1. ARE YOUR PEOPLE ENGAGEABLE?
THE FINANCIAL CLUB, GRAHA NIAGA, JAKARTA
24 NOVEMBER 2011, 6.00 PM to 9.00 PM
Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
Adjunct Professor of Strategic Management, PGSM

2. ARE YOU A TIGER OR A DEER?
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
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3. ABOUT IPMA
 A Global ‘Not-for-Profit’ (NPO) Professional Members
Organisation headquartered in Kent, UK with Regional
Offices in Europe, Africa and Asia Pacific
 Mission: As an International Examining, Licensing and
Regulatory Membership Qualifying Professional Body to
improve managerial performance at all levels
 Facilitates group learning in organisational development,
change management, leadership effectiveness,
managerial coaching and customer service excellence
for Contact Centres across various industries
 IPMA Singapore is the Master Licensee for the ‘Scores on
the Board™’, an integrated solution that is easy to
implement Leadership and Team Development process
towards achieving sustainable employee engagement.
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4. Agenda
Demystifying
Overview
Employee Engagement
of Generational Differences:
 Perceived
Strengths
 Common Perceptions
 Communication Across Generations
Leading
and Engaging Employees
Recommendations
Summary
on Achieving Synergy
and Q & A Session
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5. What is Employee Engagement?
“It goes without saying that no company, small or
large, can win over the long run without energized
employees who believe in the mission and
understand how to achieve it. That's why you need
to take the measure of employee engagement at
least once a year through anonymous surveys in
which people feel completely safe to speak their
minds.”
- Jack Welch, Former CEO, General Electric

6. What You Don’t Want!

7. What is Employee Engagement?
Stay
Strive
Say
Engagement
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8. 3 Types of Employees
Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in
your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
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9. What’s Your Role as Leader?
1) Establish Leader and Organisation Branding
2) Understand the Psyche/Personality of Staff
3) An Effective Leader needs to be adaptable to
individual staff needs and utilise different leadership
and communication styles
4) Be aware of the differences and be effective in intergenerational communication between Traditionalists
and Baby Boomers with Gen X, Y and Z
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10. Establish Leader & Organization Branding
1. Alignment
l
Ensuring consistency and alignment of staff actions toward
leader’s and organizational goals
2. Communication
l
Keeping staff connected and moving in the right direction
through ongoing dialogue and consistent messages
3. Reward
l
Creating a reward-based environment that recognizes the
value and contribution of each and every staff
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11. Generational Diversity in Today’s
Workforce

Changing Demographics

Increasing numbers of Gen Y entering the workforce.
 Baby Boomers & Traditionalists are continuing to work for longer
tenures or are Re-engaged into the workforce.

Key findings from survey commissioned by Singapore’s Tripartite
Alliance for Fair Employment Practices (TAFEP), 2010:
 Gen X and Gen Y make up 60% of the Singapore workforce.
 Means that 40% of the Singapore workforce is over 45 years of
age.

Multi-generational teams improve organizational
effectiveness and performance.
Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010
http://www.fairemployment.sg/assets/files/Publications/Publication%20%20Harnessing%20the%20Potential%20of%20Singapore's%20Multi-Generational%20Workforce.pdf
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12. Benefits of Multi-Generational Work
Teams at Today’s Workplace

More flexible in changing demographics

Broader insight into your customer base

Wider pool of Talent

Diverse perspectives leading to stronger
decision-making

Greater innovation and creativity

Meet the needs of diverse stakeholders
Multi -generational workplaces can be a source of positive
challenge, opportunity, and significant growth if managed
effectively.
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13. Source: The Straits Times, 8 April 2010
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14. Overview of Generational Differences
Traditionalists
Baby Boomers
Gen X
Gen Y
Career
Goals
Legacy
Stellar Career
Portable Career
Parallel Careers
Rewards
Satisfaction of
a Job Well
Done
Money, Title,
Recognition, Corner
Office
Freedom Is The
Ultimate
Reward
Work That Has
Meaning
Work-Life
Balance
Support in
shifting the
balance
Help me balance
everyone else and
find meaning in
myself
Give me
balance NOW!
Not when I’m 65
Work isn’t
everything.
Flexibility to
balance my other
activities
Job
Changing
Carries a
stigma
Puts you behind
Is Necessary
Is Expected
Training
I learned the
hard way, you
can too!
Train them too much
and they’ll leave
The more they
learn, the more
they’ll stay
Continuous
learning is a way
of life
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the
Generational Puzzle at Work’, 2002.
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15. Group Exercise
15 Mins
• What is the average tenure for your top-performing Gen Y
employees?
• What are the top three (3) reasons good employees
leave your organisation?
• What are the critical elements of organisational climate
in sustaining employee engagement of Gen Y?
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16. Why The Focus on Gen Y?
• Calculate Your Current (and Future) Investment in Gen
Y.
 How many Gen Y employees does your organisation currently
have?
 What is the average compensation for Gen Y employee at your
organisation?
 Multiply the number of Gen Y employees x Your average
compensation.
• Can be seen as the risk your organisation takes in
assuming Gen Y will meet your employment needs.
• The better managed this investment, the lower the risk
and the better return for all involved.
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17. 17

