attracting and engaging the n-gen employee

8/14/2019 Attracting and Engaging the N-Gen Employee

1/28

2007 New Paradigm Learning Corporation

June, 2007

Attracting and Engaging the N-Gen Employeeby Janet Hardy and Bill Gillies

The Story in Brief

The combination of diminishing unemployment and the imminent mass exodus of Baby Boomers from theworkplace is intensifying the war for talent from within the Net Generation (N-Gen), the cohort of 88 million NorthAmericans who were born between 1977 and 1997. These fresh-thinking, vitalized youthsupported by the most

powerful technology ever inventedhave the potential to generate wealth on an unprecedented scale, but attracting

them to employment opportunities and retaining them within organizations may prove challenging. N-Geners bothexpect and want jobs and work environments that promote flexibility, collaboration, upward mobility and personal

development. Having grown up digital and highly interactive, N-Geners may be ideally suited to co-innovating with

customers, sharing resources, and unleashing the power of mass collaboration to generate opportunity and profit:

the keys to the kingdom in global competition. Therefore, employers that resist the changes N-Geners demand, riskserious peril during the challenging days ahead.

Human capital is at such a premium that the need to satisfy employees is tantamount to the requirement to

satisfy customers. To attract premium talent, companies must develop Talent Relationship Management (TRM)

strategies that help N-Gen employees achieve their own goals, while maximizing their effectiveness and

productivity within the organization. This white paper outlines programs and policies designed to help attract andretain N-Gen workers within a tight labor market.

Table of Contents

1 Competing for North Americas PremiumTalent

1 The New Framework: Talent RelationshipManagement

The three stages of Talent RelationshipManagement

3 Stage 1: Initiating the N-Gen EmploymentRelationship

A. Connecting to the N-Gen prospectB. Recruiting the Net Generation

C. Onboarding: early learning and responsibility isessential for the win-win

7 Stage2: Engaging the N-Gen Employee

The need for speed: progress and communication

The need for collaboration: engaging workopportunities and work relationships

The need for freedom: balancing work andpersonal life

The need for customization: personalizing careerpaths, learning and rewards

The need for entertainment: finding fun at work

The need for innovation: adding value and feelingimportant

What does the Net Generation need to learn?

N-Gen employees require different leadership

16 Stage 3: Evolving the RelationshipExtending

the Impact and Influence of the RelationshipThe opportunitiesbusiness proposition

17 The Road Ahead: A Roadmap for Change andMeasures of Success

Net Generation at work: assessment approaches

21 Possible Barriers to Adopting a TRM Approach

23 A New Approach to Measurement

23 Conclusion


2/28

Attracting and Engaging the N-Gen Employee


1

Competing for North Americas Premium Talent

I REMEMBER THE 90s HIRING BOOM, and I thought thatwas the peak. I would say this timehiring is even more aggressive, says Barbara Massa, recruiting services director at EMC, an information

management and storage company based in Hopkinton, Massachusetts. All the companies want the A

players... Youre doing things for candidates that, a couple of years ago, you wouldnt have to even budge

on.1

By all indications, the competition for talent

will become even fiercer in the years ahead. At

4.5 percent in April 2007, unemployment is

already low and the first wave of Baby Boomers is

just reaching retirement age.2

In the United States

alone, the number of jobs is expected to exceed

the number of workers by 10 million by the year

2010.3 This widening gap is already topping thelist of executive concerns within the automotive,

industrial, broader public, education and

healthcare sectors. The leaders recognize that in a

knowledge-based economy, attracting the best

employees is the organizations primary

competitive advantage. Unfortunately, where N-

Geners are concerned, the attraction quickly fades.

Today, fully one-third of new employees begin

investigating alternative employment options

within six months of being hired.4

Organizations must somehow concurrently meet the imperative to reorganize themselves for greaterflexibility, lower overhead and higher productivity, while providing a work environment that both attracts

and retains N-Gen talent.

The New Framework: Talent Relationship Management

Todays youth think and relate to others differently, and are well suited for a working world of continuous

change. Although N-Geners are savvy, confident, upbeat, open minded, creative and independent, they

tend to be challenging to manage. To meet their

demand for more learning opportunities and

responsibility ownership, instant feedback, greater

work/life balance and stronger workplace

relationships, companies must alter their cultureand management approaches, while continuing to

respect the needs of older employees. If properly

cultivated, this generations attributes will be a

valuable source of innovation and competitive

advantage to the organization.

In developing the leadership culture and

people practices for this new generation of

Our Methodology

Nine University of Toronto graduate studentscollaborated on a research project focused on N-Geners and the workplace. To that end, weinterviewed 31 students on campus (graduate andundergraduate), as well as nine graduate studentswho are about to enter business management. We

also conducted an extensive literature review.

We also drew on the findings of the N-Gen GlobalResearch Study, which explored the eight normsinternationally. Sixteen questions were posed torespondents to gauge the relevance of the normsacross 12 countries. In addition, a benchmark sampleof Xers and Boomers was gathered in the U.S. andCanada. The study was conducted during April-May2007.

Customer Relationship Management (CRM) principlescan serve as building blocks for a Talent RelationshipManagement (TRM) strategy and principles within aTRM framework.

Mapping the Net Generation norms onto CRMrelationship principles allows for the development of aset of validated TRM principles. The followingsuggestions serve as guidance for establishing newleadership and people practice benchmarks. The TRMmodel has an added layer of complexity sinceemployees interact with each other to a much greaterdegree than would be typical of customers.


3/28



2

workers, managers can borrow a useful framework from their colleagues in sales and marketing.

Sophisticated Customer Relationship Management (CRM) practices have been the backbone of high-

performing organizations since the late 1990s. CRM practices and processes are client-friendly and place

the customer at the center of a long-term, profitable relationship rather than a series of isolated purchases.The CRM approach is easily applicable to the new employer-employee relationship, and companies can

use it to develop equally sophisticated and successful Talent Relationship Management (TRM) practices.

TRM is a strategy that gives organizations a framework for developing the optimal corporate culture and

employee programs for the Net Generation.

The three stages of Talent Relationship Management

New Paradigms Talent 2.0 paper outlines why the old model ofrecruit, manage and retain is outdated.5

The more appropriate employer-employee relationship for this generation is described as initiate, engage

and evolve. These activities reflect the relationships reciprocal nature and better respond to N-Gen

norms. Organizations must build a positive presence in the minds of potential N-Gen employees and

dynamically engage them throughout their employment years. Companies should encourage those whoneed a change of scenery and exciting new developmental opportunities to work for business partners,

while continuing to maintain ties through alumni groups and other types of networks that can provide

ongoing feedback and support for corporate initiatives (see Stage 3: Evolving the Relationship).

Initiate. Stage 1 involves initiating a relationship with Net Generation prospects or new hires. To

attract both, organizations must work to differentiate themselves in the talent marketplace, use personal

networks to recruit candidates, and create a process that promotes mutual selection. Organizations must

paint an accurate picture of their culture, work environment, career opportunities and reward programs,

and begin to deliver on their promises within the first 90 to 120 days.

Engage. Stage 2 involves engaging the N-Gen employee throughout their career. Engagement is a

two-way street and a merging of the well-defined needs of the employee and the company. Whats in it

for me? and Whats in it for you? are questions that must be clearly addressed. Then it is up to both the

employee and the organization to deliver on their commitments. Organizations must adopt new workstyles, workflow models, time horizons for the workday, and career paths. N-Gen employees will show up

with energy, enthusiasm and dedication if mentored and coached to contribute to business performance.

Evolve. Stage 3 involves evolving the N-Gen employee relationship beyond the historic definition

of tenure to encompass a longer-term, value-added, post-employment relationship. This requires thinking

of employees as an alumni network with a web of contacts and a wealth of knowledge that has the

opportunity to add value, even after they have left the company. Social networking, communities of

practice and other Web 2.0 platforms allow an employee of any age to contribute, stay connected, and

provide wisdom and contacts. N-Gen employees will embrace this kind of thinking as it reflects their way

of interacting and contributing to their various communities through online communities such as

Facebook and MySpace.

