hr in the millenial generation
TRANSCRIPT
HR in a Box Making success stories in people management www.buildhr.co.in
MANAGING or SHOULD WE SAY UNDERSTANDING THE MILLENIAL GENERATION
HR in a Box Making success stories in people management www.buildhr.co.in
Parameter Baby Boomers Gen X Gen Y
What are they (born between 1946 and 1964)CEOs.
(born between 1965 and 1980) management teams and senior professionals.
(born between 1981 and 1995) while youngsters.
Achieving Results
Communication Style
Authority Enjoy Power and Authority that goes with their job.
Independent-thinkers who dislike authority
Dislike formal chain of command ,preferring to work in teams
Business Meetings
Patronize top-down approach dislike traditional meetings where authority flow is top-to-down
dislike traditional meetings where authority flow is top-to-down
Rewards Display status and loyalty to their employer
Free thinkers who thrive on recognition amongst their peer group
Enjoys jobs that offer them enhanced responsibility and mental stimulation.
Personal Time
REDEFINING THE WAY PEOPLE ARE LOOKED AT
• Recognition of Human capital and talent
• From looking for employees to fill positions to
using strategic human resourcing to improve
business value
• Managing, measuring and retaining talent
• Demands of new generation – best work spaces,
modern hiring systems, better engagement,
frequent communication and learning and
development opportunities
• HR role change – support to advisory
New focus areas of HR• Talent sourcing, Acquisition and Retention
• Employee Systems of Engagement
• Performance & Productivity Analytics
• Learning Management
• Training Administration
• Succession Planning
The shift towards attracting, managing,measuring, and retaining talent is discernible.These are not new phrases for old work butthe reality is this is the new way of looking atwhat HR is.
Recruiting technologies for millennials• From paper-resume screening-interview-selection to online recruiting and applicant tracking
• Social recruiting – solution for building an effective workforce. Example:
• Digital recruitment process
• Building customized talent networks to improve employment branding and increase job visibility
• Global talent matching
• Gamification to improve candidateexperience.
Example: “My Marriot Hotel” simulation
game
• Talent Board’s Candidate ‘ExperienceAwards’
Assessments• Data-driven assessments => Better quality hiring
• Use of assessments beyond recruitment
• From multiple choice format to simulatedenvironments and performance based testing.
Eg. Aquent’s real time coding challenges for
candidates
• Web proctored tests to prevent cheating
Mobile Domination
• BYOD (Bring Your Own Device) policies to integrate employee needs with corporate tools for professional success
• Need for specially built mobile applications for employee convenience and reducing organizational costs
• Effect on employee’s productivity and security
Recruitment cycle on mobile
1) HR posts job on social network
2) Candidate applies for job through mobile
3) Business emails candidate about short Listing
4) Candidate takes initial skills assessment
5) Emails resume
6) Employer schedules video interview
7) Candidate is offered job over email
Performance Management• Annual performance evaluation and appraisal no longer cut ice,
employees expect opportunity for learning, mentoring, recognition,development, 360 degree review and continuous feedback.
• The annual performance nourishes short term performance, annihilateslong term planning, builds fear, demolishes team work, nourishes rivalryand politics.
• New performance management tool allows regular assessment,transparency in goal setting, and over all conversation aboutperformance rather than a zero sum dispute about appraisal andcompensation.
• Example: Adobe’s employees or managers could request a check-in every 3 months (feedback provided by a group of employees on a particular employee’s performance before the appraisal meeting)
E-learning
• Learning on user’s computer and mobile screens
• Employees take courses on Youtube or internal resource libraries as per their convenience
• Simulated training techniques result in
higher engagement with lessons
and improve information durability
• This Gaming APP kindles the imagination of people to create their own ideas and expressing them through interesting comic stories
• Makes education and learning fun and adventurous – Thus many universities and schools in Canada, Australia have loaded this APP in the laptops / ipadsof students for usage in their curriculum
Inspired Learning through Gaming -Comics Head
Massive Online Open Courses (MOOCs)
• Combine the best of subject-specific knowledge with assessments, evaluation and certification
• Employees upgrade their
Knowledge and skills and
Become more relevant to
The business
• Employers benefit from a
Skilled workforce and company
Is seen as concerned about
Employee development
• Invokes creativity in a person – the ability to construct a beautiful town; Plan the roadways, waterways, railways, factories, community buildings, farms and fields
• This game brings out the talent in young minds in • Designing layouts• Planning the town & locations of various things• Farming capabilities• Procurement Planning• Inventory planning• Inventory control – reduce non moving items• Customer service• Selling and money making techniques• Value Adding Investments• Some Concepts like Just In Time (JIT) one piece flow;
The whole game is on Kaizen – continual improvements.
Management learning through APP games Township
Tin Can APIs• Tracking learning plans and goals, games, video and audio content and e-learning
on mobile apps
• Changing how learning merges with performance data
Transcending Descriptive Analytics• Assessment science, e-learning and performance management create data
subsets for business
• Descriptive data – no: of job applicants to specific jobs, distribution of hires through various portals etc.
• .Through statistical tools, predictive
Analytics recommends courses of action
By showing outcome of each decision
• Example – In the 2011 movie Money Ball,
The GM of baseball team Oakland A uses
Predictive analytics to identify less popular
Players and create a more balanced team.
How does Big Data and Talent Analytics apply to HR
• Sourcing Candidates – where to place online recruitment marketing for optimal performance and cost
• Hiring – predicting future performance of
candidates
• Engagement and Retention-
Predicting churn (attrition)
Integration with other systems• Transformation of HR from an independent unit to collaboration and
incorporation with other professions to bring a balanced perspective on human behaviour
• Need to think past individual HR function to integrate systems as all-inclusive platforms for both the organization and the employee
• Rising adoption of SaaS (Software as a Service)
Model in HR technology to upgrade or transition
systems
HR in a Box Making success stories in people management www.buildhr.co.in
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