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The Centre for Executive Education (CEE) is the Executive Development Division of The International Professional Managers Association (IPMA).
IPMA is a global ‘not-for-profit’ (NPO) members organisation improving managerial performance and effectiveness in all areas of business, industry and public administratio
CEE’s mission is to assist client organisation to secure a leading position in their respective market place and developing a sustainable competitive advantage through developing their key asset, intellectual capital of the people.
CEE is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance
Corporate Learning Solutions (CLS) is an Approved Training Provider of IPMA and CEE Affiliate Partner in Malaysia. CLS focuses on sourcing the best Malaysian and global trainers, consultants and speakers to support companies and institutions to stay at the cutting edge of knowledge and execution.
CEO, The Centre for Executive Education Strategic Advisor, IPMA Asia Pacific Managing Director & C-Suite Coach with EDA Asia Pacific Co-Chair of the Human Capital Committee of the American Chamber of
Commerce in Singapore (AmCham Singapore). Member of Frontier Strategy Group’s Expert Advisory Network (EAN) for
Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations.
Over 25 years’ international business management in executive coaching, facilitation, leadership development and training
Adjunct Professor of Strategy at Paris Graduate School of Management teaching international business strategies, leadership development and human resource courses
Previously assumed senior leadership roles with global management & HR consulting firms: DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corp
Workshop ObjectivesThis Masterclass will provide you with a foundation of knowledge that will enable you to: Better Understand the factors and historical period
experiences that shape each generation Develop more effective communication and influencing
strategies for each generation of employees Enhance their understanding of the workforce realities
created by five generations in the workplace, including the potential points of conflict between each generation
Learn the best practices required to lead and engage the multigenerational employees towards increasing productivity and achieve business outcomes
Group Exercise1) _____ % of your employees that are good responsible
people?2) _____ % of their brain power that is used at work?3) _____ % of their human potential that is used at work?4) _____ % of your time that is spent assisting top
performers?5) _____ Average number of hours of non-productive time
per day for each employee, (not including scheduled breaks).6) If an employee saw another staff person being called into the
boss’ office, what would they assume is going on?7) If an employee saw another staff person being called into the
en●gage●ment (in gājd/ měnt)“an individual’s heightened emotional and intellectual connection and focused energy, evident to others in the display of personal initiative, additional discretionary effort to his or her work as well as effort and persistence directed toward achieving the organizational goals.”
Source: The Chartered Institute of Personnel and Development (CIPD) Report on “Creating an engaged workforce” hhttp://www.cipd.co.uk/hr-resources/factsheets/employee-engagement.aspx
1. Employers want employees who will do their best work or ‘go the extra mile’. Employees want jobs that are worthwhile and that inspire them. More and more organisations are looking for a win-win solution that meets their needs and those of their employees. What they increasingly say they are looking for is an engaged workforce.
2. So what is employee engagement? It can be seen as a combination of commitment to the organisation and its values and a willingness to help out colleagues (organisational citizenship). It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract.
30% 55% 15%Engaged Not Engaged Actively Disengaged
These employees are loyal and psychologically committed to the organization. They are more productive and more likely to stay with their company for at least a year.
These employees may be productive, but they are not psychologically connected to their company. They are more likely to miss workdays and more likely to leave.
These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing this unhappiness with their colleagues.
Source: Getting Personal in the Workplace, Are negative relationships squelching productivity in your company? by Steve Crabtree, Gallup Management Journal Article, June 2004
Lessons Learnt on Employee Engagement6) Engaged employees share a common set of attitudes and
beliefs which, taken together, reflect a vital aspect of organizational health
7) Increasing your level of employee engagement will ensure the long-term success of your business.
8) Employees must know specifically what they can do on their individual jobs each and every day to truly make a measurable difference in bottom line results
9) Employee engagement has dropped significantly in the recent years due to the economic downturn, resulting layoffs, and other cost-cutting measures.
10) Strong leadership “engages employees” in tough economic situations and pulls the firm through faster
Multi-Generational Workplace: Danger or Opportunity?
Our multigenerational work environment can be a source of positive challenge, opportunity and significant growth if managed effectively and leveraged to meet the business goals of our
Shifting Demographics By 2017, workers in the US, Canada, France, Germany, Japan,
Singapore., Italy and the U.K. aged 50 and over will make up more than 40% of the workforce (AARP Profit from Experience, 2007) and will be poised to retire in large numbers within the next ten years.
Gen X represents a much smaller pool of available workers and will not be able to fill the positions left vacant by retirements (Institute for the Future, 2003).
In light of this predicted labor and skills shortage, it is imperative for forward-thinking companies to focus on retaining older workers and increasing their ability to recruit and engage younger workers.
