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Managing Millenials at Workplace

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Managing Millenials at Workplace

  1. 1. Managing & Motivating MILLENNIALS www.humanikaconsulting.com
  2. 2. Seta A. Wicaksana, M.Psi., Psikolog 0811 19 53 43 seta.wicaksana@gmail.com • Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS Ketenagakerjaan • Pembina Yayasan Humanika Edukasi Indonesia • Pendiri dan Direktur Humanika Consulting • Penulis Buku “SOBAT” Elexmedia Gramedia 2016 • Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting • Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi HITS dan HABIT • Narasumber di Radio DFM 103,4FM • Dosen Tetap Fakultas Psikologi Universitas Pancasila • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM • Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia • Lulusan sekolah ikatan dinas Akademi Sandi Negara
  3. 3. Objectives • Identify characteristics and gain a better understanding of the Millennials • Improve communications and team work • Accept personal responsibility in working together • Provide tips and suggestions for Managing and motivating millennials
  4. 4. Yesterday and today The future The War For Talent Recruit Retain OR Boomerang Company culture is your competitive advantage!
  5. 5. Millennials • Born 1982 to 2000 • 75 million • Attended day care, very involved “helicopter” parents • Prosperity has increased over their lifetime • “Live, then Work!” • Achievement oriented • Prefer instant or text messaging • Want to build parallel careers – experts in multitasking
  6. 6. Common Values • Millennials – Optimistic – Civic duty – Confident – Achievement oriented – Respect for diversity – Informal – Tenacious – Social consciousness
  7. 7. Millennials in the Workplace • Task oriented • Want options & choices • Expect attention • Expect feedback • Multitask through multimedia • Think “digital” • Work toward weekend or closing time • They are impatient • Want to be led
  8. 8. On-the-Job Strengths Trads Boomers Xers Millennial Job Strength Stable Service Oriented/Team Players Adaptable and Techno- Literate Multitaskers and Techno- Savvy Outlook Practical Optimistic Skeptical Hopeful View of Authority Respectful Love/Hate Unimpressed and Unintimidated Polite Leadership By Hierarchy By Consensus By Competence By Pulling Together Relationships Personal Sacrifice Personal Gratification Reluctant to Commit Inclusive
  9. 9. On-the-Job Strengths Trads Boomers Xers Millennial Time on the job Punched the clock Visibility is key “Face Time” As long as I get the job done, who cares It’s quitting time – I have a real life to live Diversity Ethnically segregated Integration began Integrated No majority race Feedback No news is good news Once a year with documentation Interrupts and asks how they are doing Wants feedback at the push of a button Work/Life Balance Needs help shifting Balances everyone else and themselves Wants balance now Need flexibility to balance activities
  10. 10. Managing & Motivating • Provide Strong, Involved Management • Connect Work to a Higher Purpose • Make Recognition Impactful • Make Work Challenging, Engaging and Fun • Leverage Modern Technology
  11. 11. Provide Strong, Involved Management • As companies like Xactly have discovered, Millennials could very well become the most productive generation we’ve ever seen, if they are managed and motivated in a way that aligns with their unique characteristics. These include: • Limitless thinking: Believing they can achieve their goals and dreams • High expectations: Wanting more from a job than just a paycheck • Very tech savvy: Having grown up on games, social media, videos • Social conscience: Having the desire to make an impact.
  12. 12. • They want to have regular check-ins and get feedback on their performance. Provide Strong, Involved Management • Many managers mistake the fact that Millennials don’t seem to appreciate hierarchy and authority as a sign that they don’t want to be managed. • Yet, this generation grew up with a high level of involvement and management from their parents in every aspect of their lives. • Since they are used to very involved parenting, they will not appreciate the sink or-swim approach in their work life.
  13. 13. • Make sure you are clear about the results you expect from employees, and the steps they need to take to be successful. • Don’t let them think they can get there in three months. • Provide a pathway to success. Show them the specific actions they need to take, and metrics you’ll be measuring them by, that will guide them to a win. Provide Strong, Involved Management
  14. 14. Connect Work to a Higher Purpose • As a manager, you need to reinforce your company’s mission and emphasize the ways in which your staff can make a positive impact on the world. • You need to show your employees— particularly the • Millennials—how their specific jobs can help accomplish this. • Barry Salzberg, global CEO of Deloitte Touche Tohmatsu Limited, writes in his Forbes.com article, “We need to do more to connect the dots for Millennials, showing them the deeper global dynamics of the business enterprise.”
