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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 headquartered in Kent, UK with Regional Offices in Europe, Africa and Asia Pacific
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 offers talent management solutions including executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations.
Eduquest offer training programmes for a wide spectrum of capabilities, knowledge and attitudes that help every individual to become more proficient and professional in carrying out the tasks assigned to them so as to enhance their employability skills.
CEO, Centre for Executive Education Strategic Advisor & C-Suite Coach with IPMA / EDA Asia Pacific Senior Advisor, Eduquest International Institute, Singapore/India 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
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.
Generational 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 the office.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 to theircompanies. Desire meaningful work.
Gen Zers (Linksters)
1995 to present “Living and Working their way” - Their struggles in the workenvironment are tied to their youth and inexperience.Desire for change, stimulation, learning and promotion thatwill conflict with traditional organisational hierarchies.
Sattar Bawany, ‘Unlocking unlocking the benefits of a multi-generational workforce in Singapore’, http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore, published in Singapore Business Review on 24 January 2013
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
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