Table 1: The CRM and TRM Linkage

CRM PrinciplesNet GenerationNorm Alignment Talent Relationship Management Principles

Trust Integrity Trust and integrity matter

Peers are accountable

Upper management does the right thing

My manager provides the right guidance and accurate feedback

The organization keeps its promises


4/28



3

CRM PrinciplesNet GenerationNorm Alignment Talent Relationship Management Principles

Responsiveness Speed Speed matters

Bureaucracy is not a roadblock to progress and progression

Decisions and requests are made in a timely manner

Performance and potential, not age, make the difference

Transparency andKnowledge

Scrutiny Transparency m atters

Employee input is valued and forums for dialogue are available

Decision-makers provide context and understanding

Information is accessible

Networking Collaboration Collaboration matters

Working in teams and with partners is encouraged

Leaders behave as coachesnot autocrats

Mentors are made available to employees who want to develop andprogress

Creation of NewIdeas

Innovation Innovation matters

Opportunities to provide suggestions and make changes aresupported wherever possible

Challenging the status quo is encouraged

ConsumerEngagement

Entertainment Fun matters

Various social opportunities, both formal and informal, are availableand participation in them is encouraged

Volunteer opportunities that promote social consciousness areprovided

UnderstandingExpectations

Customization The individual matters

The companys people practices are flexible and accommodate arange of individual needs

Recognition is specific, frequent and accurate

Career development options are numerous and have fewconstraints

Leaders and employees work together, respecting each othersunique styles, skills and goals

Mutual Interests Freedom Freedom and balance matter

Personal, productive work/life balance is possible

Opportunities exist for a variety of alternative work arrangements,locations and flexible time commitments, and technology supportsthese conditions

Stage 1: Initiating the N-Gen Employment RelationshipA. Connecting to the N-Gen prospect

Companies can generate online excitement by creating engaging and informative Web sites using tools

such as blogs and podcasts, and creating attractive multi-media material for distribution on sites such as

YouTube and/or Facebook. N-Geners want to easily acquaint themselves with different aspects of a

potential workplace, such as its culture, social responsibility, career paths, products, and global


5/28



4

operations. Potential employees expect transparency and a true picture of the employment offer.

Inaccuracy and hyperbole will turn them off. Clarity and humor will attract them.

Web sites

The Web site is the first point of contact for most N-Gen prospects. They will review the Web site to

gather basic information and get a feel for whether the organization meets some of their basic

employment criteria. This is an excellent opportunity for a company to sell its employment brand and

position itself as an attractive N-Gen employer.

Pfizer.com has an excellent career section with characteristics that N-Gen prospects find particularly

appealing:

career opportunities that are directly accessible from the home page and Google.

domestic and international job postings featured prominently on the career home page.

no registration. job postings that encourage a broader range of applicants by keeping qualification requirements

open-ended.

direct links to company vision and values, awards, culture, work environment, benefits and

diversity definitionsall of which are positioned to appeal to N-Gen employee norms.

a clear overview of all lines of business.

a special university relations section with information about career opportunities, internships and

campus schedules.

specific details of volunteer and community programs.

FAQs covering university recruiting, general employment issues and the business.

Navy.com acknowledges the influence of parents on N-Geners with a dedicated section for them on its

Web site. It contains FAQs, recruiter contacts, message boards and an overview of why a Navy career is a

positive life choice. The career section contains skills assessments and other interactive tools to help N-

Gen prospects identify a Navy career plan. These are mapped out, with employee pay and benefits clearly

linked to them.

The only thing missing from both Web sites is a forward to a friend capability to expand the

number and range of pre-qualified prospects.

Blogs and podcasts

Microsoft uses recruiting blogs and podcasts extensively. The Technical Careers @ Microsoft blog6

is

representative of its online presence, which is witty, brutally honest and revealing. Although the overalltone and feel is lighthearted, there is a wide range of comments, from positive to critical.

Companies must ask themselves a number of questions prior to launching a truly interactive online

presence:

is the company comfortable with the possibility of being criticized in a public forum?

what are the ramifications to employees or managers who criticize company policy or leadership

online and in public?


6/28



5

is the company prepared to act on such feedback?

what is the optimal way for the company to employ technology to present itself?

Organizations who use blogs generally believe that the information exchange will provide valuablefeedback on that which works and doesnt, and the publics perception of it. For example, a Microsoft

recruiter who posted a message to jobsblog at 11:59 on April 26, 2007 asking for input, received critical

feedback.

This response challenges Microsoft recruiters to redirect their attention to N-Gen norms, such as

accelerating and simplifying the hiring process, freedom to balance personal life and work, and being

transparent about the real value of the compensation program.

In an appeal to N-Gen employment prospects, Microsoft Chairman Bill Gates appears in a video clip

as Napoleon Dynamites sidekick on YouTube. The use of self-deprecating humor and the pop culture

linkage makes Microsoft seem more in touch and its leader more approachable.

Social networking sites

When it comes to using alternative recruiting methodologies, the military is an early adopter. The U.S.Marine Corps MySpace recruiting page contains streaming videos of drill sergeants, wide-eyed recruits

struggling through boot camp and seasoned marines landing on beaches. Visitors can directly click on a

link entitled Contact a Recruiter for immediate action.

B. Recruiting the Net Generation

Monarch Ski and Snowboard School in Colorado has adopted a new relationship-based recruiting

approach in which committed N-Gen employees instantly respond to job queries from prospects their age.

I w ould never work at Microsoft because...

Ahh I have heard this statement many, many times.

Whether it be from a student at a career fair who loves Linux, or from the grumpy man I sat next to a fewweeks ago on an airplane. It seems EVERYONE has an opinion about our little homey company.

I know many of you read this blog and would love to work at Microsoftits maybe even a career goal. But

I also know that there are many of you who read this blog to see what things you can take and share withyour friends and co-workers about how we are doing something wrong.

So... I invite you to tell me why you would never work here. Seriously, tell meI can take it. I really wantto know.

re: I would never work at Microsoft because...

Thursday, April 26, 2007 4:34 PM by aa

1) Its Seattle... no, Redmond. It rains all the time. The local sports teams suck.

2) The interview process is lengthy and too harsh. With a 1 percent acceptance rate, who the hell wanna takea few days off at work, fly over, and be interviewed all day long? Only students could do so.

3) One wont get extremely rich working at M$ (most developers make less than 100k and options areworthless because of the flat stock price).

4) M$ doesnt have free haircut service, oil change, meals, or a workfree Friday...


7/28



6

The N-Gen staff member can address issues from the perspective of the applicant, recount the pros and

cons of the job and answer questions and concernsall of which serves to place candidates at ease and

build a connection to the company. This program is effective because it aligns with the needs and wants

of N-Geners.

First, it eliminates lengthy delays. Between the time of application and the all-important first contact,

no time is wasted. Second, it engages existing N-Gen employees in an enriching activity that increases

their commitment to the company and satisfies their need for change and more advanced responsibilities.

Third, it creates an immediate ally for the new applicant. Often, the original N-Gen employee who acted

as the first contact will serve as a mentor or a trainer for the new employee they helped to recruit.

Organizations are using the latest technology to provide an interactive recruiting experience and

appeal to the N-Ployee sense of fun. In mid-May 2007, TMP Worldwide Advertising & Communications,

an independent recruitment advertising agency, opened the doors to the first official job fair to be held in

a virtual world. Job seekers and recruiters engaged in all the activities of a real-life job fairbut in this

instance, participants communicated via personalized avatars on TMP Island, TMPs space within the

popular virtual world Second Life.