  15. 15. Make Recognition Impactful According to Bersin Associates, organizations that do a good job of recognizing employees perform 14 times better than those that don’t. In other words, recognition, praise and celebration are good for all employees—even more so for salespeople.
  16. 16. Make Recognition Impactful • The trick to getting the most out of any recognition initiative is to execute it well. Here are a few secrets we use: 1. Recognize meaningful things 2. Make sure recognition is timely 3. Make recognition highly visible and public 4. Make sure recognition is fair and consistent • Creating an environment that rewards and recognizes the achievements of all of your employees is critical to keeping them motivated, engaged and performing optimally.
  17. 17. With Millennials projected to make up 75% of the workforce by 2025, managers want to know, “How do I engage this new generation of employees?” As it turns out, at a high level, what Millennials want from their work is not all that different from what other generations want. They want to: • Feel appreciated by their managers • Have colleagues they enjoy working with • Have clear direction about what it takes to be successful
  18. 18. 21 Coaching and Managing Millennials DO: • Offer customization—a plan specific to them • Offer peer-level examples • Spend time providing information and guidance • Be impressed with their decisions
  19. 19. Make Work Challenging, Engaging and Fun These characteristics include: • Clear Rules: Players know how the game works. • Clear Objectives: Players understand what it takes to get ahead and to win. • Instant Feedback: Players know how they are progressing towards their goal at any moment in time. • Challenge: the game offers a perfect balance between being so easy it’s boring, and so difficult that players give up in frustration • Competition: multiple players who can compete for the best score, bragging rights, or just the thrill of winning
  20. 20. Leverage Modern Technology So how can you use technology to make your Millennials more engaged and productive? Here are a few suggestions: 1. Get app-savvy. 2. Rethink your communication style 3. Get visual.
  21. 21. Millennials Meet Gen Z @ Work 0% 20% 40% 60% 80% 100% 120% 2010 2015 2020 The American Workforce by Generation Gen Z Millennials Gen X Baby Boomers Bureau of Labor Statistics, Business and Professional Women’s Foundation Gen Z in now in the workplace and Millennials are becoming managers.
  22. 22. Millennials Meet Gen Z @ Work 2% 36% 46% 15% C-Suite Vice President Director Manager Entry Level Student >1% >1% Source: “The Multi-Generational Leadership Study” by Future Workplace & Beyond.com, November 2015 Millennials rise up to management roles
  23. 23. Gen Z Millennials Additional names Generation M, net generation, internet generation Millennials, echo boomers, generation next Born 1994 - 2010 1982 - 1993 Size 23 million 80 million Millennials Meet Gen Z @ Work The Basics
  24. 24. Gen Z & Millennials Top leadership quality Communication Top employee benefit Work flexibility Top reward / incentive Cash rewards Top social network Facebook Most desirable industry Technology The Similarities Millennials Meet Gen Z @ Work Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
  25. 25. Gen Z Millennials Leadership aspiration Slightly higher aspirations High aspirations Measuring success Promotions Respect from colleagues Loyalty More loyal Less loyal Manager feedback Regularly Weekly Training vehicle Project-based work Corporate sponsored class The Differences Millennials Meet Gen Z @ Work Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
  26. 26. Millennials Meet Gen Z @ Work Gen Z Millennials 2014 2016 2014 2016 Work preference Office (28%) Office (41%) Office (45%) Office (42%) Career influences Parents (47%) Parents (30%) Parents (27%) Parents (23%) Workplace behavior comparison Source: “Gen & Millennials Collide” by Future Workplace & Randstad, September 2016
  27. 27. Team Over Individual Performance Companies are shifting their structures from traditional hierarchies to flexible teams. Source: Deloitte 84% 85% 86% 89% 92% Learning Engagement Culture Leadership Organizational design The 10 trends ranked in order of importance
  28. 28. Team Over Individual Performance  Ability and flexibility  Customer focus  Demand from younger generations  Scale to solve bigger problems  Diversity of global teams  Pressure to innovate Source: Deloitte About 3 out of every 4 Gen Z and Millennial workers say they are prepared to work in a team.
  29. 29. Bridging the Generation Gaps • Remember that all generations want: – To be treated fairly – Work that provides personal satisfaction – Employers who understand personal lives are important – Work that is valued by employers and customers – A clear sense of purpose from employers
  30. 30. Learning and giving for Better Indonesia www.humanikaconsulting.com

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