Building An Inclusive, Passionate, Multi-generational Workforce by Jacqueline Gwee, aAdvantage Consulting

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1
Building An Inclusive, Passionate, Multi-generational
Workforce
22 May 2015
www.aadvantage-consulting.com

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About aAdvantage Consulting

Partnering
clients in achieving
impactful implementation and
seamless transformation for
sustainable growth
From vision to results

Our Approach
Translating Vision to Results by aligning organisations, their systems and processes
to strategy AND enabling employees to deliver the desired outcomes.

Single point-of-contact solution partner
Our Integrated Solutions
• Strategic
• Implementation-
focused
• Results-driven
• Sustainable

Copyright © aAdvantage Consulting 2013. All Intellectual Property Reserved. -6-
Research & Insights
Organisational Diagnostic
Employee Engagement Survey
Cultural Values Assessment
Change Readiness Survey
Customer Satisfaction Survey
Customer Loyalty Survey
Public Perception Survey
Product & Concept Testing
Business Facilitation
Strategic Review
Strategic Visioning
Corporate Planning
Balanced Scorecard Cascading
Business Excellence
Roadmapping
Service Transformation
Roadmapping
HR & Leadership
Employee Handbook
Recruitment & Selection
Compensation & Benefits
Learning & Development
Performance Management
Leadership Development
(Training & Coaching)
Talent Audit
Succession Planning
Coaching & Mentoring
Team Building &
Development
Signature Programmes
(indoor or outdoor)
customised to:
Embed a Values-Based culture
Communicate Service
Excellence
Build High Performance Intact
Teams
Incorporate Problem Solving
& Role Clarification
Business Excellence
Singapore Quality
Class/Award
Service Class/Award
Innovation Class/Award
People Developer/Award
Benchmarking Studies
Process Improvements
SMART Assessment (for SMEs)
IMPACT Assessment (for
SMEs)
Business Excellence Training
-
Change Enablement
Organisational Readiness
Assessment
Stakeholder Impact
Assessment
Training & Development
Strategies
Communications Planning and
Implementation
Leading Change
Personal Mastery Workshops
Culture
Development
Organisation Culture Values
Assessment
National Values Assessment
Mission, Vision & Values
Review/Articulation
Values Based Leadership
Development
Customer
Experience
Customer Experience Strategy
Development
Customer Touchpoint
Experience Mapping
Service Culture
Transformation
Service Blueprinting
Customer Metrics
Development
Net Promoter Score®
Solutions and Mode of Interventions

aAdvantage National level and Industry Studies
aAdvantage conducts several benchmarking studies across various areas, including desired workplace
culture and employee engagement
In 2012, aAdvantage
conducted a National Values
Assessment. Our findings
were compared to similar
global studies. The study also
explored the type of workplace
culture desired by employees.
We plan to repeat the study
every 3 years.
Since 2011, aAdvantage has
conducted its annual
workforce engagement survey.
2,000 employees across
industries are interviewed to
understand their level of
engagement. The study also
analyses what are the key
drivers of employee
engagement and the
importance of work life in the
workplace.
In 2014, aAdvantage partnered
with the Institute of Singapore
Chartered Accountants (ISCA)
to conduct a industry level
employee engagement study
to identify the key drivers of
employee engagement so as to
address talent retention issues
in the accounting sector,
particularly in small and
medium sized practices.
Personal Values Current Culture Values Desired Culture Values

style
Building An Inclusive, Passionate,
Multi-generational Workforce

Business Challenges
• How to increase profitability and shareholder value;
meet the organisation mission and intended outcomes
• How to attract and keep talented people;
• How to increase staff engagement;
• How to solve manpower crunch;
• How to upskill workforce quickly to be more effective;
• How to increase innovation, creativity, agility,
and customer satisfaction;
• How to optimize resources (financial, manpower, tools)

Changing Workplace
• Multi-generational
workforce
– Different Life Stages
– Aging Workforce
– Different motivations
• Multi-cultural workforce
• Technology & Social
Media
• Mobile Workforce

What are your greatest challenges today?
“…Companies in Singapore will have to look at
options besides simply increasing remuneration if
they wish to attract and retain the best talents
whilst keeping overheads low. Pro work-life balance
and better employee engagement policies will have
to be leveraged effectively...”
- Stella Tang, Managing Director of Robert Half in
Singapore.