Traditionalists Baby Boomers Gen X Gen YCareer Goals
Legacy Stellar Career Portable Career Parallel Careers
Rewards Satisfaction of a Job Well Done
Money, Title, Recognition, Corner Office
Freedom Is The Ultimate Reward
Work That Has Meaning
Work-Life Balance
Support in shifting the balance
Help me balance everyone else and find meaning in myself
Give me balance NOW! Not when I’m 65
Work isn’t everything. Flexibility to balance my other activities
Job Changing
Carries a stigma
Puts you behind Is Necessary Is Expected
Training I learned the hard way, you can too!
Train them too much and they’ll leave
The more they learn, the more they’ll stay
Continuous learning is a way of life
Source: Lynne C. Lancaster and David Stallman ‘When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work’, 2002.
Source: Sattar Bawany, “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013: http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore
Multigenerational Work PerspectivesGeneration Years Born Work Perspectives
Traditionalists 1922 - 1945 “Company loyalty” - Believed they'd work for the samecompany their entire career.
Boomers 1946 - 1964 “Live to work” - Believe in putting in face time at theoffice. Women enter the workforce in large numbers.
Gen Xers 1965 - 1980 “Work to live” - Believe that work should not define theirlives. Dual-earner couples become the norm.
Gen Yers (Millennials) 1981 - 1994 “Work my way” - Devoted to their own careers, not totheir companies. Desire meaningful work.
Gen Zers (Linksters) 1995 to present “Living and Working their way” - Their struggles in thework environment are tied to their youth andinexperience. Desire for change, stimulation, learningand promotion that will conflict with traditionalorganisational hierarchies.
Changing Demographics Increasing numbers of Gen Y entering the workforce. Baby Boomers & Traditionalists are continuing to work for longer
tenures or are Re-engaged into the workforce. Alliance for Fair Employment Practices (TAFEP), 2010:
Gen X and Gen Y make up 60% of the Singapore workforce. Means that 40% of the Singapore workforce is over 45 years of
age. Multi-generational teams improve organizational
effectiveness and performance.Adapted from: TAFEP’s Report on ‘Harnessing the Potential of Singapore’s Multi-generational Workforce’, 2010http://www.fairemployment.sg/assets/files/Publications/Publication%20-%20Harnessing%20the%20Potential% 20of%20Singapore's%20Multi-Generational%20Workforce.pdf
How Does the Multi-Generational Workforce Impact Employers?HR professionals can play a strategic role by partnering with their Business Leaders in meeting the needs of their employees.
Are there specific business units that have a higher percentage of baby boomers set to retire in the next 10 years?
What are some possible flexible work options that will simultaneously attract all generations while encouraging Traditionalists and Boomers to remain employed and play key roles in knowledge transfer, leadership development, and mentoring of younger workers?
How can Human Resources professionals coach managers to maximize the performance of each generation?
What specific tactics are HR professionals using to attract the ‘best and brightest’ of the Gen Y employees that might differ from strategies used for other generations?
The Linkster Generation (those born after 1995) is the onejust entering the workforce now. Like any other generation,it brings its own mindset into the workforce.
Linksters primarily work part-time while attending school. They are called Linksters because no other generation has
ever been so linked to each other and to the world throughtechnology. Their struggles in the work environment aretied to their youth and inexperience.
They are complete digital natives and cannot functionwithout communicating through social media.
Desire for change, stimulation, learning and promotion thatwill conflict with traditional organisational hierarchies.
Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.
Get them into a routine that they can master. Generation Z will be unlike Baby Boomers, who are often
loyal to a firm. They don’t expect jobs for life and will moveonto the next job, similar to Generation Y.
Managers of Generation Z employees will have to beprepared to give regular feedback that tells them they aremaking a difference to the organisation
Development and work/life balance are more important thanfinancial reward, with both Gen Y & Z being committed totheir own personal learning and development.
Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012http://www.i-l-m.com/edge/managing_generation_Z.aspx
How great leaders inspire action - Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question "Why?”.
Why should your Talent remain with your Organisation and as your Follower?
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“If you hire people just because they can do a job, they’ll work for your money. But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.” - Simon Sinek
Customer Loyalty• Customer Satisfaction• Service Value/
Relationship
Bawany, S. (2011) “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0
Multi-Generational Conflict: Striving for Collaboration Nearly 60 percent of HR managers at large companies
say they have observed office conflicts that flow from generational differences, according to the Society for Human Resource Management. Tensions typically stem from perceptions of loyalty and respect.
“Even though the generations are different, it does not necessarily mean they hold divisive values and attitudes that will affect their ability to work well together” (Giancola, 2006). Organizations are reaping the benefits of the diversity provided by workers of different generations collaborating effectively and learning from one another.
