• Workshop date : 30 September 2011 • Facilitator : Ms. Deepa Mohamed

1. 1
- Ms. DEEPA MOHAMED

2. 2
Getting In – sync with Gen – Y
“UNDERSTANDING”
P
Humanizing Technology in Talent R
OBJECTIVE Acquisition “ACQUIRE” O
C
A comprehensive E
understanding and Workplace Enablers for Gen – Y S
“MAKING WORK-PLACE READY” S
practical insight
about Gen – Y and
how to Manage Gen
Managing Gen Y “Retaining &
– Y at workplace.. Empowering”
Sessions will be based on…….
- Various research & report statistics
- Personal experiences
- Sample Survey done within organization & department.
- Open forum – Participants Input

3. 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
TRADITIONALIST • Direction & Guidance
• Enthusiasm & Experience
BABY BOOMERS
• Open approach to Learning
GEN X
• Contagious Motivation &
GEN Y Confident
3

4. Generation Common Characteristics
Optimistic;
Confident;
Gen Y Comfortably self-reliant;
Success Driven
Self-Reliant;
Gen X Diversity-Minded;
Focused on today
Optimistic;
Baby Boomers Driven to achieve goals;
4

5. Think of an example a ‘Personality’ from a Traditionalist
generation that has been able to influence the millions of
Gen Yers recently in 2011.
Because he ignited following in Gen Y
• Trust in Them
• They felt the same cause & share the
vision
• They could accept that
‘Traditionalist’ as a trusted Mentor
5

6. The worldwide survey includes special samples from:
US: 1,217 India: 897 China: 660 UK: 607 Germany: 256
And from various key
5,375 respondents industry sectors
including: 690 Engineering 625 Media
3,011(18 - 25-year-olds) 736 Marketing, Finance &
1,298 (26 - 35-year-olds) Communication
396 (36 - 45-year-olds) 491 Information Art
551 Design
6

7. Green Money Service
wants to implement
CRM to encourage
Rohan, 26 newly cross-selling
married, having 5 yrs throughout the org.
work exp in SAP was 80% workforce sales.
hired by a TOP-NOTCH Avg age of emp - 26
MNC. Soon after joining Several Barriers stand
he was asked to relocate in way, slow to change,
to a FIELD Location Mr. Soham, 40 low acceptance from
heads, leaders lack
within 3 months. The working in an
exp. In technology.
same came as a surprise American MNC was Leaders are old-timers
to him as he was not deputed to South East with org from 15 - 20
communicated Asia for next 2 years. yrs, few are less that
regarding this at the No family transfers 2.5 yrs, some even 6
time of Interview. No Schooling Grant months
No Promotion Posting
What Would be It is frustrating……
Rohan`s Reaction????? What would be
Soham`s reaction????
7

8. No definitive agreement on birth years;, our reference band is between 1981 and 2000 – gen Y.
Global WorkPlace Innovation - Oxygenz report 2010.
Famous
Generation Major Events General Characteristics Personality
9-11; Iraq War; Enron; Emerging countries & global Techno savvy & connected 24/7;
Economy;; No life without computers Sania Mirza
Optimistic; Confident; Comfortably self-
Gen Y INDIA – Eco. Transformation, SEZ`s, Asian reliant; Entrepreneurial; Success Driven;
Saina Nainawal
Mark Elliot Zuckerberg
Games, Financial Reforms Inclusive; Environmentally minded
Collapse of the Soviet Union; Corporate
downsizing; Punk rock; Space shuttle Challenger
tragedy; Grew up with video games, MTV, and Barkha Dutt
computers in school Skeptical; Pragmatic; Adaptable; Self- Sachin Tendulkar
Gen X Post-WWII Prosperity; Vietnam War and social Reliant; Informal; Technoliterate; Shah Rukh Khan
protest. Diversity-Minded; Focused on today << Sabeer Bhatia
INDIA – Green Rev. Expansion of telecomm
industry, S/w industry.
The Beatles; The Cold War; The Civil Rights Kiran Bedi
Movement; Watergate; Women’s Liberation Competitive; Optimistic; Driven to Mukesh Ambani
Baby Boomers INDIA – Polt. Integration, States Reorganization achieve goals; Focused on their children; Kiran Majumdar Shaw
Judgmental of differing opinions; Political Indra Nooyi
Act, Automobile Factory Committee Chanda Kochhar
Korean War; Beginning of Cold War; Creation of
the H-bomb; Jazz; Abstract expressionist art; Non-conformist; Bohemian; Cool; Anna Hazare
The Castro’s Cuban Revolution Questioning authority; Apolitical; Anti- Azim premji
intellectual. Narayana Murthy
Beat/builders INDIA – Dandi March, Satyagrah
Disillusioned; Reactive; Cynical about
The Lost World War I; Isolationism; Immigration; Invention
institutions; Realistic; Pragmatic; Risk-
of the airplane and automobile;
Generation taker; Critic
8