Job seekers were able to apply for positions in areas such as financial services, engineering,

information technology, sales and management at the six participating companies: eBay, HP, Microsoft,

Sodexho, T-Mobile and Verizon. Candidates were directed to a companys specific location on TMP

Island where recruiters interviewed them within virtual client offices and allowed them to experience the

company culture. TMP briefed and prepared job applicants for their interviews. As a high-tech company,

were always looking for new avenues to discover talent from a rich and diverse pool of candidates who

can grow with the company, said John M. Bell, a top HR executive with Verizon. This is as much a

career opportunity for the applicants as it is an opportunity for Verizon to tap into a world of new

candidates.7

When devising their recruiting strategies, organizations must consider the following N-Gen norms or

risk losing the best prospects: Speed. How lengthy and complicated is your interview scheduling and hiring process? Graduating

university students who participated in this study expressed frustration with lengthy, multi-step

processes and an absence of employer feedback. With the number of available alternatives,

employment offers that are long on coming often get rejected. To N-Geners, a rapid response

signals an organization that is decisive, efficient and respectfulall of which make it a desirable

employer.

Customization. Is the recruiting process informal, personalized and relationship oriented? Good

recruiters focus on hearing candidates unique attributes, backgrounds and personal interests, and

talk less. They also engage peers or recent hires as part of the process. Since N-Geners are

experiential, inviting them to try on a job that interests them for a few hours is an excellent way

to engage them. Innovation. Does the hiring process show that you understand the N-Gen employee? As in the

Monarch Ski and Snowboard School example, the inclusion of a peer in a key recruiting role

demonstrates the organizations respect for existing N-Gen employees and their ability to assume

developmental activities beyond their usual role.

Entertainment. Do your recruiting practices capitalize on the sense of fun and adventure N-

Ployees seek?


8/28



7

C. Onboarding: early learning and responsibility is essential for the win-win

A traditional condition of employment in many organizations is a 90-day probationary period during

which new recruits are assessed for their suitability. Nowadays, with the luxury of so many employmentoptions before them, N-Ployees regularly use the first 90 to 120 days to decide whether they have selected

an employer that values their talents and gives them responsibilities early. If the organization has failed to

deliver on its promises regarding responsibility, work content and/or the dynamics of the work

environment, N-Geners will soon transfer their attentions elsewhere and move on. Given their regular

scrutiny of online job sites and social networks, N-Geners may accelerate the rate of turnover within the

workplace.

Therefore, employers must use creativity and flexibility when organizing the first few months of work

so as to expose the new recruit to various leaders, work situations, and work content.

For example, many employers are tailoring their initial training programs to be interactive and

entertaining. Computer simulations are replacing training seminars. Employees at Nike stores play a game

called Sports Knowledge Underground which mimics a subway system with routes that teach basic

sales skills and product information.

The traditional, first day of work welcome monologue from an executive has now been replaced by

a series of one-to-one chats with various leaders to discuss their area of the business and the various

career opportunities within their departments. Chats with peers are also scheduled to enable discussions

about the relational aspects of worksocial life, culture, whos who, etc. and also to encourage new

work-based friendships to develop.

Mentors or shadow peers are assigned to new recruits to help them adapt more quickly to the

organization and advocate for expanded job content. These relationships provide the organization with

valuable feedback on how the employee is settling in and raise concerns that should be addressed quickly.

At PacifCorp, new graduates spend their first nine months learning the energy business and strategies

for operating effectively within an environment of mostly older workers. Under the guidance of anassigned mentor, newcomers receive traditional training, and rotate through various business units and

project assignments to accelerate learning and help them assume challenging responsibilities more

quickly.

Many organizations have learned the hard way that demanding N-Gen recruits expect their employers

to be upfront about the work, environment and culture they will encounter as new employees. Greater

transparency, and exposure to and interactivity with the broader organization during the initiation phase

will lead to a win-win outcome. It is anticipated that companies who attend to this important time will

benefit from less turnover, shorter ramp-up speeds, higher levels of engagement, and earlier and greater

returns on their new N-Ployee investments.

Stage 2: Engaging the N-Gen EmployeeLeaders need to put more color into their companies. The way companies appear right now

is boringparticularly to the Net Generation. Companies are like the one-channel, black and

white, no remote control TV of 1961. But life todayparticularly to the Net Generationis an

HDTV worldcolorful, multi-channel and vibrant. One of the biggest challenges is forcompanies to look at their organization, structures, systems, values and leadership and

really think how to make them fun and enjoyable for everybody.

Dominique Turcq, President, Boostzone Institute, Paris


9/28



8

The Net Generation is as large as the Baby Boom generation was. When the workplace begins to

experience the full force of this new demographic, substantial changes to existing human resource

practices will soon begin to manifest. Here are the types of changes that will likely be precipitated by

N-Gen norms.

The need for speed: progress and communication

The N-Gen desire for speedy decisions and processes aligns perfectly with the urgencies companies face

in the new economy. For most members of the Net Generation, maximum speed is the preferred speed. In

our interviews, N-Geners criticized email for being a stodgy and slow communication tool, reserved for

formal communication such as sending a thank you note to a friends parents. N-Geners prefer IM and

text messaging, with multiple, concurrent conversations on the go. Thirty-three percent of respondents

admitted to having little patience and said they cant stand waiting for things.8

When N-Geners have

questions, they want immediate answers. If colleague A is not available, rather than waiting, an N-Gener

will ask colleague B. And if to proceed further they have to wait for their managers, they can quickly

become frustrated and resentfulviewing the manager as an obstacle to their progress.N-Geners not only want to work in a fast-paced environment, they want their career advancement to

be fast-paced as well. A 2004 survey of Canadian college graduates noted that as job seekers, their

primary job selection criteria revolved around opportunities for advancement.9 This is a major challenge

for established companies who must accommodate the N-Geners desire for rapid advancement without

offending the sense of seniority and entitlement of older workers.

The need for collaboration: engaging work opportunities and work relationships

N-Ployees prefer to work and learn collaboratively, and enjoy interactive and team-based work, openspaces, and technologies that reinforce this norm. Early assignments to a project team with clearly defined

deliverables and timelines build social connectivity, self-efficacy and a sense of accomplishment, all of

which are critical aspects of early engagement. It is important for managers to understand and observewhether N-Ployees are experiencing enough opportunities to work with others, interact with leaders, meet

new colleagues, and attend external events or social functions.

Building on 25 years of success as one of Ontarios largest volume home builders, Tribute

Communities introduced a one-year coaching program that began in the fall of 2005 and focused on

developing the employees and the organizations culture. Leaders, who were taught coaching skills and

techniques for working more effectively with a diverse range of generations and cultures, were sent to

various construction sites to establish connections between older, experienced trade workers and young,

unskilled labor. This tiered model of a leader-coach, older mentor and young apprentice, has allowed for a

faster progression of younger workers through the apprenticeship model. This approach is adaptable to

any type of employment where wisdom can be transferred from an experienced employee to an

inexperienced one through role modeling.

The U.S. Army is a leader in the development and application of social networking techniques in the

workplace. Its password-protected sites offer insight into the challenge of commanding soldiers and the

complexities of fighting urban guerrillas. Companycommand.army.mil is divided into sections such as:Training, Warfighting, and Soldiers and Families. These are subdivided into discussion threads on

everything from mortar attacks to grief counseling and dishonest sergeants. The site describes itself as a

grass-roots, voluntary forum that is by andfor the profession, with a specific, laser-beam focus on

company-level command. Captains post comments on coping with fear, motivating soldiers to break the

taboo against killing, and even tips for counseling suicidal soldiers. Even at the most remote bases in Iraq,


10/28



9

captains access the Internet to check the site every day to post tricks or ask questions like: What has

anyone tried to do to alleviate the mortar attacks on their forward operating bases?

The militarys collaborative Web sites are a cyber extension of the mess hall conversations that have

transpired for decades. Social networking and Web 2.0 are all about strengthening relationships and

capturing and sharing learnings from conversations. Its important to underscore that the N-Geners

understand these tools intuitively and use them extensively in their personal lives.