Lack motivation and are less likely to invest effort in
organisational goals
9.00%
76%
15%
Singapore, % of Engaged, Disengaged
and Actively Disengaged Employees 2012
Engaged
Disengaged
Actively
Disengaged
“It is vital for organisations to engage their employees to maintain high-productivity workplaces;
Disengaged workers tend to be emotionally disconnected from their workplaces and thus are less
productive.
Employee engagement also boosts other business outcomes such as profitability and customer
satisfaction.” – Gallup “State of the Global Workplace 2013 Report”
Unproductive and potentially hostile to employer;
would spread negativity to co-workers.
Being emotionally invested in and focused on
creating value for their organisations every day

Motivated by meaningful work
Seek personal fulfilment and fun in the work that they do
Tech savvy and willing to try out new ways to do things
Work best in teams
Need to know how training can be applied to their job
Want to be able to have a say in their future
GENERATION
Y1984-1994
MULTIPLE GENERATIONS
AT WORK
GENERATION XABY BOOMERSB 1946-1964
1965-1983
Motivated by job security
Individualistic, a willingness to work on their
own
Desire a flexible workplace with not a lot of
close supervision
Transferable career, variety of skills and
experience
Motivated by salary reward for hard work
and time put into the job.
Long hours, office only, don’t tend to take
work home
To build the perfect career – to climb up the
corporate ladder

Gen Y Employees are Less Likely to stay in their organisations for the
next two years than Gen X and Baby Boomers
Gen Y
53%
Baby Boomers
69%
Gen X
66%
Source: aAdvantage Singapore Workforce Engagement
Survey (SWES) 2014

Employee Net Promoter Score™ (eNPS®) - How likely would you
recommend your company as a good place to work?
17.0
19.6
23.6
53.1
49.8
38.0
29.8
30.8
38.3
Gen Y
Gen X
Baby Boomers
Promoters Passives Detractors
eNPS®
-14.7
-11.2
-12.8
Net Promoter, Net Promoter Score, and NPS are trademarks of Satmetrix Systems, Inc.,
Bain & Company, Inc., and Fred Reichheld.

Who comprises our workforce?
What are the key drivers of Employee
Engagement?
What motivates staff?
What should we do? What must we
do?
Review. Measure. Review.
1.
Understand
2.
Implement
3.
Continuous
Review

style
How Singapore Residents View the
Current and Desired Singapore
Workplace

Objectives of the Study
Introduction to National Values Assessment 2012
The survey examined what Singapore Residents consider are:
 The values and behaviours that best describe them at a personal level;
 Their perception of Singapore society and their workplace as these are
today, and what they want them to be, ideally.
• Obtain preliminary insights into what matters to Singapore Residents.
• Generate meaningful dialogue about the society and workplace
environment that Singapore Residents desire.

Questions
Introduction to National Values Assessment 2012
Respondents were asked the following three questions. For each question,
respondents were required to pick exactly 10 values and behaviours from a list
that: SocietalOrganisational
1. Best reflect who you are.
2. Best reflect the Singapore society (Singaporeans
and PRs) today.
3. Best reflect what you desire of the Singapore
society (Singaporeans and PRs).
4. Best reflect your workplace today.
5. Best reflect what you desire in your workplace.

What Singapore Employees Consider are the Values and Behaviours that
Best Describe Themselves
family 496 2(R)
friendship 398 2(R)
happiness 344 5(I)
responsibility 335 4(I)
health 328 1(I)
balance (home/work) 319 4(I)
well-being (physical/
emotional/ mental/
spiritual)
307 6(I)
positive attitude 281 5(I)
honesty 278 5(I)
accountability 273 4(R)
Level
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0
Personal Values (PV)
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
2%
1%
1%
9%
15%
9%
21%
27%
7%
8%
0% 20% 40% 60%
1
2
3
4
5
6
7
Source: aAdvantage
Consulting National Values
Assessment 2012

