Here are 3 actions I would implement to engage my Gen Y team members in hotel/departmental KPIs:
1. Involve Gen Y team members in developing strategies and setting team goals for achieving KPIs rather than just presenting targets. This taps into their strengths as collaborative team players and gives them autonomy.
2. Provide regular feedback and recognition focused on strengths and contributions to motivate continued performance. Gen Y values appreciation and wanting to build on their strengths.
3. Encourage innovative thinking on improving processes and challenge the status quo by asking for their ideas and using coaching to guide positive changes. This engages their desire for mastery and challenges them while allowing autonomy.
1. How to engage Generation Y into
your financial KPI’s
Vicky de Bruijn
Director Talent Management Europe
2. What in your view is
generation Y?
Millenials in the workplace training
3. Deloitte Millenials Survey 2014
75% workforce made of Millenials by 2025
• 70% Millenials see themselves as working independently at some
point in their lives
• 52% in developed countries
• 82% in emerging markets
• 50% Millenials want to work for a business with ethical practices
• 63% donate to a charity
• 43% actively volunteer or are a member of a community
organisation
• 52% sign petitions
Scope: 7,800 people born in or after 1983, with a degree and employed full time in 26 countries
6. Different generations
Generation Y:Born between early 1980s to the early 2000s.
(Approx Between 15 - 30 years, 25. 5% of world population )
Generation X: Born between early 1960s to the early 1980s
(Approx Between 31- 50 years, 21% of world population)
Baby boomers: Born between 1946 and 1964
(Aprrox Between 50- 68 years, 19% of world population)
Silent Generation/
Traditionalists: Born approximately between
1928 and 1945; (4,5 % of world population)
9. Making the most of strengths
Integrating paradoxes
Why choose?
Do not make them choose
They want it all and they find the way to get it. Even if it’s not with your company
Use this for innovation and creative thinking
You might have seemingly conflicting goals in your hotel brainstorm with your Y’s.
You may not have to choose either.
Embracing paradoxes is the art of balancing opposites.
http://www.hbs.edu/faculty/Publication%20Files/11-110.pdf
Resource
10. Collaborative/ team players: Group 1
Appreciative: Group 2
Connected/ Technically savvy: Group 3
Ambitious: Group 4
What can you do to build on their strengths to your and your
dept. advantage?
11. Making the most of strengths
Collaborative/ Team players
Why not together?
Give common goals to a team of people, instead of individual targets.
They are more collaborative then competitive. Get buy in for KPI’s through team goals.
Agree on financial goals, when possible, rather than present them as given. If the
targets are set and you cannot change them, at least debate them. Engage Ys in building
the strategy for achieving those goals. Encourage them to set higher goals.
Encourage working in projects in your propriety. You have the targets, create a
team, build a strategy, and be a team coach, rather then a boss.
Instill excellent working relationships with colleagues and managers in the department
Create a team space break out areas
Sport and social facilities/ activities as Gen Y is a sporty and social generation.
Create a more casual environment
12. Making the most of strengths
Appreciative
Why not build on my strengths?
Give feedback all the time, with focus on positive!
It’s not that Y’s are very sensitive of constructive criticism, they tend to take it honestly
and openly. However, they want to build on strengths rather then developing a new skill
from 0.
Say: “thank you for….!”
Not just because it’s polite. Know what you are thanking for
13. Making the most of strengths
Connected/ Technically savvy
Why not share?
Are you looking for someone or want to recruit somebody? They know a guy. Being so
connected makes them very good and finding all kinds of resources .
Most Y’s have big networks of people on social media and not only. Spreading the word
is something that they could do easily. Engage all your Y’s in actively promoting your
hotel, events, opportunities, through their respective networks.
The Social Media Revolution
Reverse mentoring
Through their ease and comfort with technology, invite them to help your organization
change, innovate, and grow.
Involve them in posting business success on H360 or other ways to share business
success on line.
14.
15. Making the most of strengths
Ambitious
Why not exceed?
Help Y’s achieve clarity of the company’s financial goals
Give freedom in creating the own strategy/process
Provide the support/tools they need to achieve and exceed goals
Set goals that are not only achievable but also could be exceeded in the way they
are formulated. (targets like “100% compliance” are not challenging more then once)
They seek meaning and demand a constant intellectual challenge. Link achieving
the business goals to a sense of meaning and a way to challenge them.
17. Flipping Threats
Easily Bored/Distracted
Why follow through?
Encourage own initiative and independent thinking when issues need to be solved.
