For the first time in history, we have up to five generations in the workplace. All generations want the same thing: to be respected, recognized, and rewarded for our work. The difference between them is the form factor that motivates us. Preceding generations have put the current reward and recognition systems in place. That creates a clash at work and at home with the succeeding generations who are doing most of the actual work while others are mostly in senior roles. Disengaged workers are less innovative, less likely to stay long term, and focus more on output than business value, decreasing the company’s agility. We’ll share stories of how we created adaptable reward and recognition systems that foster incentives for every generation, increasing engagement from all sections of our workforce. Mun-Wai Chung JF Unson

1. Boldly Go Where Other
Generations Have Not Gone
Before
Mun-Wai Chung, JF Unson
21 November, 2020

2. Mun-Wai Chung
● https://munwaic.com
● mw@munwaic.com
● https://www.linkedin.com/in/munwaic/
JF Unson
● https://www.jfunson.com
● jfu@jfunson.com
● https://www.linkedin.com/in/jfunson

4. For the first time in history
up to 5 generations in the workforce
Traditionalist (Silent): 1925 - 1945
Baby Boomers: 1946 - 1964
Generation X: 1965 - 1980
Generation Y: 1981 - 2000
Generation Z: 2001 - 2020

5. 1976
2013
2019
Different…
Or the same?
1990

6. Longnecker & Associates, HR Virtual Summit, 2019

7. Gen Y
(Millennials)
20 - 39 yo
35%
Gen X
40 - 55 yo
33%
Baby Boomers
56 - 74 yo
25%
Gen Z
< 20 yo
5%
Silent2%
Purdue University Global Research
Pew Research Center
Current US
Workforce

8. Gen Y
(Millennials)
20 - 39 yo
35%
Gen X
40 - 55 yo
33%
Baby Boomers
56 - 74 yo
25%
Gen Z
< 20 yo
5%
Silent2%
Purdue University Global Research
Pew Research Center
Current US
Workforce

9. So, how do we create a reward &
recognition system that is adaptable
enough for all generations?

10. Our Stories
The iron rule of nature is: you get what you reward - Charles T. Munger

11. Takeaways
● Key question: “What does it take to get the product into
the customer’s hand?”
● Tailor to the teams
● Replicate the pattern across teams and up the levels
● Be creative with the rewards, keep them fresh
Roles & Responsibilities Remapped
Levels & Growth Paths Redefined
People Vested & Engaged

12. You now have an adaptable and
agile reward & recognition
system that satisfies all
generations & levels.
One of Mun-Wai’s Grammys

13. Conclusion
Radical Approach
● Remap roles &
responsibilities
● Redefine levels & growth
paths
● Re-look at organization
structure
● Agile Finance
Cautious Approach
● Based on purpose and
values
● Be creative, keep it fresh
● Tailor to the teams
● Try small before going big
● Trust needed at impact
level

14. One more
thing...

15. Is it really all about generations?

16. Mun-Wai Chung
● https://munwaic.com
● mw@munwaic.com
● https://www.linkedin.com/in/mun-wai/
JF Unson
● https://www.jfunson.com
● jfu@jfunson.com
● https://www.linkedin.com/in/jfunson

17. Thank You!