What Singapore Employees Consider are the Values and Behaviours that
Best Describe Themselves (by Age Group)
7
6
5
4
3
2
1
IRS (P)=8-2-0 IRS (L)=0-0-0
friendship 116 2(R)
family 115 2(R)
humour/ fun 103 5(I)
happiness 93 5(I)
emotional/ mental/
spiritual)
77 6(I)
independence 67 4(I)
honesty 66 5(I)
Age 15 - 30Level
7
6
5
4
3
2
1
IRS (P)=7-3-0 IRS (L)=0-0-0
family 184 2(R)
friendship 151 2(R)
happiness 132 5(I)
health 124 1(I)
humour/ fun 117 5(I)
emotional/ mental/
spiritual)
110 6(I)
Age 31 - 45Level
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0
family 184 2(R)
health 145 1(I)
friendship 122 2(R)
honesty 114 5(I)
emotional/ mental/
spiritual)
111 6(I)
happiness 110 5(I)
caring 103 2(R)
Age 46 - 64Level
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal

What Singapore Residents Consider are the Values and Behaviours that
Best Describe Themselves (by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64 ≥ Age 65
1. family
2. friendship
3. health
4. happiness
5. caring
6. honesty
7. responsibility
8. well-being (physical / emotional /
mental / spiritual)
9. respect
10.balance (home / work)
Unique Values and Behaviours
1. humour / fun
2. positive attitude
3. trust
4. independence
5. accountability
6. compassion
7. grateful

balance (home/work) 433 4(O)
teamwork 403 4(R)
employee recognition 400 2(R)
employee fulfillment 280 6(O)
continuous
improvement
272 4(O)
continuous learning 261 4(O)
respect 256 2(R)
staff engagement 251 5(O)
coaching/ mentoring 250 6(R)
leadership development 250 6(O)
Level
7
6
5
4
3
2
1
IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal
Desired Culture Values (DC)
1%
1%
0%
6%
12%
12%
26%
23%
13%
6%
0% 20% 40% 60%
1
2
3
4
5
6
7
What Singapore Employees Said Would Define their Desired Workplace
Source: aAdvantage
Assessment 2012

What Singapore Employees said Would Define their Desired Workplace
(by Age Group)
7
6
5
4
3
2
1
IROS (P)=1-3-7-0 IROS (L)=0-0-0-0
teamwork 103 4(R)
continuous
improvement
76 4(O)
personal growth 70 4(I)
humour/ fun 69 5(O)
Age 15 - 30Level
7
6
5
4
3
2
1
IROS (P)=0-4-7-0 IROS (L)=0-0-0-0
teamwork 158 4(R)
continuous improvement 108 4(O)
respect 104 2(R)
employee health 97 1(O)
Age 31 - 45Level
7
6
5
4
3
2
1
IROS (P)=0-7-5-0 IROS (L)=0-0-0-0
teamwork 132 4(R)
employee health 87 1(O)
fairness 85 5(R)
respect 78 2(R)
cooperation 77 5(R)
customer satisfaction 77 2(O)
open communication 77 2(R)
Age 46 - 64Level
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal

What Singapore Employees said Would Define their Desired Workplace
• Balance (home / work)
1. cares for our well-being and
allows time for personal
pursuits?
• Continuous improvement
• Continuous learning
• Coaching / mentoring
• Leadership development
3. commits to development and
improvement?
4. our leaders are motivated and
enabled to guide and coach us?
• Teamwork 5. encourages the spirit of working
together across all levels?
• Employee recognition
• Employee fulfilment
• Respect
• Staff engagement
2. provides a sense of achievement;
seeks and values our views /
contribution?
How do we create a workplace which …

What Singapore Residents said Would Define their Desired Workplace
(by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64
1. balance (home / work)
2. teamwork
3. employee recognition
4. employee fulfilment
5. continuous improvement
6. continuous learning
7. respect
8. staff engagement
9. coaching / mentoring
10.leadership development
1. personal growth
2. humour / fun
3. employee health
4. fairness
5. accountability
6. cooperation
7. customer satisfaction
8. open communication

Level
7
6
5
4
3
2
1
IROS (P)=0-2-5-0 IROS (L)=0-0-3-0
teamwork 333 4(R)
cost reduction (L) 309 1(O)
long hours (L) 290 3(O)
brand image 284 3(O)
results orientation 270 3(O)
continuous
improvement
253 4(O)
hierarchy (L) 210 3(O)
Current Culture Values (CC)
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal
8%
5%
9%
6%
8%
15%
22%
14%
9%
4%
0% 20% 40% 60%
1
2
3
4
5
6
7
How Singapore Employees Perceive their Current Workplace
Source: aAdvantage
Assessment 2012
Entropy: 22%