18. Sustaining Employee Engagement
Organisational Results
Employee Engagement
Organisational Climate
Leadership
Effectiveness
• ROI
• Employee
Turnover/Retention
• Employee Satisfaction/
Loyalty
• Customer
Satisfaction/Loyalty
• Rewards
• Espirit De Corps
• Flexibility
• EQ/EI Competencies
• Managerial Skills
• Leadership Styles
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19. The Effective Leader…
"Research shows convincingly that EQ is more important
than IQ in almost every role and many times more
important in leadership roles. This finding is
accentuated as we move from the control philosophy of
the industrial age to an empowering release philosophy
of the knowledge worker age.”
Dr. Stephen Covey,
Author of The 7 Habits of Highly Effective People
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20. Engaging Multi-Generational Employees
Achievement
Defining and
attaining goals
and results
Motives
Power
Influencing others
and having an
impact
Affiliation
Establishing and
maintaining positive
personal
relationships
Source: David C. McClelland, "Methods of Measuring Human Motivation", in John W. Atkinson, ed., The
Achieving Society (Princeton, N.J.: D. Van Nostrand, 1961), pp. 41–43.
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21. Organisation Climate: Employees
Valued and Involved when ………….
Employees are
involved in decision -making
Employer demonstrates
concern about employees’
health and well-being
Managers listen to
employees
Employees have the
opportunity to
develop their jobs
Good suggestions are acted
upon
Feeling
Valued
and
Involved
Senior managers
show employees
that they
value them
Employees feel able
to voice their opinions
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22. Emotional Engagement by team
leaders has significant impact
• Showing Care is largely the responsibility of an
employees direct Manager
• Manager’s need how to learn to be more “emotionally
engaging” when leading their employees
• Employees need to feel “valued and involved” with their
manager and colleagues
• Manager’s can learn this but traditionally leadership
training has little impact
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23. Scores-on-the-Board™ Employee
Engagement System
Mentors Managers on being “emotional engagineers”
• A simple 5 part system:
Team
VISION
Vision / Goals /Feedback
/ Gaps / Action
• Used by thousands of
leaders around the world
ACTION
PLANS
GOALS
IN PRIORITY
AREAS
• Develops the leader
• Empowers the team
• Engages all employees,
GAPS
FEEDBACK
TOOLS
especially Gen Y’ers
Source: Bill Lang, “Scores-on-the-Board: The 5-Part System for Building Skills, Teams and Businesses”,
John Wiley & Sons, 2009.
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24. Case Study: ‘Scores-on-the Board™
1. Contact Centre – 450 Seats
2. Call volumes more than doubled
3. Implement Scores on the Board (SOTB)
4. Result:
•Hewitt Engagement up 44%
•Absenteeism down 60%
•Attrition by 60%
•First call resolution rate up 25%
•Cost per call down 40%
•Customer Satisfaction up 15%
•Sales up 30%
http://www.scoresontheboard.com/

25. Determinant of Delivering “R.A.R.E.”
Customer Service Excellence
•R eliability (Accuracy, Authenticity)
•A ssurance (Confidence, Credence)
•R esponsiveness (Acceptance, Openness)
•E mpathy (Affinity, Insight)

26. Recommendations
• Communicate is key to inspire commitment
 “Opportunities for Career Advancement” and “Good Relationships”
are key factors that motivate Gen Y-ers to remain in organisations.
 Regular dialogue between Gen Y-er and supervisor should start
from the first day at work, as a means for supervisors to build and
maintain a good working relationship.
 Engage Employees through Coaching
 Develop Coaching competency of managers to be comfortable and
confident in having conversations surrounding professional
development plans.
 Encourage constant feedback and show recognition for work
contribution
 Team Work ‘Y’ Style
 Encourage staff gatherings, social events and ‘mixers’ with
workmates
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27. Conclusion: Strategic Importance of
Employee Engagement
“It goes without saying that no company, small
or large, can win over the long run without
energized employees who believe in the mission
and understand how to achieve it. That's why
you need to take the measure of employee
engagement at least once a year through
anonymous surveys in which people feel
completely safe to speak their minds.”
- Jack Welch,
Former Chairman & CEO, General Electric

28. Video on What Makes a Great Leader?
“GREAT LEADERS CARE MORE
ABOUT THOSE THEY LEAD THAN
THEMSELVES.”
Visit :
http://www.youtube.com/watch?v=03o1JZ7c7gI
http://www.facebook.com/teamworkleadership
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29. Final Thoughts…
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
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30. Question & Answer
Social Networking Contacts:
Prof Sattar Bawany
Chief Learning Officer & Master Executive Coach, IPMA
IPMA ASIA PACIFIC REGIONAL OFFICE
Email: ipma.singapore@gmail.com
Website: www.ipma.com.sg
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/bawany
Twitter: www.twitter.com/sattarbawany
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