Organizations must also build in personal collaboration attractors. N-Ployees want to do their jobs

more effectively, but not at the expense of working harder or longer. Give them their own personal space

(e.g., through a blog or personal Web page that hosts collaborations or conversations) that offers pride of

ownership. Recognize and/or reward innovation and constructive contributions to discussion groups and

project teams. Provide geographic and time flexibility in exchange for an active presence in online work

communities.

Social networking and Web 2.0 are primary communication domains of the Net Generation.

Organizations have the opportunity to leverage this knowledge and develop more productive and

innovative collaborative work effortsthe ideal way to engage the N-Ployee (for more insight see New

Paradigms Wiki Workplace paper).10

The need for freedom: balancing work and personal life

As reported in previous New Paradigm research, N-Ployees like to choose when and where they work and

want to escape traditional workspaces and hours. As N-Gen employees enter into a sellers market,

flexibility and work/life balance will assume greater significance. In the U.S., the demand for more than30 million college-educated workers in the next ten years far exceeds the 23 million new college

graduates that are expected.11

N-Geners are in demand: they know it and they will not hesitate to ask for

concessions to meet their need for freedom. Whats more, these changes will benefit all employees.

What kind of freedom are N-Ployees seeking?12

they need to make their family life work: younger parents divide household responsibilities more

equally and understand that time spent together as a family is important to stave off marital

discontent.

they dont want to commute: concerns about environmental conservation and increasing

commuting times influence where N-Geners live and work.

they are very interested in the amenities available at workparticularly those that help to meet

their work/life balance issues.

they have significant interests and priorities outside of work.

they dont want to be constrained by specific work hours: if work outcomes and timelines are well-

defined, N-Ployees expect the freedom to set their own schedule. the office is fine but flexibility is better: they might work from their apartment or the ski hill if they

can still manage to deal with customers, contribute to project work and deliver results.

Working to live is the motto of the Net Generation and organizations and their leaders will need to

respect that younger employees want to go home at night. After decades of workweek expansion, the

most common request of the future workforce may well be that the length of the workday and the

weekend be respected. Older managers and executives may misinterpret N-Geners need for work/life

balance as proof of their lack of commitment. To the contrary, N-Ployees believe it speaks to higher


11/28



10

levels of commitmentto their families, health, communities and personal beliefs. Nonstandard

employment relationships, such as part-time work, flextime, temporary work, job sharing, nontraditional

shifts, seasonal employment, on-call work and endless internships will become integrated with full-time

work to accommodate a range of personal needs. Call centre expenses will be reduced and productivityboosted as more organizations adopt tactics similar to that of U.S. Airline Jet Blue, which offers remote

employment to non-unionized students who work around their university schedules.

In fact, all 1,500 reservation agents employed by JetBlue are home-based. Most are female, in their

thirties, and work part-time. Just 3.5 percent of its agents turn over each year, and the company receives

only one complaint from customer service problems per 300,000 passengersone-third the rate of thelarger airline carriers. People working from home are generally happier. They dont have to commute,

they can be doing something on the domestic front and log on two minutes later without having to travel,

says Steve Mayne, JetBlues operations and business processes manager. Happier employees make for

better customer service, and happier customers make for repeat customers.13

This kind of flexibility demands that managers clearly articulate what is expected, when it is

expected, and how success will be measured. New technologies increasingly allow for remote work. N-Geners will expect companies to adopt these technologies, set up remote working policies and build

leadership capabilities that support less control and more freedom.

Unfortunately for N-Geners, remote employment is not an option for every type of work. N-Ployees

constrained by schedules and locations will expect to be compensated for these inconveniences or

employers will pay the consequences in turnover. Higher pay, expanded benefits such as support for

close-to-work fitness facilities, family days, enhanced maternity programs, wellness programs and

concierge services are all options to enhance work/life balance. Deloitte Consulting in Toronto offers all

this and additional services like dog walking, grocery shopping, and personal training. The goal is to free

up employees personal time to be less chore-oriented and more fun-filled. Not all employers have the

resources to provide these kinds of enhanced benefits. The fundamental issue is more about personal

freedom and free time than the perquisite.

Interviews with Net Generation graduate students at the University of Toronto revealed that they

expect to be more productive, creative and efficient during their work hours if they have the freedom to

work from their homes and at odd hours. Some want to start work at 6 am so as to finish by 4 pm; others

prefer to start at 10 pm and work through the night. Flexibility is key and allowing employees to influencetheir own schedules will be necessary to competing effectively for top talent. A bright N-Ployee prospect

was very clear in his interview: balance was his number one criteria for selecting an employer. He expects

compensation, benefits and opportunities to lead to be comparable from employer to employer and to

serve as baseline employment features. Personal freedom is the true differentiator.

The need for customization: personalizing career paths, learning and rewards

Traditional one-size-fits-all career paths, development opportunities and rewards will not satisfy the Net

Generation. This educated, diverse and mobile workforce will demand that organizations develop

approaches that meet their individual aspirations through smart use of technology and support from

leader-coaches. Sixty-nine percent of N-Geners who participated in this study agreed with the statement:

In my ideal job, Ill get to choose when and where I work.14

TRM borrows customer-marketing techniques and technologies from CRM colleagues to customize

total reward programs. Personal Web portals provide reward menus with dollar credits based on work

complexity and achieved performance. This allows N-Ployees to select from a wide array of work, cash

compensation and benefit options including: time and money for training, technology to accommodate


12/28



11

more remote work, time off for community service, and/or increased leisure time. N-Ployees who want to

purchase a home may elect to take the majority of their rewards in cash, foregoing some of the traditional

benefits they do not need, while new parents may opt for time off or more life insurance.

Many companies currently provide total reward statements to inform employees about the total value

of the compensation, benefits and training programs they receive. A number of companies are testing

customized reward menus that provide credits equivalent to an employees total compensation package

and permit the individual to design the particulars of his or her own total reward package. AstraZeneca is

piloting this type of program in the U.K. through a Web portal that provides a shopping option. Providing

customized choice will increase N-Ployee satisfaction and retention while improving the ROI for dollarsspent on employee rewards.

N-Ployees also want to modify their job content to develop new skills and highlight personal

strengths. This places pressure on traditional career development and promotional practices that are often

fraught with policies N-Geners find annoyingseniority over performance; politics over merit; and an

absence of skills-based assessment in decision-making. Current performance management and review

practices require restructuring and revising so as to be relevant and meaningful to N-Geners. PerformanceEngagement Plans focus on the factors that influence engagement including: skills and capability

development, career advancement opportunities, performance feedback and dialogue, and clarity of

expectations. Performance Engagement Plans differ from traditional performance improvement plans by

providing more focus on:

individualized learning and development opportunities and less on generic training programs.

overall job contribution within the organization and less on specific, annual goal setting.

dialogue and less on forms and reporting.

monitoring performance with more frequent informal discussions and less focus on a prescribed

performance management cycle.

improving the quality of the manager-employee working relationship and less on a command andcontrol approach to performance management and reporting.

An organization that is perceived by many firms as the best college recruiter is also positioning graduates

to become top candidates for other companies. Teach for America recruits the brightest and best college

graduates by appealing to the Net Generations philanthropic nature like the Peace Corps did in the 1960s.

Teach for America obtains funding from companies like Wachovia and Goldman Sachs to expand itswork in inner city schools. In return for their philanthropy, these financial supporters receive preferred

access to Teach for America graduates who have completed their two-year commitment. Teach for

America puts graduates on an accelerated learning curve; first by providing basic training and then

assigning them to some of the toughest schools in U.S. inner city communities. Teach for America corps

members get a hands-on lesson in resiliency, perseverance, team leadership and productivity. They fail,

succeed, establish compelling visions, and plan within a resource-constrained environment with a groupof diverse educational consumers. Organizations are keenly interested in these skills. Teach for America

is a role model organization that has determined what it takes to ramp graduates up quickly to make

significant contributions within their work environments.