Gamification – Turn achieving goals into captivating games
Slides? Why not Zoom- in
www.prezi.com www.reveal.js www.impress.js
http://mashable.com/category/gamification/
Storytelling –
Presentations
should either
contain stories and
metaphors or at
least use
storytelling tools
18. Flipping Threats
Reluctant of authority
Why should I do what you say?
Debate.
Ask: “This is our challenge. What
do you think we should do?” Then,
use healthy debate to reach a
common goal
Engage.
Involve Y’s in creating the
targets/incentive schemes and
strategies. If they contributed to
the “rules” they are more likely to
respect them
19. Flipping Threats
Challenging the status quo
Why?
Use coaching to guide your Y’s to make positive changes in the company
Always ask: “What would you do different?”
Leave space/create the context for positive change
Manage the process being mindful of change resistant team members
Article
http://www.businessballs.com/changemanagement.htm
21. What activities/tasks can you implement to tap into their
motivators?
Contribution Group 1
Autonomy Group 2
Mastery Group 3
Recognition Group 4
22. Using the Motivators
Contribution
Let them know how their tasks/objective/fits in with the company’s goal
Don’t forget the company’s vision and mission, how does your Y
contribute to that
Refer to how they impact and create the experiences of guests
Corporate responsibility will reign. Millennials will take their social values
with them to the top. Commitment to causes will be deeply imbedded into
their company’s work.
Reference to Sustainability and Travel with Purpose and how they make a
contribution
23. Using the Motivators
Autonomy
Clarity of the goal
Engagement on the objectives
Autonomy in building the
strategy/process
Right tools and support as needed
Be stingy with micro management, delegate projects rather then
tasks. Keep in mind your individual’s level of development and type of
support vs. autonomy required.
24. Using the Motivators
Mastery
Gen Y’s want to be used for what they are good at now!
Second focus is to learn or improve on weaker areas.
Coach and mentor. Help a Y find and develop his strengths and he will use
them to achieve your goals.
Find improvement areas. Be careful, if a Y does not want/feel the need to
develop a certain skill, he will not do it. Y’s rarely strive for perfection. They want
to get better at things that are important to them.
Trial and error. Create a safe space for trial and error with providing the right
level of support. In getting mastery Y’s go for trial & error more then for theories.
They understand the importance of experiential learning and they fear failure less.
26. Using the Motivators
Recognition
Use the Hilton Recognition Tools: Recognition matters
Create the context for your “Y” to shine
Find out what the “Y” wants to be recognized as
Be honest in your recognition
Video
http://www.ted.com/talks/dan_ariely_what_makes_us_feel_good_about_o
ur_work?utm_source=newsletter_daily&utm_campaign=daily&utm_mediu
m=email&utm_content=quote__2014-03-14
27. Summary: Create the context
Assign projects to teams instead of targets to individuals
Link KPI’s to team targets
Present the KPI achievement as a challenge
Ask: What would you do different?
Coach and mentor rather then direct
Use dialog instead of commanding
Create the context, clarify goals, offer support, involve Ys in building strategies and
processes.
Focus on strengths & Develop their skills
Use gamification and storytelling
Allow your Y to shine
Remember the Hilton’s mission and vision. Your Y does.
Always be ready to answer “Why?”
Foster innovative thinking
Make a positive contribution to society
28. Summary: Create the context
Assign projects to teams instead of targets to individuals
Link KPI’s to team targets
Present the KPI achievement as a challenge
Ask: What would you do different?
Coach and mentor rather then direct
Use dialog instead of commanding
Create the context, clarify goals, offer support, involve Ys in building strategies and
processes.
Focus on strengths & Develop their skills
Use gamification and storytelling
Allow your Y to shine
Remember the Hilton’s mission and vision. Your Y does.
Always be ready to answer “Why?”
Foster innovative thinking
Make a positive contribution to society
29. Individual exercise:
What will be the 3 actions you will implement to engage your
Gen Y team members in your hotel/ departmental KPI’s?
Notas do Editor
A generation is a group of people who have shared the same events through news, music, mood, education, parenting styles, and more, during a certain point in time (Murphy, 2007). It is through these formative experiences that a generation develops a collective outlook.
http://www.deloitte.com/assets/Dcom-Italy/Local%20Assets/Documents/Pubblicazioni/gx-dttl-2014-millennial-survey-report.pdf
7,800 Millennials (those born in 1983 or later) who had a college or university degree and who were employed full-time.
There were roughly 300 respondents each in 26 countries in North America, Western Europe, Latin America, and Asia-Pacific.