9. 9

10. 10
% of
Generations World Population population
Gen Y -15-29 years old 1,723,911,077.00 25.47
Gen x - 30-44 year old 1,442,951,791.00 21.32
Baby Boomers - 5 - 64 years old 1,233,836,150.00 18.56
Traditionalists - 65-74 years old 316,330,067.00 4.67
With nearly half of India's billion-plus people under the age of 25.

11. 11
 Not enough of them (US, UK, Australia and Europe)
 India Problem of plenty (Not employment ready)
 Baby Boomers retiring, taking the experience with them
 Furious digital innovators
 Gen y Skills crucial for globally networked and knowledge economies to move up
value chain

12. 12

13. 13
Time for a
group
Exercise…..
Lets Find out
the
“ASPIRATIONS
” and
“CHARACTERSTICS”
of Generations

14. 14
General Characteristics Millennial at work
 Tech-savvy  Work well with friends and on teams
 Connected…24/7  Collaborative, resourceful,
 Self-confident  Innovative thinkers
 Optimistic  Love a challenge
 Independent  Seek to make a difference
 Comfortably self-reliant  Want to produce something worthwhile
 Determined  Desire to be a hero
 Goal oriented  Impatient
 Success driven  Comfortable with speed and change
 Lifestyle centered  Thrive on flexibility and space to
 Inclusive explore
 Global, civic- and community-minded  Partner well with mentors
 Service oriented  Value guidance
 Entrepreneurial  Expect respect

15. 15
• Decision based on the influence of their own peers.
PEERS • Live in a culture encouraging them to embrace
community values
• Reach consensus
• LESS IDEALISTIC - Media & pop culture influence
PRAGMATISM • Worried about unemployment rates and inflation , crime
rates & body image.
• Increasingly short term focus.
• Concept of absolute TRUTH no longer valid, more relative
as per circumstances.
PREFERENCE • Technology is often not trusted let alone held up as the
answer.

16. 16
• Optimism • Collective action
Values
Work Ethic
• Civic Duty • Tenacity
• Confidence • Heroic spirit
• Achievement • Multi-tasking
• Sociability • Technological savvy
• Morality • Have difficulty dealing with
• Street smarts difficult people issues
• Diversity • Multiple Careers and
Flexibility Required
• Give me feedback all day
long…I have to have it!

17. 17

18. They function well
They love a as team members
challenge
They want to be
They want it They want surrounded by
– right now to be heroes bright, creative
people
18

19.  Rigidity
 Fear of technology
 Phony personalities
 Being told to “pay your dues
 The 60 hour work week
 A dry, boring environment
 Slow response time
 Being “stuck” in a dead end job
 Homogenous workforces
 Nonchalant attitudes about the environment
 Working first, living second
19

20. Global terrorism
Concerns about the environment
Poverty
World hunger
Global financial concerns
A highly competitive workforce
Chaos in the business world
20

21. 21

22. Category What to Do Why
Provide fexible work schedules and a relaxed
workplace.
Work
Create opportunities for social interaction like Millennials put friends and lifestyle above work.
Environment
Friday afternoon alcohol-free ‘happy hours,’ They are getting married and having children
scavenger hunts, and Nerf battles. later.
Learning &
Training Boomer parents raised them to believe that
Opportunities Provide reimbursement and employee training. education is the road to success
Emphasize the ways that your company Almost 70 percent say that giving back and being
Recruiting
contributes to society civically engaged are their highest priorities.
Give them exposure to different parts of the
On Boarding business; and help them build relationships Millennials want and need
with current employees connections, checkpoints and mentoring
Millennials ask ‘what is my job’
and go about figuring out the best, fastest way to “When Baby Boomers were younger, they had
Work Ethic
complete that task. a piano teacher who expected them to practice
Then they consider themselves done. piano and work hard at it.
They view jobs as ‘something to do between
Motivation
Provide paid time-off as a reward weekends.
Loyalty to the boss is the number one reason
they stay in a job, especially during the first three
Boss years. Dissatisfaction with the boss is the
Relationships Win their affection. number one reason they quit. Millennials want a
Be careful not to cross the line tight bond with a boss who is close, caring and
from “boss as advocate” to boss as friend. aware
22