The need for entertainment: finding fun at work

N-Ployees expect work to have an element of fun and collegialitycelebration and work relationships are

a primary motivator and engagement factor. Some 67 percent of N-Geners surveyed in this study agreed


13/28



12

that working and having fun can and should be the same thing.15 The fun has gone out of work for

many people and N-Ployees will seek alternative work if they do not find their current work environments

entertaining at least some of the time.

The Net Generation will be an important source of creativity and inspiration to make work more fun.

This will be possible only if work outcomes are well-defined and levels of accountability are consistently

high across the board. Fun at work will be one of the lasting hallmarks of the generation. Fun is

experienced by establishing great social work connections, seeing senior leaders in nontraditional

situations, having access to friends online throughout the day as well as having some freedom to come

and go to meet social obligations outside of work.

Fun organizations build entertainment into their meetings, training, and planning sessions as a break

from the mundanevideo games, puzzles, games, and quizzes all offer the opportunity for N-Ployees to

broaden their social circles and meet interesting colleagues. Sports teams, arts events, travel groups,

celebratory parties, wellness activities and community service opportunities appeal to the interests and

personal needs of the breadth of N-Ployees.

Entertainment and fun are personal and generational preferences. N-Ployees should be engaged in

generating ideas and organizing these activities at work, along with more experienced employees. A

balance of new ideas with a firm grasp of the culture will generate the kind of entertainment options that

encourage cross-generational participation and provide opportunities to share information and build

broader networks.

The need for innovation: adding value and feeling important

N-Ployees want to add value, make a difference and understand how their work contributes to

organizational success. To that end, aligning day-to-day work with strategic priorities will be of

increasing importance. The opportunity to be involved in proposing and making change is appealing to

this generation and organizations are beginning to experiment with different ways of tapping into

N-Ployees advanced knowledge of media, pop culture, social networking, consumer research andtechnology.

Corus Entertainment is a traditional media company whose primary business units are radio and

specialty television channels. Traditional media is undergoing significant change and Corus knows it

must reinvent itself or risk becoming obsolete along with existing technology. N-Ployees have been

assigned the momentous task of challenging the status quo and brainstorming new directions for both the

companys interactive and traditional businesses. These vibrant young businesspeople are front and center

at future-storming sessions where they present findings of the research they have conducted through

their social networks and on blog Q & As, and summaries of online discussions and publications they

have reviewed. Top young talent also serves on Corus Innovation Council, a group that is commissioned

to review different ideas and innovations submitted by employees, customers and the programming

audience. Who better to assess ideas from the N-Gen audience than N-Geners themselves? N-Ployees

value the opportunity to be engaged in innovative discussions and to have exposure to the companys

senior leaders. The best ideas are given a seed budget and permission to proceed.

Technology and reality TV have combined to provide the Net Generation with the requisite

motivation and tools to identify and develop innovative ideas in collaborative ways. They already

understand competition and hard work and have witnessed the spoils that go to the winnerseither from

having watchedAmerican Idol or Survivor. If organizations would apply the same kind of interactive,

idea-generating relationships they have cultivated with customers and develop similar competitions,


14/28



13

rewards, opportunities for participation, and a shared picture of winning for N-Ployees, the payoff

could be awe inspiring.

What does the Net Generation need to learn?

The Conference Board published Are They Really Ready to Work? in 2006 and concluded that there

are a number of deficiencies in the Net Generations knowledge base, including:

the realities of corporate life: understanding timeliness, courtesy, online communication protocol,

respect for authority, establishing joint expectations and the truth about both the speed and

expectations of the career ladder.

basic academics, especially written communication.

understanding effective performance: asking for desired outcomes, using feedback and dealing with

positive and negative feedback, and developing and maintaining independence and expectations.

building cross-generational relationships.Online multi media training will need to provide customized learning opportunities to bring N-Gen

employees up the learning curve in their early employment days. If this training is effective, the cost of

investing in teaching, mentoring and clarifying the above topics should produce a payoff in increased

productivity and lower turnover. The cost of not investing will be weak intergenerational respect,

frustrated managers and poor performance.

Thanks to permissive Baby Boomer parenting styles, constant media entertainment and the ongoing

presence of technology in their lives, this new generation of young people is certainly high maintenance.

Organizations will be challenged to recruit, onboard and mentor N-Ployees so that their lofty expectations

are tempered by the realities of work life without turning them off or shutting down their youthful

exuberance and unbridled confidence.

N-Gen employees require different leadership

The primary shift in managing the Net Generation is the move away from a generic set of people

management practices to ones that are more user-focused and individually customized. The old

command and control leadership style is increasingly less appropriate, and leaders have discovered that

they have the power to influence rather than dictate. Organizations will also have to change the definition

of a successful leader and reinforce new leadership skills, behaviors and attitudes because the Net

Generation has been taught in different ways than previous generations. This new management reality

requires leaders who interact differently with each employee, and work hard to understand N-Ployees

personal aspirations and preferences, strengths and weaknesses, and informational needs. To lead N-

Geners effectively, managers will need to assume the roles of coach, educator, delegator, knowledge

broker, resource allocator and advocate.

The coach-leader builds N-Ployees understanding of the realities of the work world while

strengthening their capability to intelligently contribute to a breadth of work opportunities. Leaders must

educate N-Ployees on the balance between hierarchy and self-directed efforts, openness and security, and

risk aversion and change. The leader must also coach N-Ployees on business challenges; change

management, understanding the formal and informal power structures; where they can take independentaction and initiative; and where opportunities to create an impact exist.


15/28



14

In a recentHR Magazine article, Kathryn Tyler argues that helicopter parents and technology have

contributed to young peoples heightened dependency.16

Tyler cites a number of examples from experts

who have dealt with this phenomenon:

Ann Reynolds, director of university career services at Texas Christian University in Fort Worth,

says she has received feedback from employers about parents calling to find out why their child

was not hired or offered more money. A few want to be involved in negotiating salary.

Susan Revillar Bramlett, PHR, an HR generalist for a defense research contractor in Fort Wayne,

Indiana, and a millennial herself, overheard a parent yell at the HR person because her daughter

was turned down for a promotion.

as a result, Tyler reports that some companies are reaching out to both parents and applicants

simultaneously and cites Enterprise Rent-A-Car as a company that offers to provide information to

the parents of prospective candidates. She claims that about half of the candidates accept.

Leaders of this generation will need to mentor young workers to develop behaviors including

independence, discretion, realism, patience and professionalism in a manner more akin to a coach than aplatoon leader. In addition, top N-Gen talent will need to ascend the career ladder quickly to replace

retiring boomers. Training and leader role modeling will be critical to meeting these accelerated

development timelines.

Managing in a diffused leadership environment requires a much defter understanding of soft skills

than is the case with command and control hierarchies. These skills will need to be evaluated andrewarded, with training programs established to equip old and new employees with the proper tools. To

equip existing leaders and those being groomed for leadership with the requisite skills to manage and

motivate new recruits, an investment in training programs will be necessary and companies must be

prepared to commit to them.

The following are the preferred leadership characteristics that best respond to the eight N-Gen norms:

Table 2: Traits Most Desired for Leading the N-Gen

Net GenerationNorm Desirable Leader Behavior

Freedom Sets expectations and performance standards clearly.

Provides schedule and location flexibility.

Ensures technological resources that support mobility.

Customization Bases feedback on individual performance and aptitude.

Questions and listens to understand the individual and responds to his/her unique needs.

Provides opportunities that accommodate work preferences and interests.

Recognizes performance in an individualized way.

Scrutiny Creates transparency by explaining how and why decisions are made.

Establishes trust by providing inspirational vision and direction.

Builds open communication with information sharing and routinely meets withN-Ployees to provide opportunities for dialogue.

