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Supporting Sustainable Engagement

from the Millenial GenerationThe impact of Generation X,Y,Z and Human Resources Systems

It was ever thus..

“Our youth now love luxury.

They have bad manners, contempt for authority;

they show disrespect for their elders and love

chatter in place of exercise;

they no longer rise when elders enter the room;

they contradict their parents, chatter before

company;

gobble up their food and tyrannize their teachers.”

Socrates

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Baby

Boomers

Generation

X

Generation

Y

Generation

Z?

The ‘Silent

Majority’

Different Generations – at different times

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

600,000

650,000

700,000

750,000

800,000

850,000

900,000

950,000

1,000,000

1,050,000

1940 1950 1960 1970 1980 1990 2000 2010

UK Live Births USA Live Births USA Live

Births

UK Live

Births

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Work Ethic

and Values

Leadership

Style

Interactive

Style

Comms

Feedback

and

Rewards

Messages

that

motivate

Based on: Greg Hammil, Mixing and Managing four generations of Employees,

http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

Different Generations

Veterans

(~1920-1950)

Hard Work

Respect Authority

Sacrifice

Duty before Fun

Directive

Command & Control

Individual

Formal Memo

No news is good

news

Your experience is

respective

Baby Boomer

(~1950-1965)

Workaholics

Work Efficiently

Crusading Causes

Personal Fulfilment

Consensual

Collegial

Team

In Person

Money

Title

You are valued

You are Needed

Gen X

(1965-1980)

Eliminate the Task

Self-Reliance

Structure

Sceptical

Non-Hierarchical

Always Challenge

Entrepreneur

Direct

immediate

Freedom

Do it your way

Gen Y

(~1980-2000)

Multi-task

Tolerant

‘Instant’

Unknown

Participative

E-mail

Social Media

Instant reward

Meaningful work

You’re working

with bright

creative people

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How can Generation Y connect with our businesses?

Always Connected

Instant & Social

Portfolio Careers

Educated and

Learning

Seeks Variety

Contribute & Valued

But : Where’s the jobs. Jaded . Too Confident? Won’t do the boring stuff

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“I want the same immediate service

in HR that I get from my online apps”

“I want my roster when I need it”

“I want to be involved – I want to

know where I fit”

“I want to craft my career – what are

my opportunities”

“I want to work for a bigger cause”

“I want to learn – and to sell myself”

“I want to know how I am doing”

“I want to be important to you”

So what are you going to do about it?

Retail Example

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What impact does this have on HR?

1. Recruiting to Hiring

2. On-boarding

3. Learning and Dev.

4. Rewards, Comp. &

Ben.

5. Talent Managem

ent

6. Role / Life

Changes

7. Leaving

HR

Systems

Do you have the right strategies for each

generation?

Are you using the right HR levers & tools for

each generation?

Do the systems support you in that engagement

and flexibility?

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• Online - HR Systems Always

Available

• Personalised – employees get

relevant information

• Multi device

• Collaborative

• Navigate through networks

What could this look like?

Core HR + Cloud Components or Total Cloud Solution

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• Link to the organisation

objectives

• Immediate feedback –

developing a portfolio of

recommendations

• “Like” as an element of

reward

• Control your company

profile – develop your

presence

What could this look like?

Engagement

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• Managers have accurate,

relevant information

delivered to them

• HR Professionals have the

right tools for the job

• Less time spent on

administrative tasks and

report collation – more time

to use key skills

What could this look like?

HR Professionals and Managers

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Impact of Higher Employee Engagement

+19%

Operating Income

+28%

Earnings per share

Source: Towers Watson’s 2007–08 Global Workforce study,

Better Mental &

Physical Health

x2.5

Revenue Growth(compared to lowest

Quartile)

Source: Hay Group (Werhane and

Royal 2009)

Lower Absence

Rates

Lower intent to

leave company

Sources: Schaufeli and Salanova 2007

Schaufeli and Bakker 2004,

Schaufeli et al 2008, 2009a,

Higher Company

CommitmentEmployee

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References and other Information Sources

• CIPD & Penna: Four Generations at Work, 2008

• http://www.cipd.co.uk/hr-resources/survey-reports/how-four-generations-work.aspx

• Greg Hammil, Mixing and Managing four generations of Employees, http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

• Karp, Hank; Fuller, Connie; Sirias, Danilo. Bridging the Boomer Xer Gap: Creating Authentic Teams for High Performance at Work. Palo Alto, Calif.: Davies-Black Publishing, 2002.

• Kersten, Denise. “Today’s Generations Face New Communications Gap,” USA Today, November 15, 2002.

• Lancaster, Lynne C.; Stillman, David. When Generations Collide: Who They Are, Why They Clash, How to Solve the Generational Puzzle at Work. HarperCollins Publishers Inc., 2002.

• Sago, Brad. “Uncommon Threads: Mending the Generation Gap at Work,” Executive Update, July 2000.

• Walston, Sandra Ford. Distinguishing Communication Approaches Across Generations, 1999 (online publication), http://www.walstoncourage.com/pages/articles/generation.htm.

• Zemke, Ron; Raines, Claire; Filipczak, Bob. Generations at Work: Managing the Clash of Veterans, Boomers, Xers, and Nexters in Your Workplace. New York, N.Y.: American Management Association, 2000.

• Ernst & Young, EY study on generational shifts in the US workplace http://www.ey.com/US/en/Issues/Talent-management/Talent-Survey-The-generational-management-shift

• Josh Bersin, http://www.forbes.com/sites/joshbersin/2013/09/12/millenials-will-soon-rule-the-world-but-how-will-they-lead/ (Deloitte Survey in India)