23. Category What to Do Why
Managing Describe the result you’re looking for and let Millennials grew up learning how to figure things
them figure out how to get there. To bring out the out on their own. With the Internet and a network
best in them, teach them about the company and of friends a text message away they will find their
explain how their work will lead to specific own answers. They are impatient but always
results. Hold them accountable for mistakes and eager to learn and quick to d
praise them for Success. Millennials think of themselves as a commodity
that they can sell to the highest biddero so
Work Assignments Give them several projects. They are great multi-taskers with 10 times the
Put them in the field with clients where they can speed and technical knowledge of their older
work in teams and solve problems siblings. Though they are independent thinkers,
collaboratively. Millennials love working in teams. They question
Let them work on projects with higher-ups when the status quo and expect to make an impact
appropriate one Day
Reducing Create career paths with a They set short-term goals and
Turnover timeframe short enough for them to envision. want to make an impact from day one
Reward small success along the way
23

24. In India, with opportunities a plenty in the 24
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
 High Aspiration
 Accelerated career growth
 Socially responsible workplace
 Flexible work environment
 Freedom & collaboration
 Innovation
 Entrepreneur & Business savvy
 Optimistic, Embracing change
 Clear sense of where they are headed
 Highly competitive
Gen-Y in India value WORK LIFE BALANCE more than any other generation
Level of engagement comparable to other generations “EXCEPTION”
Willing to work in shifts , but NO NO TO LONG HOURS…………

25. Veterans Baby Boomers Generation X Generation Y
(1922–1945) (1946–1964) (1965–1980) (1981–2000)
Work Ethic / Hard work Workaholics Eliminate the task What’s next
Respect authority Work efficiently Self-reliance Multitasking
Values: Sacrifice Crusading causes Want structure and Tenacity
Duty before fun Personal fulfillment direction Entrepreneurial
Adhere to rules Desire quality Skeptical Tolerant
Question authority Goal oriented
Work is…: An obligation An exciting adventure A difficult challenge A means to an end
A contract Fulfillment
Leadership Style: Directive Consensual Everyone is the same The young leaders
Command-and-control Collegial Challenge others Century
Ask why
Interactive Style: Individual Team player Entrepreneur Participative
Loves meetings
Communications: Formal In person Direct Email
Written Immediate Voice mail
Feedback & No news is good news Don’t appreciate it Sorry to interrupt, but Whenever I want it, at
Satisfaction in a job Money how am I doing? the push of a button
Rewards: well done Title recognition Freedom = best reward Meaningful work
Messages that Your experience is You are valued Do it your way Working with other
respected You are needed Forget the rules bright, creative people
motivate:
Work & Family Life: Work No balance Balance Balance
Work to live
25

26. 26

27. Likes mentors Global
Instant information Demands instant gratification
Empowered Expecting NOW!
Not 5 minutes from now)
Wired
Multi-tasking
Quickly bored
Attracted to Large Social Movements
Interdependent
Mobile
Impatient if delayed… But highly adaptable.
27

28. 28

29. 29

30. Develop a RECRUITMENT STRATEGY based on:-
• Understanding workforce demographics
• Identifying economic issues impacting organizational sustainability.
• Identifying organizational & cultural issues impacting talent acquisition.
• Knowledge of industry trends and emerging issues.
30

31. The worldwide survey includes special samples from:
US: 1,217 India: 897 China: 660 UK: 607 Germany: 256
And from various key
5,375 respondents industry sectors
including: 690 Engineering 625 Media
3,011(18 - 25-year-olds) 736 Marketing, Finance &
1,298 (26 - 35-year-olds) Communication
396 (36 - 45-year-olds) 491 Information Art
551 Design
31

32.  Real Estate – Urban
Workplace – travel, public, transport
 Channels Of Recruitment
 Total Rewards (compensation)
 HR & Org Policies (New Ways of Working / (Roles &
Responsibilities)
 Facilities Management – Work space & environment
 Information Technology
 Management (Corporate Values & Work Environment
 Training & On-boarding
 Organizational Communication
Reward & Recognition
32

33. WORKPLACE TOTAL
REAL ESTATE CHANNELS OF REWARDS
Access, travel, RECRUITMENT (COMPENSATION
Urban or rural
location, & OTHERS)
33

34. 34
•More than 70% prefer an urban to slightly TRAVEL - 7% would prefer to walk to work. Car is
urban location still a favorite and on average 40% would prefer to
travel to work by car UK – nation of Walkers
• India has the most Generation Y US and India lead the un-environmentally
friendly league for using cars. Prefer Public
demanding an urban setting
transport.
• The UK has the highest proportion of ACCESS - China: Demand for rural settings
Generation Y preferring a rural setting UK: Back to the City and urban settings
India: Must be urban to attract the younger
generations
India has the most demanding workforce……

