Dr mary e. collins gradireland presentation

Dr. Mary E Collins – RCSI Institute of Leadership

October 30 2014

Changing Landscape of the Workplace……

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War for Talent is back…..

Changing Psychological Contract

“the perception of mutual obligations and expectations

to each other held by the two parties in an employment

relationship” (Herriot & Manning, 1997).

Transactional Relational

The Deloitte Approach 3

The Deloitte Approach 4

Job Hopping Is the 'New Normal' for Millennials!

Expected to move 15 to 20 times in their careers

(Future Workplace: Multiple Generations at Work Survey)

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Employee Engagement Focus

Kahn (1990) believed that the level of engagement was determined by

each employee’s answer to three questions:

How meaningful is it for me to bring myself to this work?

How safe is it for me to do so?

How available am I to do so?

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Current Engagement Levels ( Gallup 2014)

% Engaged - ? % Disengaged - ? % Actively Disengaged- ?

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Disengagement – what price?

The most engaged employees are 87% less likely to leave their

organisation

Engaged employees are on average 20% more productive

Price of Presenteeism is estimated to be 8 to12 times the cost of

absenteeism

Corporate Leadership Council (UK 2012)

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Mind The Gap

Workplace Generational Cohorts:

Individuals who share common events

and experiences when they are born

within the same historical period and

the same socio-cultural context…. an

inborn way of experiencing life and

the world…’

Ng et al (2012)

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Baby Boomers – 1945 - 1961

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Baby Boomers – 1945 - 1961

Largest generation in history - 35% of

workforce

Influences: post-war optimism and large

families - children seen but not heard

Values: hard work, loyalty, rewards

Status and job titles matter

Time-served – promotion by tenure

Currently comprise 87% of all CEOs

and senior management

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Generation X – 1962-1979

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Generation X – 1962-1977

Influences: Powerful leadership, ‘Yuppies’

‘loadsamoney’,

Values: confident and independent,

materialistic,

Long hours culture

High achievers

Cynical

Digital Immigrants

Q uickTim e™ and a decom pr essor

ar e needed t o see t his pict ur e.

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Generation Y - defining moments

Martin (2005) defines ‘Generation Y’ as employees born between 1978 and 1998.

She describes them as ‘independent, entrepreneurial thinkers, who relish

responsibility, thrive on challenge, love freedom and hate micromanagement’.

9/11 attacks

Emerging economies

Globalisation

Social responsibility

Digital natives

Global warming

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Millennials will comprise 75% of the global workforce by 2025

They want to work for organisations that:

foster innovative thinking

develop their skills

nuture leadership skills

make a positive contribution to society.

‘Big Demands and High Expectations’

Deloitte Millenial Report 2014

What do Young Professionals Want?

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Harvard Study 2013 – 15,000 Millennials

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Engagement Drivers

Values & Vision

Opportunity & Challenge

Timely, Honest Communication

Attentive Management

Interest in Personal Career Path

Meaning & Purpose

Terms and Conditions

Energy Management

MOTIVATE : A Framework for Engaging Professional Service Generation Y Employees

© Mary E Collins 2010

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Mind the Generational Gap…..

Source: Lynne C. Lancaster and David Stillman. When Generations Collide:

Who They Are. Why They Clash. How To Solve the Generational Puzzle at Work (HarperBusiness, 2002)

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Best practice for managing an intergenerational workforce:

1. Become educated about generational issues. Understand all of the generations in your workforce.

Acquaint yourself with the issues that each generation faces, both at work and at home.

2. Avoid age stereotypes. Don’t judge people or pigeonhole them because of their age; some 65-year-

olds are technology experts and some 25-year-olds have much to teach their older colleagues.

3. Manage to the unique strengths and needs of each generation. Consider each person’s situation and

offer support around that. Gen Xers, for example, may represent a large percentage of your managers, but

they are also likely to be raising young children, which may affect how flexible they can be with their time

and location.

4. Support learning and career development across all age groups. Promote learning and development

by “jumping the generations” to ensure that mentors and mentees are not in direct competition. This

encourages “bi-directional” coaching, which is a good way to help employees build positive working

relationships with each other.

5. Build a strong multigenerational work group. Be inclusive of perspectives and points of view, and

make an effort to work inclusively and collaboratively. Create an atmosphere in which everyone feels they

have the opportunity to contribute, lead and speak

Thanks for Listening!

Q&A