Findings according to a study, commissioned by the Tripartite Alliance for Fair Employment Practices (TAFEP):
Employees aged 30 and above, particularly the older ones, have the most difficulty working with colleagues belonging to Gen Y – those aged 29 and below.
Conversely, Gen Y employees have fewer difficulties working with older colleagues
Organisations should be sensitive towards (inter-generational issues) as the workforce becomes increasingly diverse
1. Look at the generational factor2. Air different generations' perceptions 3. Find a generationally appropriate fix4. Find commonality and complements5. Learn from each other
Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/
Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups.
“The diversity of… generations provides a unique opportunity for knowledge sharing. But because employees in the various age groups may not naturally interact with each other on a daily basis, you may need to make a concerted effort to facilitate collaboration.”
“Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of emotional intelligence
In the space provided next to each of the statements, please write in the number that best describes your agreement with the item, using the scale immediately below.
1 = Disagree Very Much 4 = Agree Slightly 2 = Disagree Moderately 5 = Agree Moderately3 = Disagree Slightly 6 = Agree Very Much
and those of others, for motivating ourselves, for
managing emotions well in ourselves and in our
relationships.”
Emotional Intelligence Quotient (EQ)
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ.
Scenario 1. You are a Gen Y employee in a meeting when a Baby-Boomer colleague takes credit for work that you have done. What do you do?
A. Immediately and publicly confront the colleague over the ownership of your work.
B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in public.
D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.
Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics
Answer for Scenario 1 - The credit stealing colleague:The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive.
A. 0 Points – Immediately and publicly confront the colleague over theownership of your work.
B. 5 Points – After the meeting, take the colleague aside and tell her thatyou would appreciate in the future that she credits you when speakingabout your work.
C. 0 Points – Nothing, it's not a good idea to embarrass colleagues inpublic.
D. 10 Points – After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.
Scenario 2: You are a Gen X Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear a Gen Y employee telling both sexist and racist jokes. What do you do?
A. Ignore it – the best way to deal with these things is not to react.
B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.
C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.
D. Suggest to the person telling the joke he go through a diversity training program.
The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.
A. 0 Points – Ignore it - the best way to deal with these things is not toreact.
B. 5 Points – Call the person into your office and explain that theirbehavior is inappropriate and is grounds for disciplinary action ifrepeated.
C. 10 Points – Speak up on the spot, saying that such jokes areinappropriate and will not be tolerated in your organization.
D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.
Scenario 3. You are a Gen Y Manager and have recently been assigned a Baby Boomer in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do?
A. Accept that he "does not have what it take to succeed around here"and find others in your team to take on his tasks.
B. Get an HR manager to talk to him about where he sees his future inthe organization.
C. Purposely give him lots of complex decisions to make so that he willbecome more confident in the role.
D. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.
The most emotionally intelligent answer is D. Managing multigenerational employees requires high levels of emotional intelligence, particularly if you are going to be successful in maximizing the performance of your team. Often, this means that you need to tailor your approach to meets the specific generational needs of the individual, and provide them with support to help them grow in confidence.
A. 0 Points – Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his tasks
B. 5 Points – Get an HR manager to talk to him about where he sees his future in the organization
C. 0 Points – Purposely give him lots of complex decisions to make so that he will become more confident in the role
D. 10 Points – Engineer an ongoing series of challenging but manageable experiences for him, and make yourself his mentor (reverse mentoring)
Answer for Scenario 3 - The indecisive Baby Boomer Employee:
Communicate is key to inspire Commitment “Opportunities for Career Advancement” and “Good
Relationships” are key factors that motivate Gen Y-ers to remain in organisations.
• Engage Gen Y through Coaching and develop Coaching competency of managers to be comfortable and confident in having conversations surrounding professional development plans.
• Encourage constant feedback and show recognition for Y-er’s work contribution
• Team Work ‘Y’ & Linksters (Gen Z) Style: Encourage staff gatherings, social events and ‘mixers’ with workmates
35 hr work weekNo monitoring of sick daysSubsidized day careOn-Site medical care (& other onsite amenities…)
Talent is AgelessRetaining trained, experienced mature workers leads to increase retention rates among older workersOlder Employees increased from 7% (1990s) to 17% (2007)
Passion Never RetiresMedical & dental benefits for part time employees working 10+ hours/week
• Each generation brings to the table different approaches to- Work, Interaction, and how they view business strategies
• The end result is a greater diversity and variety of opinions,creativity and talent
• When managed effectively, a multigenerational team canadd tremendous value to your organization
• However, as employees in the various age groups may notnaturally interact with each other, leaders may need toadopt different leadership styles and make a concertedeffort to facilitate collaboration and reduce bias