35. 35
• 58% of all the respondents (against 56% for the
Generation Y) prefer to have a certain degree of
flexibility  Equally 29% of the Generation
• Women prefer more flexibility than men Y would like to have a gym on
• The UK and the US Generation Y prefer to
work the most flexibly while China and site and as well as communal
India expect to work flexibly facilities

36. 36

37. 37
Identify Demographic Where Networks Lack
Find New Networks
Dimensions Diversity – Build Pipeline
• Job Rotation
• Gender • Explore formal, semi-formal, • Internal Promotions &
• Age informal networks per region Transfers
• Rural or Urban • Reference
• Build relationships and gain • RTD/SKILLING
credibility in each network
To attract a diverse talent pool, company can focus on 3 types of networks
FORMAL University, professional program, Consultants, Executive
search, Professional job sites
SEMI FORMAL Skilling companies
INFORMAL Networks Social Media, networking events, HR communities

38. 38
Base pay
Transactional Total
Total Cash Component
rewards remuneration
Employee benefits
Learning and development Total reward
Relational The work experience Non-financial
rewards rewards
Recognition, achievement, growth
Security, stable consistent positions and
rewards

39. TRANSACTIONAL COMPONENTS
“Poor or good Pay Meritocracy
Master’ Organisation
• ‘Leading or lagging’ as • Performance Based
per Industry Standards variable structure to
-
& ‘differentiate high
performers’
Since ‘Total Rewards
39

40. One size won’t fit all. Develop a
Change communication strategies different recruitment strategy for
– (SOCIAL MEDIA) each generation
- SKILLING & RTD
Sell Opportunities not Careers
Retention strategies need to be
(TOTAL REWARDS & EVP) different for each generation in the
workforce – SESSION - 4
40

41. 41

42. 42
Demand (in millions) for Skilled Training Capacity Vs. Skill
Workers by 2015 Demand
16
14 Current Training Capacity
12 3 Million
10
8
6 Skilled Workers Demand 2015
83 Million
4
2
0
Auto Construction Retail Banking & Skilled Workers Demand 2022
500 Million
Finance
64.8% OF India’s population would be in the working age of 15-64 years in 2026 (an increase from
62.9% in 2006). Taking into consideration the world population and how it ages, India has the
advantage of the demographic dividend. This demographic advantage coupled with the global skilled
labour shortage – means that India could be supplying skills to the world.

43. 43
REVERSE ENGINEERING
Might appear as “Costing” but in actual terms is “investment in Future Talent Pool”.
Indian Economy 2022 BFSI Scenario Estimated growth
Growth Requirement: in Insurance
sector of
•Rate of 7.4% in •240 million •Approx. 24 GI •15-20% of
2009-10 skilled Companies & 23 LI growth
•Service sector workforce Companies prospects
contributes - •BFSI alone
8.3% to GDP require – 4.2 m
BACKWARD INTEGRATION IN PEOPLE SUPPLY CHAIN
Talent Development at Pre-joining stage
Quality Certification
Sharing our Skilled Workforce i.e.
Implemented by (as per Industry
requirements in TALENT
Institution requirement and
terms of curriculum ACQUISITION
standards)

44. 44
COMMUNICATION
MEDIA
ENGAGE ALL
Use methods that are BRAND Gen Y’ers listen to their
accessible and affordable
families and friends
to potential candidates in
that region
Industry – are you Company –
technologically
equipped what`s the name
FAMILIES+FRIE
NDS
Email ,text,
phone, Linkedin, High EVP
blog
Manage All
Social networking
tools Brand
Dimensions Leverage Current
Employees for
Modernize Follow Professionally New Talent
Up
Communication managed org

45. Organisational Culture Organisational Vision Work Environment
Learning &
Organisation’s Hygiene
Development
Factors
Opportunities
45

46. Rohan, 26 newly married,
Tailor your recruitment messages to
having 5 yrs work exp in SAP the generation, but always tell the
was hired by a TOP-NOTCH truth
MNC. Soon after joining he was
asked to relocate to a FIELD
Location within 3 months.
Build personalization, choice, and
The same came as a surprise to control into all aspects of our
him as he was not recruitment
communicated regarding this at
the time of Interview.
What Would be Rohan Sell Opportunities and not a Career
Reaction?????
46