How Singapore Employees Perceive Their Current Workplace (by Age
Group)
7
6
5
4
3
2
1
IROS (P)=0-2-6-0 IROS (L)=0-0-3-0
Age 15 - 30Level
7
6
5
4
3
2
1
IROS (P)=0-4-7-0 IROS (L)=0-0-0-0
brand image 129 3(O)
teamwork 119 4(R)
Age 31 - 45Level
7
6
5
4
3
2
1
IROS (P)=0-2-6-0 IROS (L)=0-0-2-0
teamwork 96 4(R)
brand image 76 3(O)
efficiency 74 3(O)
Age 46 - 64Level
I = Individual
R = Relationship
Orange = CC & DC
Blue = PV & DC
P = Positive
O = Organisational
S = Societal
Entropy = 22% Entropy = 21%
teamwork 107 4(R)
brand image 70 3(O)
professionalism 68 3(O)
Entropy = 20%

How Singapore Residents Perceive Their Current Workplace
(by Age Group)
Overall Values and Behaviours Age 15-30 Age 31-45 Age 46-64
Entropy 20% 22% 21%
1. customer satisfaction
2. teamwork
3. cost reduction (L)
4. long hours (L)
5. brand image
6. results orientation
7. continuous improvement
8. accountability
9. continuous learning
10.hierarchy (L)
1. professionalism
2. balance (home /work)
3. efficiency

Source: Hewitt and Barrett Values Centre – 163
organisations in Australia and New Zealand 2008
Entropy Level 3 Year Revenue
Growth %
<10% 32.87%
10% – 19% 24.90%
20% – 29% 11.39%
>29% 11.07%
Research carried out in 163 organisations in
Australia by Hewitt Associates
and the Barrett Values Centre in 2008.
The Impact on Performance

Key drivers of employee loyalty, likelihood to stay and engagement,
amongst Gen Y employees
54%
57% 57% 57%
59%
63%
Career Growth Open
Communication
Rewards &
Recongition
Empowerment Work-life
Harmony
Training and
Development
%Agree&StronglyAgree
Source: aAdvantage SWES 2014
• Structured Learning & Development
• Career Development
• Performance Based Rewards &
Recognition
• Differentiate Work-Life Strategies based
on needs
• Culture of Open communications &
empowerment
Implications:

Understanding our Workforce
Implications..
• “One size fits all” may not be relevant
• Need for differentiated HR policies to
meet different workforce needs
• Role of HR to facilitate business
transformation and reskilling of HR (e.g.
change management, culture
transformation)
• Line Leaders to be equipped with
“people development” skills
Findings suggest…
• Desired Workplace Culture - Similarities and differences across age groups (multi-
generational workforce)
• Key drivers of employee engagement may differ across age groups

2013 Economist Intelligence Unit - Why good strategies fail - Lessons for
the C-suite
A survey, conducted in March 2013, of 587 senior executives globally. 52% of respondents
are C-level executives; the remainder hail from senior management.
88% say executing strategic initiatives successfully will be “essential” or “very
important” for their organisations’ competitiveness over the next three years.
61% acknowledge that their firms often struggle to bridge the gap between
strategy formulation and its day-to-day implementation.
56% of strategic initiatives have been successful.
Companies that are poorly aligned with strategy also report weaker financial results
than their peers.

2013 Economist Intelligence Unit - Why good strategies fail - Lessons for
the C-suite
What are the Biggest Barriers to Successful Strategy Implementation at your Organisation?

Business Perspective

Role of HR in
organisations….
In the past:
Build HR Operations
for efficiency and
effectiveness
Today:
Creating Business
Value through HR
services
The game has changed!

