Emerging leaders summit 2018 gino borromeo

THE TRUTH ABOUT
LEADING YOUNG TALENT
26 September 2018

59%of the Philippine population
is 30 and below
23median age
in the Philippines

70%of McCann Worldgroup staff
are 30 and below
26median age
of the team I lead

2018 Deloitte Millennial Survey
Millennials disappointed in business,
unprepared for Industry 4.0
UNDERSTANDING A MISUNDERSTOOD GENERATION 1
Understanding a misunderstood generation
THE FIRST LARGE-SCALE STUDY OF HOW MILLENNIAL ATTITUDES AND ACTIONS VARY ACROSS THE GLOBE, AND THE IMPLICATIONS FOR EMPLOYERS.
01
MILLENNIALS:
PART ONE OF A SIX-PART SERIES

Every generation thinks
they are better than
the ones that follow.

Are they better or worse
than previous generations?
Debatable.
Are they different from
previous generations?
Absolutely!

1
FINDING
YOURSELF
2
FINDING
YOUR PEOPLE
3
FINDING YOUR PLACE
IN THE WORLD

THAILAND PHILIPPINES CHILE CHILE
US
SOUTH KOREA BRAZIL UK

I AM BORED IF I ONLY DO ONE
THING AT A TIME
60%PHILIPPINES
55%
INDIA
42%
JAPAN
46%
GLOBAL
39%
HONG KONG
38%
CHINA

MOBILE DEVICES ARE
FUELING A STATE OF
CONSTANT SHOPPING

IT’S BETTER TO LIVE A LIFE
FILLED WITH GREAT EXPERIENCES
THAN MATERIAL POSSESSIONS
91%PHILIPPINES
73%
GLOBAL
53%
HONG KONG
24%
SINGAPORE
83%
AUSTRALIA
71%
INDIA

EXPONENTIALLY GREATER VARIETY OF
CAREER CHOICES AND PATHS

THEY DON’T JUST HAVE FRIENDS.
THEY HAVE AN AUDIENCE.

Filipino youth agree that seeing what
their friends are posting on social media
can make them feel inadequate
1 in 2

I AM MORE LIKELY TO
TRUST PEOPLE WHO
POST GOOD QUALITY
IMAGES
I WISH I COULD
EXPRESS MYSELF BETTER
THROUGH IMAGES AND
PHOTOS ONLINE
61%PHILIPPINES
71%PHILIPPINES
49%
GLOBAL
vs.
56%
GLOBAL
vs.
I FEEL PRESSURE TO
PORTRAY MYSELF IN
THE BEST WAY
POSSIBLE ON SOCIAL
MEDIA THROUGH THE
PHOTOS AND VIDEOS
THAT I POST
61%PHILIPPINES
53%
GLOBAL
vs.

2000 2006 2013
37
19
2
WORRIES AND CONCERNS
SCORING AT LEAST 20%

WORRIES AND CONCERNS
SCORING AT LEAST 20%
2000 2006 2013
Having to work each day (67%)
Needing to make money (55%)
Pollution in air/water (50%)
Drugs (42%)
Quality of education (38%)
Being a crime victim (36%)
Not going to college (31%)
Parents sick or dying (31%)
Smoking/drinking too much (31%)
Super viruses (29%)
Not being successful (29%)
Getting AIDS (28%)
Not getting a job (27%)
Separation from family (24%)
Growing old alone (24%)
No achievements (22%)
Can’t send kids to school (21%)
Losing my job (21%)
Can’t feed my kids (20%)
Sick for a long time (20%)
Pollution in air/water (53%)
Being a crime victim (49%)
Scarcity food/water/oil (48%)
Environment damage (47%
Parents sick or dying (47%)
Natural disasters (43%)
Super viruses (42%)
Drugs (41%)
Getting AIDS (40%)
Smoking/drinking too much (39%)
Growing old alone (38%)
Separation from family (38%)
Losing my job (38%)
Sick for a long time (37%)
Dying (36%)
Not getting a job (35%)
Not being successful (34%)
Conflict between nations (34%)
Not going to college (33%)
Can’t send kids to school (32%)
No achievements (31%)
Quality of education (30%)
Terrorism (28%)
Go to work everyday (28%)
Parents separating (26%)
Parents lose job (24%)
Fight in a war (24%)
Racism (20%)
Not getting married (20%)

I’M AFRAID OF DYING 50%
GLOBAL PHILIPPINES
20S
63%
GLOBAL
20S
57%

US ITALY
SOUTH AFRICA
CHILE
PHILIPPINES

What age is considered
the most uncertain? 21
PHILIPPINES
What age is considered
the most stressful? 30

This generational context
shapes their work values
and behavior.