47. ENGAGING GEN Y
47

48. Impatient Gen Y with their great & sometimes unrealistic
expectations is clashing with the older “pay your dues” Gen X
-Ron Alsop
48
Remember…So these young employees have radically different expectations about
• Real Estate
• Workplace
• Channels of Recruitment
• Total Rewards (Compensation)
• Facilities Management
• HR & Org Policies (New Ways of Working / Roles & Responsibilities)
• Information Technology
• Management (Corporate Values & Work Environment)
• Training / On-boarding/ Induction
• Organizational Communication
• Reward & Recognition

49. MISMATCH BETWEEN DIFFERENCE IN EXPECTAIONS MAY LEAD TO
MISUNDERSTANDING & CONFLICT WITHIN ORGANIZATION
49
But they should not be considered as
“Complainers”. Millennials’ tend to set high
expectations for themselves and their
Managers, if guided properly
“They can be Rockets”
• Have Patience
• Understanding of Gen Y’s Motivators & Stressors
•Constant Feedback
•Coaching – not Managing
•Multi task & Steep learning curve (they get bored easily)

50. HOW ARE YOU GOING TO KEEP MR. Y/MS. Y ENGAGED??
E-Commerce/ Digital Information
INDUSTRY Retail Sales Oil & Gas Industry
Media Technology
Nature Entrepreneur Based MNC Promoter Based Indian MNC/ JV
Turnover 150 - 200 crores 700 - 800 crores 300 - 400 crores >1000 crores
1. Process driven, 1. Dynamic & High
1. Social Networking, 1. Adhoc decision making,
2. Profit oriented, Performance
2. Brand Visibility 2. Change management is
3. Knowledge sharing, 2. Great emphasis on
through intelligent slow,
Key 4. Technology transfer, R&D
business alliances, 3. Traditional approach,
Characte 5. Decentralized 3. Work life balance,
3. High risk appetite, 4. People Driven
ristics decision making on the 4. High technological
4. Strong corporate organizations,
basis of profit centers, expertise
values, 5. Low risk appetite
6. Stringent Quality 5. High Performance
5. Flexible approach 6. Low infrastructure cost
norms 6. Remote location
DEFINING PARAMETERS
Facilities Management Information Technology
HR & Org Policies (New ways of working/ Roles Training/ On-boarding / Induction
& Responsibilities)
Organizational Communication Rewards & Recognition
50

51. Getting social with Talent is the Mantra of the day for this largely internally driven & self
motivated generation. They need enablers in terms of freedom of Expressions &
spontaneity in their operations. Key drivers would be having Technology ecosystems
similar to what they access in their personal lives, Clear Expectations in terms of Roles &
Job clarity, Flexibility, Respect & Recognition.
MANAGEMEN HR & ORG
TRAININGS/ T FACILITIES POLICIES R&R
INDUCTION/ MANAGEMEN
ON- (Corporate T (New ways of (Reward &
BOARDING Values & Work (Support Systems)
working/ Roles & Recognition)
Environment) Responsibilities)

52. TRAINING /INDUCTION/
ONBOARDING
52
FIRST STEP FOR A LONG CAREER…

53. TRAINING & ONBOARDING
TRAINING INITIATIVES
• E-learning
• Academic Training
• Face to face training
• Mentoring/ Coaching
• Train Leaders/Managers
INDUCTION
• Induction considered more important than earning more money or fast
promotion - Up to 80% of Gen Y
EMPHASIZE COMMUNITY:
• New hires meet
• Opportunity to bond,
• Sharing Experiences and Learning
• Buddy System
UN-CONVENTIONAL TEAMS
• Teams can be formed to encourage the Employees to mentor and think out of the
box to tackle difficult issues as well as venture into new projects. E.g. Project 42
Gen Y learn best when it is fun or through mentoring or coaching.
• Negative comments for –’Online Training’ - 55% of new joinees
•Some of the negative comments received - “poorly written,” “irrelevant,” “long winded and took up large amounts
of personal time.”
53

54. CORPORATE VALUES & WORK
ENVIRONMENT
54
WHAT THE ORGANIZATION STANDS FOR…

55. Organizational Values
• Clearly communicated Values
• Highly aware of personal values and drivers (corporate
citizenship) Corporate values & personal goals must align
• CSR Activities
Mind set of Older Gen vs. Gen Yers
• Challenge is to manage “Attitude”. Older Gen might see IM,
Blogging, Text messaging, social networking etc. as waste of
time and a distraction of work, but these act as basic
motivators for the Gen Y
Setting off new wave of Social & Business
Transformation:
• Wherever they are in the world and no matter how large or
small their numbers, the signs are that they are setting off a
new wave of social and business transformation that will
equal or surpass what the Baby Boomers achieved
55