Integrity Possesses values; articulates, explains and lives up to them.

Acts as a context provider by explaining not only what, but also why.

Behaves consistently by not playing favorites; does not display emotions beyond anacceptable range.

Displays a respect for and values diversity. Provides reward and recognition based onperformance.


16/28



15

Net GenerationNorm Desirable Leader Behavior

Collaboration Team orientedensures that staff has the opportunity to work with different people acrossa range of projects, developmental assignments or work rotation.

Inclusiveinvolves staff fully in all stages of work from decision-making to execution.

Encourages new challengesexposes staff to a variety of work projects, teams andchallenges.

Entertainment Creates positive reinforcement through coaching.

Believes in employees and goes to bat for them.

Promotes fun by celebrating successes; displays a sense of humor.

Speed Increases responsiveness by providing regular and timely feedback.

Behaves interactively and is accessible.

Supports and guides career development in line with employees' development.

Innovation Provides opportunities to challenge the status quo.

Admits to mistakes and is open to suggestions for change.

Do we need a title shift here?

The days of the term leadership being defined as a single attribute or job requirement are over. As the

number of N-Geners in the workforce grows and the next generation of talent management advances,

leadership will increasingly be viewed as an action that any worker or group of workers can take to meet

the needs of specific business situations. Decision-

making will become increasingly decentralized

and deciding what to do and how to do it will

become the responsibility of the average worker,

rather than the sole privilege of executives and

managers. Workers will make the decisions that

are best made by them given their expertise andcloseness to the issues at hand.17

Whole Foods Market Inc. has decentralized

decision-making at its core with a philosophy that

decisions should be made closest to the place

theyll be carried out, should directly involve the

people affected and should leave out people whoarent involved.18 At Whole Foods, all candidates

for hire work a 30-day trial in one of the store

departments. Then the entire department, whose

bonuses depend on group performance, votes on whether to employ the candidate.

Leaders must also be encouraged and rewarded for their efforts to create fun. At EDS in Buffalo, NewYork, leaders who create a fun environment for their employees receive the prestigious Manager of

Mirth Award.

Generational common ground

Although this paper focuses on the eight N-Gen norms that make this generation unique, there are a

number of work life expectations that transcend the generations. In her book,Retiring the Generation

Gap, Jennifer J. Deal researched attitudes across five generations of workersSilents; Early Boomers

Criteria for the Manager of Mirth Aw ard

1. Creates a positive culture: The leaderappreciates, motivates and inspires employees.

2. Knows people as individuals: The leader gives

creative, timely and appropriate recognition.

3. Work is fun: The leader finds ways to makeserious work fun!

4. Together were better: The leader values andfosters creativity and teamwork.

5. Sets the example: The leader has a high senseof self-esteem, is able to take him/her self lightly,and thereby manages stress more effectively.


17/28



16

and Late Boomers; Early Xers and Late Xers. Although the Net Generation was not singled out as a

research group, the theories presented in the book provide interesting food for thought. Deal theorizes that

the generations have similar values, but that they express them differently. Both leaders and the broader

workforce can benefit from emphasizing these similarities while understanding and addressing thedifferences. Some of the identified similarities include:

everyone wants respect, although the generations define respect somewhat differently.

people want leaders who are trustworthy and credible although the generations observe these traits

in different ways.

no one really likes change but younger generations are more accepting of it.

all generations are seeking employment stability and long-term career and work opportunities.

everyone wants a coach for a leader.

Deals research clearly buttresses that of New Paradigm, providing further validation for the Talent

Relationship Management approach set out in this report.

Stage 3: Evolving the RelationshipExtending the Impact andInfluence of the Relationship

In Talent 2.0, Tapscott and Barnard suggested that all organizations would benefit from extending the

relationship with N-Geners after they leave an organization. Companies will want to tap into the extensive

personal and business relationships that N-Geners take with them and the new relationships they

subsequently develop.

Consulting and accounting firms have effective alumni networks, and other types of companies will

soon begin organizing them. The technology is inexpensive and N-Geners are happy to network. The

financial benefits of a well-executed alumni network justify the required investment in resources,communications outreach and technology. In fact, existing social networking sites such as Facebook and

MySpace can be readily leveraged by companies that are unable or unwilling to invest in their own

proprietary tools. And since most N-Geners use Facebook and its equivalents anyway, it makes sense to

use platforms that have already achieved critical mass.

The components of an effective alumni network can include organizational information sharing,opportunities for face-to-face or Web-based interaction, a Web-based career opportunity page, and access

to leaders who will update and request assistance as needed from the alumni network.

The opportunitiesbusiness proposition

A companys relationship with an N-Gen employee shouldnt stop when formal employment ends. One of

the greatest impacts of the evolve phase of the employment relationship may be access to a broadernetwork of employee prospects which can fill a pre-qualified employment pipeline. The extension of the

work relationship beyond its normal boundaries demonstrates how the tremendous social networks of N-

Geners could be tapped to broaden the organizations contacts, not only today but into the future. In some

cases, alumni can be called upon to provide honest and open feedback on new ideas, product

developments and business challenges, long after these employees have formally left the company.

Certainly, there are issues like privacy, proprietary knowledge, disgruntled ex-employees and

feedback accuracy. Screening processes, technological enhancements, group self-monitoring and other


18/28



17

control mechanisms will develop to counter these concerns. The biggest roadblock lies in the cultural and

leadership attitudes that must progress in order to embrace the wealth of information and ideas that have

remained virtually untapped for decades. The financial returns from this source are both calculable and

significant.

LOral has a series of pages on MySpace with different dimensions. Alumni and interested

customers are invited to comment on new advertising campaigns, product innovations, refer friends for

employment opportunities and provide feedback on what they like and dont like about LOral.

Participants are rewarded with products if their feedback and suggestions are adopted. The company

reports that the input is honest, instructive, actionable and timesaving. A LOral Canada recruitingdirector reports that employees that stay connected to the company often seek employment opportunities

at a later date.

The general manager of Unilever Canadas personal care division also endorses the communities of

customers, employees and ex-employees who provide feedback on advertising campaigns, product

extensions and new product ideas. Unilever also extends its exit interview beyond the traditional face-to-

face complaint session for a period of time and encourages online interaction regarding the organizationsdo betters and did wells. This information serves in annual planning for the human resources group

and influences leader development activity.

The Road Ahead: A Roadmap for Change and Measures ofSuccess

This paper was written with the TRM practitioner in mind. Many companies will need to create new staff

positions to assist in building integrated employee-facing programs and leader capability. These positions

should not be filled exclusively by HR practitioners who may have experience building measurement

systems.

The N-Ployee relationship languageinitiate, engage and evolveis derived from the need for TRMpractitioners to describe a new business capability or arrangement of capabilities, that focuses on the

N-Ployee life cycle, not a series of discrete programs.

Net Generation at work: assessment approaches

To determine an evidence-based road to change, a series of assessment tools can be used to define an

analytical approach to directing resources and efforts to make the most business applicable and achievable

change. As with CRM, early wins engender a sense of trust and an expectation that the organization

understands the N-Gen employee and is taking steps to make focused and positive changes to leadership

behavior and/or people practices. The following chart illustrates the type of questions and issues that

transcend current employee engagement questions to get at the heart of the future, relationship-based,

individualized world of work.