The two generations who have the most difficult time working together are Baby Boomers and Millennials, according to survey respondents, but it appears that each generation has some problem with one or more of the others.
Baby Boomers see Millennials and Generation X as lacking discipline and focus.
Generation X see Millennials as arrogant.
Millennials see Generation X as having poor problem-solving skills and being slow to respond. They also see Baby Boomers as resistant to change, dogmatic in their thinking, sexist, defensive, and lacking in creativity
The youngest and oldest generation, Generation Z and the Traditionalists, are relatively few in number, comprising less than 10% of the workforce. The rest of the workforce is somewhat evenly divided between the other three generations, each representing about a third of the remaining workforce, but a demographic shift is underway. Baby Boomers have long been the dominant generation in the workplace, but according to a Gallup report, Generation Y, also known as Millennials, recently overtook Baby Boomers in the workforce. That shift is accelerating as more Boomers approach retirement and more Millennials find employment.
The presence of all these generations in the workplace, with different values and priorities, has the potential to create a very real problem for organizations. Yet, according to a recent CIPD study, less than one-third of organizations report having an HR strategy in place for managing their aging workforce (Kirton, 2014).
Organizations that lack an effective strategy to address intergenerational challenges and focus on generation-specific needs may find themselves at a competitive disadvantage, mired in conflict and missing valuable opportunities.
Reverse mentoring can be an effective way to help Millennials and Baby Boomers appreciate each other’s knowledge and experience. HR should engage Millennials in the recruitment process, using social networks to recruit. Internal social media networks are also excellent platforms to foster communication, collaboration, learning, and development. Millennials’ ease and comfort with technology has helped many organizations to change, innovate, and grow.
Millennials are also the most educated generation. They crave meaningful work where they feel part of the organization’s mission, and value meaningful work and helping others more than a big paycheck. Work-life balance is a fundamental expectation for Millennials, who expect to be able to work when and where they want (Dowd-Higgins, 2013). Millennials are also prone to frequent job changes as they seek new opportunities and employment on their own terms. Millennial share many of the same values with other generations —corporate and social responsibility, flexibility, the need to make a difference and to be appreciated. The difference, notes writer Kathy Gurchiek from the Society for Human Resource Management, is that they are more likely than previous generations to let employers know what they value; and they are not afraid to change jobs (or careers) if they’re not happy.
To keep Millennials engaged, employers must offer this generation meaningful work. Millennials want to know how their work contributes to the larger mission. They also seek opportunities to give back through volunteer and philanthropic activities.
To keep Millennials engaged, employers must offer this generation meaningful work. Millennials want to know how their work contributes to the larger mission. They also seek opportunities to give back through volunteer and philanthropic activities.
Millennials prefer managers who take an educational approach and who take time to understand their personal and professional goals. Millennials value managers who coach them, are positive, motivational, collaborative, achievement oriented, and who provide structure (Murphy, 2007). Millennials distrust bureaucracy and rely heavily on their social networks. As a result, HR and talent management professionals should invite Millennial employees into the recruiting process to attract future leaders into the organization.
To keep Millennials engaged, employers must offer this generation meaningful work. Millennials want to know how their work contributes to the larger mission. They also seek opportunities to give back through volunteer and philanthropic activities.
Understanding the different generations, and what motivates them, can help managers develop strategies to attract, develop, and retain leaders in ways that are more relevant and appealing to each cohort. Some experts caution, however, that there is danger in over-generalizing about the different generations. No two individuals are the same, and members of the same generation may have very
different life experiences, shaping different attitudes and behaviors. There’s a fine line between appreciating unique characteristics of different generations and perpetuating stereotypes of the generations.
The key to managing the 5G workforce is to appreciate the differences and focus on what they have in common
professionals should honor the differences while focusing on the similarities when developing plans to recruit, retain, and engage employees from different .All generations want meaningful work, opportunities to learn and develop, work-life balance, and to be treated fairly and with respect.
Understanding the different generations, and what motivates them, can help managers develop strategies to attract, develop, and retain leaders in ways that are more relevant and appealing to each cohort. Some experts caution, however, that there is danger in over-generalizing about the different generations. No two individuals are the same, and members of the same generation may have very
different life experiences, shaping different attitudes and behaviors. There’s a fine line between appreciating unique characteristics of different generations and perpetuating stereotypes of the generations.
The key to managing the 5G workforce is to appreciate the differences and focus on what they have in common
professionals should honor the differences while focusing on the similarities when developing plans to recruit, retain, and engage employees from different .All generations want meaningful work, opportunities to learn and develop, work-life balance, and to be treated fairly and with respect.