56. REWARD & RECOGNITION
56
Appreciating the efforts…

57. STAR PERFORMERS
• Regular Monthly/ Quarterly awards for
Performance
• Recognition on Company-wide forum etc
EXTRA CURRICULAR ACTIVITIES
• Activities to promote other talent of the Emp
• Support local communities
TAB SESSIONS
• Small breaks from work . E.g. Quizs, one floor
activities
• Picnics, Out-door trainings
57

58. FACILITIES MANAGEMENT - Support Systems
58
The “Hygiene factors” for making a successful Organization…

59. FACILITIES MANAGEMENT
Social Spaces:
For the Generation Y, the workplace is a social construction and work is social:
Going to work is about meeting people and socializing within the working community
The Generation Y is a sporty and social generation: there is a high demand for sport and
social facilities on site.
Style matters and should be
modern rather than
contemporary
Women are more attracted to
modern interior than Men
Men are more attracted to
minimalist interiors than Women
Art should be present in the
office, but not too much of it!
59

60. FACILITIES MANAGEMENT
They need to identify to, &
feel they own their workspace
The large majority still want
to have their own desk
Less than a 1/5th are happy
to share a desk
Industry sector show major differences in their
Men are more comfortable in ways of working & cultural differences at work.
wider space than women •Engineering industry - focused on team based
activities
Gen Y moto is “GO Green” •Media industry - prefer access to a large
amount of breakout spaces
•Finance sector - formal meeting spaces
Technology
Mobile technology is a priority
Mobile and portable technologies should be provided as a priority; laptop rather
than PC desktops, Blackberry rather than mobile phones
Limit the provision of printers on desks and promote clean desk policies
60

61. FACILITIES MANAGEMENT
CATERING & SOCIAL FACILITIES Preferences:
• Roughly 30% of our time working/preparing for work /thinking • coffee shops (22%),
about work, • snack facilities (18%)
• 5% spend - eating and drinking • kitchen facilities (18%).
• Only 2% - choosing not to have !!! • Vending machines (13%)
• restaurant (14%)
• Refectory (14%)
RECEPTION AND SECURITY SUPPORT SERVICES
• 79% - prefers at least a 5 Star service • India is the most demanding country
in the workplace (reception services • The 18 to 25 yrs old are the most
demanding age group
& security guard) • The Finance Industry and Media,
• 37% -concierge type of service (54% Communication & Marketing Industry are
in India). the most demanding industry sectors
• Male employees are more demanding than
female employees
Recommendations
• Access to social space
• high standards of on site support & facilities management services
• Access to social space and venues on-site
• Sport facilities on site or close by
• Shops and local amenities is preferable on site or within close proximity
• Corporate Tie-Ups - Various Fitness Centers, Eating Joints, Health care facilities
61

62. FACILITIES MANAGEMENT
Very high Importance
Expectations
Mobile phone 53.1% 56.7% gave it: very high importance
Laptop 52.8% 49% gave it: very high importance
Organizer /Blackberry 46.0% 52.5% gave it: very high importance
Printer 38.5% 44.9% gave it: very high importance
Recommendations
•Mobile technology is a priority
•Mobile and portable technologies should be provided as a priority; laptop
rather than PC desktops, Blackberry rather than mobile phones
•Limit the provision of printers on desks and promote clean desk policies
62

63. HR & ORGANIZATIONAL POLICIES
63
New ways of Working/ Roles & Responsibilities

64. HR & ORGANIZATIONAL POLICIES
New Ways of Working:
• 56% prefer to work flexibly and chose when to work
Young Women (18-25 years old) prefer more
flexibility than men
The UK and the US Generation Y prefer to work far
more flexibly, while China and India expect to
work flexibly
Public recognition: for a job well done is more
effective than a pay raise and no recognition
79% prefer to be mobile rather than static workers
Prefer to ‘Work from home’
Want to be part of a team – but virtual team
Multiple work assignments – can multi-task like no
generation before them
64

65. HR & ORGANIZATIONAL POLICIES
THE JOB MUST OFFER:
1: Opportunities for Learning
2: Quality of Life
3: Work Colleagues
INDIAN CONTEXT
•Highly competitive, more than ever before …
• seeking higher education
•Job Hoppers – if no challenging work
65

66. HR & ORGANIZATIONAL POLICIES
They do not take well to orders and resent being handed
busywork with no explanation as to its purpose.
Gen Y prefers ‘Self-role’ definition in the context of a work career.
Creativity & productivity
Technology + Ambiance & Atmosphere + People around =
Creativity and Productivity
66