19/28



18

Figure 1: Implementing the TRM Model

Initiating the Relationship Selling

Connecting MentoringEngaging the Relationship Coaching Individualizing Recognizing SupportingEvolving the Relationship Connecting

Initiating the Relationship Inviting

Contracting OnboardingEngaging the Relationship Rewarding Developing Promoting Structuring workEvolving the Relationship Networking

Nature of Work Contentand Work Flow

Structures

N-Ployee Aptitudeand Attitude

Requirements

Net Generation TalentRelationship Management

(TRM) Strategy andGuiding Principles

N-Gen EmployeeLeadership Style, Skills

and Behaviors

N-Gen Employee User-Based Practices and

Policies

Gap Analysis and Implementation

Action Planning

Measures of Business andN-Gen Employee Impact

Competitive Landscapefor Business and Talent

Net Generation NormsBusiness Model and

Competitive Advantages


20/28



19

Figure 2: Net Generation Leadership Capability Assessment

The rating scale can be used to assess your organizations activity with 1 indicating an extremely low rating; 3

indicating some activity being present; and 5 indicating that the practice or behavior deserves a high rating.

CurrentState

DesiredState

Urgencyand Abilityto Change

ActionsRequired

GenerationalNorm Consideration 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Freedom Are N-Ployees provided work locationflexibility?

Are N-Ployees provided work timeflexibility?

Do N-Ployees say they have adequatepersonal life and work balance?

Customization Do leaders know what individuals aspire

to?Do leaders recognize and deployindividual strengths?

Do leaders differentiate and recognizestrong performers?

Do leaders differentiate and deal withpoor performers?

Do leaders truly tap into individualpotential?

Does the organization store individualperformance information?

Does the organization make work andpromotion decisions based on individual

performance information?Scrutiny Do leaders explain the context of work?

Does the organization provide a contextand rationale for strategic decisions?

Do employees feel they are adequatelyinvested in?

Do employees feel listened to?

Do employees have access to pertinentbusiness information?

Do leaders encourage challenges to thestatus quo?

Integrity Do N-Ployees feel trusted with information

and increasing job challenges?Do leaders value peoples diversity and arange of personal styles?

Does the organization deliver on its statedemployee value proposition?

Do employees have input into companyvalues?

Do leaders/the company honor theircommitments to employees?


21/28



20

CurrentState

DesiredState


ActionsRequired

Generational

Norm Consideration 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Collaboration Is teamwork or the opportunity for socialinteraction a key element of work?

Are employees empowered to collaborateacross departmental silos to get thingsdone?

Do leaders value diversity of opinions,approaches and ideas?

Do N-Ployees have the opportunity to beconnected to customers or the front-line?

Do N-Ployees have the chance to meetand mingle with senior leaders?

Entertainment Do leaders promote a positive workatmosphere?

Do leaders routinely recognizecontribution in fun ways?

Do leaders take the time to celebrategroup and individual successes?

Speed Do leaders promote access to learning asquickly as possible?

Do leaders and colleagues respond quicklyto questions and requests?

Do leaders and colleagues deliver resultson time?

How challenging does the leader make

the work?Do high-performers have opportunities forpromotion?

Is employee productivity improving?

Innovation Do leaders create opportunities foremployees to contribute to keyorganizational decisions and processes?

Are employees encouraged to offer newideas?

Does the organization have an innovationcouncil or alternate approaches tobrainstorming?

Do leaders encourage lateral, service-oriented thinking?

Do leaders train N-Ployees to becomemore knowledgeable about the context ofwork?

People practices assessment

As well as determining leader capability, it is critical to assess organizational strengths and shortcomings

regarding people practices according to N-Gen norms.


22/28



21

Figure 3: Net Generation People Practices Assessment

CurrentState

DesiredState


ActionsRequired

GenerationalNorm Consideration 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

Freedom Do organizational policies and practicesprovide the leader with discretion onlocation and time flexibility?

Customization Do performance evaluations providedetailed information on individualresults, strengths and aspirations?

Are rewards and recognition programscustomized to meet individualpreferences?

Scrutiny Is information organized and shared ina way that promotes transparency?

Integrity Do performance assessments includepeers, customers and others close tothe N-Ployees work?

Do leaders talk about the issues thatmatter?

Collaboration Do learning programs support betterlistening, probing and understanding ofdifferent perspectives, roles and issues?

Are employees rewarded forcontributing to shared resources andknowledge bases?

Does team performance factor intoindividual compensation?

Entertainment Does the organization support and fundcelebratory events that are user-focused?

Speed Is time wasted completing forms,and/or attending meetings?

Is time wasted waiting for responsesfrom managers or colleagues?

Innovation Are employees rewarded for beinginnovative?

Are employees given time to work onself-directed projects?

Possible Barriers to Adopting a TRM Approach

Technology is the primary impetus behind many of the TRM program options that are currently available.

The new capabilities have radically changed the ability to inform, educate, interact, connect, clarify and

measure. Wired or wireless, at work or away, from almost anywhere around the globe, N-Ployees will

want to plug in, stay connected and work.


23/28



22

Organizations will have to align all resources: HR staff, leaders, technology, people programs and

information in a user-focused approach to addressing the Net Generation norms. Companies will need to

look at their TRM business through the CRM lens of mass customization and one-to-one marketing

in order to address the need of individual focus and customized management practices. Technologicalopportunities to support change will have to be identified as part of the assessment process.

However, significant impediments to adopting a TRM approach do exist. Here are potential barriers

and strategies for overcoming them:

the issue lacks visibility. TRM champions will need to set up high profile N-Gen groups to tackle

design, communication, workplace and consumer challenges thereby deliberately showcasing the

high potential of N-Ployees to senior leaders and demonstrating their technological savvy,

creativity and fresh approaches to old problems.

lack of positive generational PR. There is a need for leaders throughout the organization to

understand the opportunities and challenges posed by the Net Generation. The media has been

critical of it, portraying youth as selfish and self-centeredexemplified by Paris Hilton and

Lindsay Lohan. It is imperative that organizations focus on the potential of N-Geners and

understand how best to accommodate their need for recognition, technology and direction.

lack of Net Generation critical mass to drive an immediate need for change. A strategic HR

exercise would be to map three years, five years, and ten years out at different rates of hiring and

turnover. This process will provide a sense of the impact this generation will soon exertas the

largest cohort in any companyand emphasize the need to develop a strong leadership pipeline to

meet the Baby Boomer retirement crunch.

lack of leader readiness. Organizations have not significantly increased their training budgets for

many years and virtually every major business magazine has reported on the looming leadership

talent crisis ahead. Training budgets will need to increase to prepare leaders to respond

appropriately to generational needsa focus on coaching, performance development and

communications skill is imperative.

A 2x2 matrix can be used to map what practices and behaviors have the largest gap (current to desired

state) and the level of urgency and ability to effect the change required. This grid can assist in building a

structured roadmap for change. The upper right quadrant represents opportunities to close urgent

workplace gaps and to begin to determine the organizations receptivity to change. Gaps mapped into the

upper left quadrant represent significant challenges. These gaps are best explored by a community of

multi-generational champions. These champions can co-create potential responses and plans of action that

build broad support for change and clearly represent all organizational constituencies.

Figure 4: Practices and Behavior Gap and the Abil ity t o Change

Gap: High

Urgency and Abilityto Change: Low

Gap: High

Urgency and Abilityto Change: High

Gap: Low

Urgency and Abilityto Change: Low

Gap: Low

Urgency and Abilityto Change: High


24/28



23

A New Approach to Measurement

The ability to measure user-facing activity is crucial to the successful management of a TRM approach.

Businesses have become quite effective at measuring customer activity and value-add. Therefore, if talentis truly one of the only differentiators of future success, then organizations must begin to measure

N-Ployee activity and engagement with the same rigor.

The main uses for TRM measurement are:

to influence and validate decision-making.

to guide ongoing activities and tactics.

to predict future states.

Companies will implement TRM measurement differently based on their internal decision-making style.

As organizations make decisions about TRM strategies, they will look to N-Ployee measurement to help

influence decision-makers, the decision-making process, and/or to validate ideas about how best to

manage N-Ployee relationships. These measurement decision-making styles will break down intocategories:

the hard ROI approach is one where companies develop an ROI model that seeks to assess the

actual cash benefits to the company. This approach identifies cost savings, productivity

improvements or revenue generation opportunities. Illustrations of TRM ROI measures may

include:

ROI on Web-based investments in career sites relative to reduced overall costs of hiring orreduced turnover costs in the first year.