Work still matters.
But the
Why
How
Where
When
With Who
is different.

5 truths about
leading young talent

TRUTH # 1:
Make the work meaningful.

HOW WOULD YOU MOST LIKE
TO BE REMEMBERED?
17%2011
23%
2016
“AS A PERSON WHO CHANGED THE WORLD
IN A POSITIVE WAY”

I’D LIKE TO BE MOST REMEMBERED
AS A PERSON WHO CHANGED THE
WORLD IN A POSITIVE WAY
26%PHILIPPINES
25%
CHINA
21%
HONG KONG
23%
INDIA
9%
JAPAN

h
e
s
8 8 %
8 6 % 8 6 %
8 3 % 8 2 % 8 1 % 8 1 %
7 4 %
6 3 %
6 8 %
6 2 %
58 %
6 2 % 6 1 %
56 %
59 %
2 5%
1 8 %
2 4 % 2 5%
2 0 % 2 0 %
2 5%
1 5%
Sense of
purpose
Variety of
experiences
Use made
of skills
Professional
development
Values
aligned*
Mentoring
received
Personal
recognition
Cross-team
collaboration*
Stay more than 5 years Leave within 2 years Gap
Figure 10: Those likely to remain longest share their organization’s values, and are more satisfied
with its sense of purpose and support of professional development
Percent satisfied with each aspect/describes* their organization
Q. How satisfied are you with the following aspects of your current working life?
Source: Deloitte Millennial Survey (2018)

6 2018 Deloitte Millennial Survey
environment
• Creating innovative ideas, products
and services
• Job creation, career development and
improving people’s lives
• An emphasis on inclusion and diversity in the
workplace
In their collective view, businesses are out of
step with these priorities. When comparing what
areas surveyed. In fact, the three priorities they say
are foremost in their organizations—generating
profit, driving efficiencies and producing/selling
goods and services—were the last three areas
they think should businesses should prioritize, far
behind job creation and improving society.
Even among the most senior millennial employees
surveyed, there is a sense that businesses could
strike a better balance between the pursuit
of financial results and “softer” outcomes. For
example, 44 percent of millennials occupying
Senior-executive millennials also say businesses
should protect the environment, improve society
and innovate more than they believe their own
employers are currently doing.
Businesses don’t prioritize issues that matter
to millennials
As in last year’s report, three-quarters of young
workers see multinational corporations as having
the potential to help solve society’s economic,
environmental and social challenges; respondents
feel that business could be particularly effective in
Figure 2. Employers are “out of step” with millennials’ priorities
Percent of millennials who say… What businesses should try to achieve My organization’s priorities
0
10
20
30
40
50
60
Generate jobs/
provide employment
Improve society
e.g., educate,
inform, promote health
and well-being
Innovate: develop
new products and services,
generate
new ideas, etc.
Enhance livelihoods (of
its employees)
Improve/protect the
environment
Improve skills of its
employees
Generate
profit
Drive efficiency, find
quicker and better
ways of doing things
Produce and sell goods
and services
43%
25%
39%
25%
36%
32%
35%
19%
33%
14%
29%
26%
24%
51%
21%
33%
15%
34%
Q11a: Which of the following words and phrases match your own belief as to what business should try to achieve? Select up to three.
Base: All millennials 10,455

TRUTH # 2:
Progress does not always
mean money.

Source: Universum Millennial Workers study (2017)
“Challenging Work” means…
Being involved in
innovative work 39%
10%Having a constant and
heavy workload
Learning new things on
a daily basis 39%

TRUTH # 3:
They want to lead.
But they also want us to
catch them and guide
them along the way.

My parents are my
go-to source for advice 83%
PHILIPPINES GLOBAL
73%

nt within
of loyalty.
s offered
ation,
ons of
particular
ond financial
k, there
devoted
nd ways of
oring, and
dership
Ideal for a typical week (Hours)
Development of
leadership skills
Actual for a typical week (Hours)
Discussing new ideas/
ways of working
Receiving coaching/
mentoring
Emails
4 .6 4 .5
4 .1
3 .6
3 .3
2 .7
2 .4
4 .8
Figure 14: Ideal versus current number of hours spent on specific tasks
Number of hours currently/ideally spent on each task in a typical week
Q. In a five-day workweek, how much of your time is typically spent on the following activities? / And what would be ideal amount of time you spend each week on each of these activities?
nt within
of loyalty.
s offered
ation,
ons of
particular
ond financial
k, there
devoted
nd ways of
oring, and
dership
Ideal for a typical week (Hours)
Development of
leadership skills
Actual for a typical week (Hours)
Discussing new ideas/
ways of working
Receiving coaching/
mentoring
Emails
4 .6 4 .5
4 .1
3 .6
3 .3
2 .7
2 .4
4 .8
Figure 14: Ideal versus current number of hours spent on specific tasks
Number of hours currently/ideally spent on each task in a typical week
Q. In a five-day workweek, how much of your time is typically spent on the following activities? / And what would be ideal amount of time you spend each week on each of these activities?