67. You Must Do Not
• Assign Mentors • Micromanage
• Communicate • Isolate with similar age groups
• Offer different modes of learning (provide interaction with senior
members, esp. Boomers)
• Constant Feedback
• Job Rotations / Variety of Work
• Use the same management sytle
with all generations
• Align Organizational Goals with
interests of employees
• Delegate without making the
connection to the bigger picture
• Ask for new ideas and listen
• Provide infrastructure for
collaboration
Private & Confidential
67

68. s
68
M E R R I L L LY N C H
PROGRAMS Coca - cola Accenture MicroSoft
 Awareness and  Horizontal movements  Corporate values  Project 42:
Development & LeadershipSummits and personal goals heterogeneous
Programs like  Diversity initiatives must align team based on –
 GoLearn- Blackberry  Devt through  Flexible work Trust, openness &
Training , app. coaching environment job satisfaction
 Redesigned Analyst and  Performance Reviews  Multiple work  42New- for New
Associate Development as Developmental Dis assignments joinees
Program, cussions through  Future Leave  self-role definition-
 Reverse mentoring A Self-Funded concept
coaching
 Parenting Pals days Sabbatical  Games as ‘change
 Identifying natural tal
 Parents Day tools’
ent of Gen Y through
 42Books
People Development F
orum

69. 69
So by successfully engaging Gen Y
Good news is engaging
‘Whyers’ by rethinking
a smart employer is wooing all
& recreating the the co-workers
workplaces will be
• You cant give them moon
appreciated not only
by Gen Yers; but by all • Stressor & Enabler – fine balance
other generations. • Create a plan for change…
This is because they
• Prioritize short term, long term & on-going
also seek, what all
aspects
value regardless of
age: • Increased Training
• Team work
• Trust
- Respect • Constantly evaluation -
- Opportunity
- Meaningful
• Expect great things
Rewards

70. WHAT IS THE RISK IF WE DON’T MAKE THE
NECESSARY CHANGES TO ENGAGE GEN Y
70
MAKING WORK PLACE READY

71. FOOD FOR THOUGHT
• Western Europe – they are scarce
• In India : more than half of the population -
unemployable
• Disengagement will lead to - loss of highly
innovative & productive work-work
71

72. MANAGING GEN Y
72

73. NOW SINCE WE UNDERSTAND
THEIR BASIC CHARACTERISTICS
WHAT CAN BE THE BEST RETENTION STRATEGIES
73
• THE TRADITIONAL TALK & CHALK
WONT WORK
• THEY WANT FREEDOM
• WE STRESS LEARNING THEY LIKE
EXPERIENCE
• WE REACT THEY RELATE
• WE FOCUS ON INDIVIDUAL THEY
ARE SOCIALLY DRIVEN

74. Current trends indicate that the majority of twenty-something’s do job-
hoping every 18 months, a phenomenon often blamed on restlessness and
expectation to move up the ladder quickly. In a recent survey conducted ,
over 58% of Gen Y rated flexibility as extremely important or very
important to them. While we realize, it is not always possible to offer
flexibility, you should attempt to where you can.
74
COMMUNICATION
• Medium
• Style MANAGING
MANAGING
• Type WORK-LIFE
EXPECTATIONS
• Structure BALANCE

75. COMMUNICATION
75
Getting in touch the Gen Y way…
Direct
• Monthly focus groups
• Quarterly sessions
• Management interaction with Emp
• Team Huddle
• Heterogeneous groups
As per a study the Organizations where social sites such as ‘Facebook’ etc are banned,
the propensity of Gen Y to leave the Organization is higher.

76. • Not only our • Highly Techno-savvy, so
76 communication style be PPT, Excels are their forte
credible, but we must be • They are not impacted by
as well slick presentations
• They are simply seeking • No Rehearsed talk to
understanding & respect manufactured speeches
• No hidden agenda or
Translucent
REAL RAW
• Should capture their • “They do not care how
interest much you know until they
• Style as well as content know how much you
must be relevant care!!!
• Visually educated &
entertained generation
RELEVANT RELATIONAL
COMMUNICATION REQUIRES OPENNESS, VULNERABILITY, GENUINE INTERST & UNDERSTADNING

77. COMMUNICATION
Organizational Communication
Structure
• Formal
• Informal
Type of Communication
• Downward
• Upward
• Horizontal
77