Fair & Progressive HR…
• Just
• Impartial
• Rational
• Non
discriminatory
• Unbiased
• Broad-minded
• Open-minded
• Enlightened
• Advanced
FAIR ≠ EQUAL

Facilitating Business TransformationProgressiveBasic
Recruitment &
Selection
Performance
Management
Rewards &
Recognition
Learning &
Career
Development
Leadership
Development
Talent
Management
• Building
Employer
Brand
• Job Fit -
Competencies
• Culture Fit
Assessment
• Potential
Assessment
• KPIs,
Competencies
aligned to
business
• Differentiated
by staff levels
• Aligned to
culture and
job fit
• Peer
assessment
• Strong link to
performance
• Total rewards
approach
• Differentiated
to achieve
various
objectives
• Differentiated
benefits for
different
needs
• Career
Pathways liked
to
competencies
• Develop
competencies
for future
roles
• Self-Directed
• Linked to
outcomes
• Future-
oriented
• New
Leadership
Paradigm-
skills to drive
the desired
culture
(collaboration
& innovation)
• Values-driven
leadership
• Talent Audit -
Potential
Assessment
based on
analytics
• Availability
• Years of
Experience
• Affordability
• Personality
• Some form of
KPIs and
attributes
• Lack of clarity
&
transparency
• “One size fits
all” benefits
• Bonuses
• Core &
Functional
Competencies
Defined
• Ad hoc
training based
on immediate
needs
• Generic
leadership
competencies
• Potential
based on “gut
feel” or past
performance

Facilitating Business Transformation
New Ways of Work -
Work Life Harmony
Employee Engagement Managing Change Culture Development
• Work-Life strategy
differentiated by job
roles
• Conscious culture to
support Flexible Work
Arrangement
• Guidelines vs policies
• Incorporating
technology into the
Workplace (Virtual
workplace, social
media)
• Differentiated platforms
for various
demographics
• Decentralised
engagement
• Network of change
champions
• Focus on learning &
sharing
• Culture of involvement
& accountability
• Empowerment
• Leadership skills to lead
change
• Network of change
agents
• Facilitated change
management as part of
strategy
implementation
• Process to define
desired culture and
tools to measure and
identify inhibitors
• Whole system change
to align leadership
behaviours
• Systems and process
alignment to drive
desired culture
• One size fits all
• Leave Benefits
• Activities or programme
centred
• Traditional workplaces
– desk bound
• Reactive; fear of
speaking up
• Top-down approach
• Grievance Handling
• Union Engagement
• Not integrated, lack of
attention
• Expectation of top-
down approach
• Cascading of Values
• Default culture prevails
• Lack of consciousness
to align leadership
behaviours
ProgressiveBasic

•HR strategy aligned with
Business Strategy
•Policies and processes
well defined
•HR Functions support
business needs
5 Stages of HR Maturity in Organisations
Stage 0: No HR
Stage 1: Compliance
Driven HR
Performance
Maturity of HR
Stage 2: Fundamental HR
Services
Stage 4: Business Integrated
HR
Stage 3: Strategic HR
Department
2 key questions
• Where are we
today?
• Where do we want
to be?
•No HR department
•Few HR processes
defined
•No HR Strategy
•HR processes and
policies focus on
compliance to
legislation
•HR Strategy partially
defined
•Silo HR functions
•Gaps in HR processes
and policies
•Core services
managed well but not
strategic
•HR strategy part of
business strategy
•HR helps to drive
business decisions
through people, data and
insights
•Business and HR systems
integrated

Whose Role is it to solve our
People issues?
Senior Management?
HR Department?
All Managers?

“HR is the driving force behind what makes a winning team.
We make the argument that the team that fields the best
players wins. HR's involved in making sure we field the best
players.”
Jack Welch, CEO of GE, 1981 - 2001
“In fact, leaders of companies that go from good to great start
not with “where” but with “who.” They start by getting the
right people on the bus, the wrong people off the bus, and the
right people in the right seats.”
Jim Collins, Author of “Built to Last” and “Good to Great”
“Business Leaders have to make sure that where they say they
are going actually happens. HR professionals help turn
aspirations into actions by focusing on three things: talent,
culture and leadership.”
Dave Ulrich, Professor at the Ross School of Business, University of
Michigan, HR Guru

Doing the same thing over and over
and expecting different results is
... insanity.
- Albert Einstein

From vision to results
For enquiries:
E: enquiries@aadvantage-consulting.com
T: 6853 2658

Building An Inclusive, Passionate, Multi-generational Workforce by Jacqueline Gwee, aAdvantage Consulting

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Building An Inclusive, Passionate, Multi-generational Workforce by Jacqueline Gwee, aAdvantage Consulting