ation for senior roles. However, the
isappointing—50 percent of male
male respondents say they are “being
ial leadership positions.”
r a lack of it) may be equal, the
l men (21 percent) are significantly
en (16 percent) to say they lead
members of the senior management
ct continuing gender bias or
omen feel less encouraged in seeking
we reported a significant gender gap
the proportion of men (27 percent)
ent) who rated their leadership skills
Stay more than 5 years Leave within 2 years
“Younger employees
are actively
encouraged to aim
for leadership roles”
(Average = 58%)
“My leadership skills
are not being fully
developed”
(Average = 63%)
“I feel that I’m being
overlooked for
potential leadership
positions”
(Average = 49%)
“There is a lot of
support for those
wishing to take on
leadership roles”
(Average = 59%)
68%
52%
54%
71%
68%
52%
42%
57%
loyalty (yes really!)
Percentage agreeing with each statement
Q. “Thinking about the support your organization offers you in regards to taking on
leadership positions, to what extent do you agree or disagree with the following statements?
the
ale
eing
tly
ment
eking
er gap
cent)
skills
are actively
encouraged to aim
are not being fully
developed”
overlooked for
support for those
wishing to take on
68%
52%
54%
71%
68%
52%
42%
57%
Figure 3: Supporting leadership ambitions builds
(Average = 58%) (Average = 49%)(Average = 59%)
r roles. However, the
50 percent of male
ts say they are “being
positions.”
may be equal, the
ent) are significantly
to say they lead
senior management
ender bias or
ncouraged in seeking
significant gender gap
n of men (27 percent)
their leadership skills
are actively
encouraged to aim
for leadership roles”
(Average = 58%)
are not being fully
developed”
(Average = 63%)
overlooked for
positions”
(Average = 49%)
support for those
wishing to take on
leadership roles”
(Average = 59%)
68%
52%
54%
71%
68%
52%
42%
57%

Nearly half of our
young staff are
key performers of our under 30 staff scored
“Very Good” To “Excellent”
in their yearly performance evaluation
46%

TRUTH # 4:
Champion flexibility at work.

Flexibility is the openness to
try varied approaches,
as opposed to blind rigidity.
Don’t think of it as
“pandering to the young”.

y
would willingly
e next two years,
omy as a viable
ment, as compared
to stay at their
e than five years.
hat appeals to only
uite the contrary.
e members of senior
rds would consider
or freelance
me employment.
f those occupying
k that makes it so
the promise of
More than six in
nials who would
“increased money/
or. Flexibility and
dary considerations.
p this in mind—while
s (and Gen Z) want
mproving society,
ting and being
find themselves with
and loyal workforce.
occasion with higher
choose not to,
t of their workforces
Figure 17. Flexibility in working practices correlates with loyalty
Q16. Thinking of the past three years, which of the following statements best reflects your experience of working at your current organization?
Base: All millennials at current employer for at least three years and likely to stay up to two years 2,328, expect to stay more than 5 years 2,213
Percent of millennials who say that…
Expect to leave within 2 years Expect to stay more than 5 years
35%
33%
31%
55%
27%
17%
There is more flexibility—I have more options
in terms of where and when I work
There has been no change in flexibility
There is less flexibility—I have fewer options