78. MANAGING WORK-LIFE BALANCE
78
Equilibrium between Work & Life…

79. MANAGING WORK-LIFE BALANCE
Stressor
Enabler
ORGANISATI
ONAL
PROCESS
- Tight Controls
- Only downward
ADMIN ORGANISATI communication
POLICIES ONAL - Little
WORKING
AND STRUCTURE performance CONDITIONS
STRATEGIES & DESIGN feedback - Crowder work CREATE “Serial
BOOST UP THE JOB
LEVEL OF PAY SYSTEMS MAKING YOUR ENRICHMENT &
- Centralized area Monogamy
EMPLOYEE - Credible ORGANSATION A ENGAGEMENT
- Downsizing - Centralization - Physical or
Mentality”
SATISFACTION NICE PLACE TO - Quality Work
- Bureaucratic - Line – staff decision making - Commitment to
- R&R
- Good sense of
converting
WORK Life (overall work
- Lack of mental strain the Job/Task”
- Corporate performance into - Hygiene factors climate and
Rules conflicts - Poor Lighting
instead of
Wellness pay structures. culture)
- Competitive - Role ambiguity participation in “organisational
loyalty”.
Programs - New Benefits
pressures and conflict decisions
- Rotating - No opportunity - Punitive
(graveyard) shifts for advancement appraisal Systems
- Merit Pay Plans - Restrictive/
Untrusting culture
STRESSOR ENABLER
MOTIVATING Skill variety + Task Identity + Task Significance
POTENTIAL = x Autonomy x Feedback
SCORE
(MPS) 3 79

80. MANAGING EXPECTATIONS
80
5 action steps for ensuring loyal set of Gen Y
Emotional Engagement: They need to feel that they belong here.

81. MANAGING EXPECTATIONS
Five action steps to ensure the most productive, innovative, and loyal set of Gen Y
Training Gen Y employees employees.
• Incorporate active and ongoing training
• Focus on individual differences
• Get them to identify with the organization
Integration
• Make them “own” a task
• Coach, don’t Manage
• Specific and Difficult challenges
Feedback
• Frequent Performance Evaluations
• Hold them accountable
• Listen
Dealing with Stressors
• Emphasize Community
• Looks can be deceiving
Incentives for Generation Y
• Flex time
• Public recognition
81

82. Learning organizations are characterized by
•58% probability that a systematically human oriented cultural values such as
administered pay combined with social -openness
recognition and feedback for performance -teamwork
reward system to employees in service -empathy
organizations will increase their performance -empowerment.
more than those who do not receive this Best companies attract and retain their best
approach in comparison to 90% probability in talents because they give a lot of attention
Manufacturing Settings. and care to their cultures and values.
82

83. APPLYING THEORY Y TO THE GEN Y
Theory Y says humans are intrinsically
motivated to do a good job, and if the right
conditions can be created, employees will give
their discretionary time for free.
83

84. TURNING THE TABLE…
RESPONSIBILITIES OF GEN Y
84
EXPECTATIONS FROM GEN Y FOR ALIGNING
THE ORGANIZATIONAL GOALS AND WORKING
TOWARDS A MORE SUCCESSFUL
ORGANIZATION…

85. EXPECTATIONS FROM GEN Y
•Adulthood” has been getting delayed
•due to increasing prosperity-allowing parents to provide longer for their
progeny
•And increasing longevity
“Thirty” is not “a kid.”
Several younger generation workers in their late 20’s or early 30’s still
want to do kid stuff, like spend every weekend on extreme sports or go
out every night.
85

86. Green Money Service
wants to implement CRM
to encourage cross-selling
Mr. Soham, 40 working throughout the org. 80%
in an American MNC was workforce sales.
deputed to South East Several Barriers stand in
Asia for next 2 years. way, slow to change, low
No family transfers acceptance from heads,
No Schooling Grant leaders lack exp. In
No Promotion Posting technology. Leaders are
old-timers with org from
What would have been 15 - 20 yrs, few are less
Soham`s reaction???? that 2.5 yrs, some even 6
months
It is frustrating……
86 LETS DISCUSS…

87. 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.
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.
87

88. 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_Snapsh
ot_041509.pdf
•http://www.google.co.in/url?sa=t&source=web&cd=1&ved=0CBsQFjAA&url=http%3A%2F%2Fthecareerpartners.com%2
Fdocs%2Femergingworkplace%2FWhat%2520does%2520Gen%2520Y%2520Want.ppt&rct=j&q=What%20Does%20a%2
0Gen%20Y%E2%80%99er%20Want%20Work%2FLife%20Congress%20October%202%2C%202007&ei=7FuVTqKkEszM
rQe0-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.diversitybestpractic
es.com%2Ffiles%2FKPMG.ppt&rct=j&q=Managing%20Three%20Generations%20of%20Employees%20%E2%80%93%20
KPMG&ei=AFyVTu5vjMutB4TkmMwG&usg=AFQjCNGii41Vf2O77RfWGIQMLbThEihSjQ&cad=rja
JOURNALS:
•Peer Bulletin – (issue 204)
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
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