ROI on the cost of operating an N-Gen innovation think tank relative to increased revenue ordecreased costs associated with implemented ideas.

ROI on the customized reward programs relative to overall compensation cost reductiontargets, savings from increased retention, revenue or earnings per N-Ployee.

competitive assessment measures how other organizations initiate, engage, and evolve N-Ployee

relationships relative to their own performance. An appropriate and productive assignment for an

N-Ployee would be to conduct a comparative assessment of a competitors Web presence.

employee engagement scores can be reported by demographic and compared to other companies by

external survey firms or an organization can aspire to be on one of the many Best Places to Work

lists.

instinct and experience summaries by N-Ployees about their own work life and also by leaders

regarding N-Ployees are subjective and individualized assessments of engagement and satisfaction.

These can be aggregated to measure the quality of work relationships and experiences.

Many companies adopt more than one style of measurement. The use of broader strategic measurementapproaches such as the Net Generation Leader Capability Assessment, and the Net Generation People

Program Assessment tools provide for a rigorous and comprehensive approach.

Conclusion

When applied to the world of work, the Net Generation normsspeed, innovation, collaboration,

freedom, and fun amongst othersprovide a manifesto for change that will revolutionize the workplace


25/28



24

of tomorrow and provide competitive advantage to companies that embrace these norms today. TRM,

which is the application of the N-Gen norms to people practices, is about creating new opportunities,

enhancing competitiveness, reducing costs, and increasing profits and success. N-Ployees are proposing

and pushing a new way of doing business and experiencing workbeing better connected and informed;asking for clear direction and deliverables; and seeking increasingly difficult work assignments. What is

your organization doing to tap into this talented generations unlimited potential?

JANET HARDY is a senior advisor to New Paradigm. Recognized as an expert in the interfacebetween performance management and compensation programs, she creates solutions for clients looking

to lead their workforce to higher levels of contribution, innovation and development. Her experience

and straight-forward communication style have helped clients such as RBC, Tim Hortons, and Ontario

Ministry of Health to redesign and implement compensation and performance management programs

that deliver results, grow talent and build commitment. Janet also works with boards to improve the

integrity and value proposition of their executive compensation programs and facilitates the Board-CEO

performance evaluation interface. Janet has degrees from Queens, Dalhousie and Royal Roads

University, as well as the Ivey School of Business. She is on faculty at the University of Toronto and

teaches a graduate course entitled Creating High Performance Reward Systems.

BILL GILLIES is an independent communications consultant and writer-editor associated with NewParadigm, with senior-level experience in both the private and public sectors. He is the co-author of the

Net Generation Norms research paper. Past deliverables have ranged from comprehensive

communications strategies to editorial content such as speeches, op-ed pieces, white papers, and Web

site/blog content.


26/28



25

Endnotes1 Stephanie Armour, This is job recruiting? USA Today, March 26, 2007.

2 U.S. Department of Labor, www.dol.gov.3 Nancy R. Lockwood, The Aging Workforce,HR Magazine, December 2003.4

Stephanie Armour, This is job recruiting? USA Today, March 26, 2007.5

Don Tapscott and Robert Barnard, Talent 2.0 The Net Generation and the World of Work, New Paradigm,

October 2006.6http://blogs.msdn.com/jobsblog

7 Verizon News Release, Participating in Virtual Job Fair Can Lead to Real Career Opportunities at Verizon, May

15, 2007, http://newscenter.verizon.com/press-releases/verizon/2007/participating-in-virtual-job.html.8

New Paradigm Study of the N-Gen, n=1,750, 1320 year olds in the U.S. and Canada, 2006 and 2007.9 D-Code/Brainstorm Communications, From Learning to Work, 2004: Campus Recruiting in Canada.10

Brendan Peat and Bruce A. Stewart, The Wiki Workplace, New Paradigm Big Idea paper, 2007.11 The American Workplace, Employment Policy Foundation, 2003.12

New Paradigm Study of the N-Gen, n=1,750, 1320 year olds in the U.S. and Canada, 2006 and 2007.13 Matt Keating, Phone Home, The Guardian, October 15, 2005.14 New Paradigm Study of the N-Gen, n=1,750, 1320 year olds in the U.S. and Canada, 2006 and 2007.15 Ibid.16 Kathryn Tyler, The Tethered Generation,HR Magazine, May 2007.17 Elissa Tucker, Tina Kao, and Nidhi Verma, Next-Generation Talent Management: Insights on How Workforce

Trends Are Changing the Face of Talent Management,Hewitt Associates, 2005.18 Charles Fishman, The Anarchists Cookbook, Fast Company, July 2004.


27/28

2007 New Paradigm Learning Corporation. Reproduction by any means or disclosure to parties who are not employees of NetGeneration: Strategic Investigation member organizations or wholly-owned subsidiaries is prohibited.

This report is an analysis of a Big Idea, presented as part of New Paradigm's Net Generation: Strategic Investigation Program.The program, sponsored by leading companies such as yours, is investigating the impact of the Net Generation in the marketplaceand the workplace.

The Net Generation: Strategic Investigation research program membership includes unlimited free access to asecure web site where the research team project plans and research publications are posted for member reviewand feedback. Please visit www.newparadigm.com for information. For more information, please contact

Joan Bigham at [email protected] or (860) 536-6693.

Don Tapscott: Chief ExecutiveJoan Bigham: Executive Vice President, Strategy and Business DevelopmentMike Dover: Vice President, Syndicated ResearchAnthony Williams: Vice President and Executive EditorJohn Geraci: Program Manager, Net Gen Global Investigation

To an N-Gener, choice is like oxygen. With the proliferation of media, sales channels, product types, and brands,N-Geners leverage technology to cut through the clutter and find the products that fit their needs. They expect tochoose where and when they work; to be able to use technology to escape traditional office space and hours; and tointegrate their home and social lives with their work lives.

N-Geners have grown up using media they can customize. With their own blogs and Web sites, personalized cellphones, TiVo, Slingbox, and podcasts, they get the media and information they want, when and where they want it,and alter it to fit their unique needs and desires. They want to be able to customize their workplacedoing thingslike helping improve work processes and having input into their own job descriptions.

They are the new scrutinizers. Older generations marvel at the consumer research available on the Internet:N-Geners expect it, and as they grow older, their online engagement increases. N-Geners know that their marketpower allows them to demand more of companies. As employees they demand trusting and transparent relationshipswith the companies they work for.

When deciding what to buy and where to work, they look for corporate integrity and openness. Whether they areexposing a flawed viral marketing campaign or researching a future employer, N-Geners make sure a company'svalues align with their own.

Unlike their TV generation parents, N-Geners interact with media and with others through media. They collaborateonline in chat groups, play multi-user video games, use email and share files for school, work, or just for fun. Theyinfluence each other through "N-Fluence Networks," where among other things, they discuss brands, companies,products and services. Marketers must recognize that there is more to the consumer relationship than brand recognition.Having grown up being authorities on something important, they have a different view of authority in the workplace.

N-Geners want their work, education, and social life to be fun and entertaining. They bring a playful attitude to workthey know that there's always more than one way to achieve a goal, just like in the latest video game. They seek

entertaining experiences in products and services. Workplaces must be funas work, learning, collaboration andentertainment are for the first time inseparable.

N-Geners need speedand not just in video games. In a world where information flows rapidly among vast networksof people, communication with friends, colleagues, and bosses takes place faster than ever. Marketers and employersshould realize that N-Geners expect the same quick communication in returnevery instant message should drawan instant response. N-Geners are speeding up the metabolism of businessfor the good.

For N-Geners, digital tools have encouraged and facilitated innovation in all aspects of their lives. Marketers reachthem in increasingly creative ways, while N-Gen business

attracting and engaging the n-gen employee

Documents