intending to be with their employers five years or
more (42 percent). Conversely, the prioritization of
innovation (35 percent) and societal improvement
(31 percent) is more strongly perceived among
“loyal” millennials than those wishing to soon leave
(28 percent and 21 percent).
Beyond philosophical differences and agreements,
millennials and Gen Z respondents identify several
tangible factors that engender loyalty to employers.
At the top of the list for millennials—at least in
terms of considering to work for an employer—is
the financial rewards. That may seem hypocritical
given the group’s feelings about companies
that are primarily driven by profits, but it actually
is consistent with the idea that employers
should “share the wealth,” provide good jobs and
enhance workers’ lives. It also reflects that maturing
millennials may be saving for their children’s
postsecondary educations and struggling to
purchase big-ticket items—especially housing,
the cost of which has far outpaced salaries in much
of the world.
For Gen Z, which has fewer financial obligations,
monetary rewards placed second behind the
desire to be part of a “positive workplace culture.”
Respondents of both generations also cited
flexibility and opportunities for continuous learning,
both of which we’ll explore later, as key factors.
Millennials GenZ
Q22. In general, how important are the following aspects when you are considering working at an organization? Please select each in order of their importance to you, from most important to least important
Base: All millennials 10,455, all Gen Z 1,844
Figure 15. Pay and positive workplace culture top young workers’ wish list
Percent “very important” when choosing to work for an organization
63%
52% 50% 48%
33%
22% 19%
12%
51%
57%
44% 44%
25%
33%
27%
19%
Financialrewards/
beneﬁts
Positive
workplace
culture
Flexibility(i.e.,hours
and
location)
O
pportunitiesfor
continuouslearning
W
ell-being
program
s
and
incentives
Reputation
for
ethicalbehavior
Diversityand
inclusion
Opportunitiesto
volunteer/
m
ake
a
diﬀerence
in
thecom
m
unity

Flexibility in
Working styles
Working venues
Who I can work with
Who I can learn from

Kiel Cortez, 26,
Financial Market Research Ofﬁcer
Kristel Cabuling, 29,
Compliance Specialist

MY FRIENDS ARE MORE LIKE MY
FAMILY THAN MY ACTUAL FAMILY
46%APAC
62%
INDIA
41%
CHINA
52%
HONG KONG
41%
PHILIPPINES
32%
JAPAN

ESSOMBA, 22
CAMEROON
SINCERITY
YEHUDI, 27
UK
LOYALTY
ALEXANDROS, 16
CYPRUS
HONESTY
ANNA LI, 22
AUSTRALIA
HONESTY
FIRST, 16
THAILAND
SINCERITY
AGSHIN, 16
AZERBAIJAN
HONESTY
CAMILLA, 24
SWEDEN
LOYALTY
ALEXY, 16
RUSSIA
HONESTY

intending to be with their employers five years or
more (42 percent). Conversely, the prioritization of
innovation (35 percent) and societal improvement
(31 percent) is more strongly perceived among
“loyal” millennials than those wishing to soon leave
(28 percent and 21 percent).
Beyond philosophical differences and agreements,
millennials and Gen Z respondents identify several
tangible factors that engender loyalty to employers.
At the top of the list for millennials—at least in
terms of considering to work for an employer—is
the financial rewards. That may seem hypocritical
given the group’s feelings about companies
that are primarily driven by profits, but it actually
is consistent with the idea that employers
should “share the wealth,” provide good jobs and
enhance workers’ lives. It also reflects that maturing
millennials may be saving for their children’s
postsecondary educations and struggling to
purchase big-ticket items—especially housing,
the cost of which has far outpaced salaries in much
of the world.
For Gen Z, which has fewer financial obligations,
monetary rewards placed second behind the
desire to be part of a “positive workplace culture.”
Respondents of both generations also cited
flexibility and opportunities for continuous learning,
both of which we’ll explore later, as key factors.
Millennials GenZ
Q22. In general, how important are the following aspects when you are considering working at an organization? Please select each in order of their importance to you, from most important to least important
Base: All millennials 10,455, all Gen Z 1,844
Figure 15. Pay and positive workplace culture top young workers’ wish list
Percent “very important” when choosing to work for an organization
63%
52% 50% 48%
33%
22% 19%
12%
51%
57%
44% 44%
25%
33%
27%
19%
Financialrewards/
beneﬁts
Positive
workplace
culture
Flexibility(i.e.,hours
and
location)
O
pportunitiesfor
continuouslearning
W
ell-being
program
s
and
incentives
Reputation
for
ethicalbehavior
Diversityand
inclusion
Opportunitiesto
volunteer/
m
ake
a
diﬀerence
in
thecom
m
unity

8.6 on “People with different
ideas are valued”
(vs 7.7 for APAC)
8.6 on “The agency supports
diversity in the workplace”
(#1 in APAC)

Regular “Meet The CEO sessions”

TRUTH # 5:
Invest in culture.
TRUTH # 4:
Champion flexibility at work.
TRUTH # 3:
They want to lead.
But they also want us to catch them and
guide them along the way.
TRUTH # 2:
Progress does not always mean money.
TRUTH # 1:
Make the work meaningful.

Emerging leaders summit 2018 gino borromeo

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