gen Z) Style: Encourage staff
gatherings, social events and „mixers‟ with workmates
Recommendations

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Employee Engagement Strategy
Best Practices
35 hr work week
No monitoring of sick days
Subsidized day care
On-Site medical care (& other onsite amenities…)
Talent is Ageless
Retaining trained, experienced mature workers leads to
increase retention rates among older workers
Older Employees increased from 7% (1990s) to 17% (2007)
Passion Never Retires
Medical & dental benefits for part time
employees working 10+ hours/week
Consumer Value Stores (CVS)

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What Else?
Use the Platinum Rule rather than the Golden Rule:
“Do unto others as they would have you do unto them” or
translated, treat them like they want to be treated, keeping their
values in mind.
Treat all with respect.
Desire for respect is a common factor with all generations.
Think about your reward system(s).
Make sure that the rewards you offer are of value to the generation
/ person that you wish to reward.

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• Each generation brings to the table different approaches to
- Work, Interaction, and how they view business strategies
• The end result is a greater diversity and variety of opinions,
creativity and talent
• When managed effectively, a multigenerational team can
add tremendous value to your organization
• However, as employees in the various age groups may not
naturally interact with each other, leaders may need to
adopt different leadership styles and make a concerted
effort to facilitate collaboration and reduce bias
Summary

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Conclusion: Strategic Tips
 Build team spirit by talking about the
generational issues to depersonalize the
conflict that arises due to the differences.
 Recognize and celebrate the differences.
 Over communicate. Seek to understand
and only then to be understood.
 Engage through Managerial Coaching
 Encourage constant feedback and show
recognition for Y-er‟s & Z-er‟s contribution
 “Opportunities for Career Advancement”
and “Good Relationships” are key factors
 Learn to use technology – it is here to
stay!

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Specific Goal
Measurement When I achieve this goal, I will know I am successful because:
Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?”
What resource(s) do I need? Funding? Support?
Timeline When will I start?
When do I expect to meet my goal?
Creating a SMART Development Plan

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http://www.youtube.com/watch?v=03o1JZ7c7gI
Video: Leading Multigenerational Team

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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 &
Strategic Advisor, IPMA Asia Pacific
Email: sattar.bawany@ipma.com.sg
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Keeping in Touch on Social Media

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