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Sep 14, 2014
General Issues In the workforce andHRs role in managing themPresented by < Connie, Jeff, Sarbani, Jinman >Team Presentation, April. 7, 2008
Defining the Generations in the U.S.Born before 1945 Veteran Generation 48Between 1945 1964Baby Boomers 78Between 1965 1980Generation X 49 After 1980Generation Y 73.5 or Millennials Millions
Impact of Boomers on the WorkforceLabor Shortages: The Employment Policy Foundation projects shortage of 10 million workers by 2015, 35 million by 2030Leadership Vacuum and Knowledge GapEconomic Burden of Retirees
Practices for Managing the BoomersEstablishing a Motivational Culture for BoomersRecruiting Baby BoomersCareer Management for an Older WorkforcePrograms Addressing Work/Life Balance Flexibility in Phasing Retirement
SC Johnson Number One for Workers Over 50 AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules, paid sabbaticals, summer hours, and a December "holiday shutdown."
FOR IMMEDIATE RELEASE January 17, 2008
PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS
Who are the Millennials?Gen Y generally refers to those born after 1980 to about 2000. Also known as Nexters, Millennials, Generation Me, iGenerationGen Y is the fastest-growing segment of the workforce growing from 14% of the workforce to 21% over the past four years to nearly 32 million workers.
Millennials are the biggest generation since the Baby Boomers.
Tips on Hiring Millennials
Tips on Retaining Millennials
Flexible Work Schedule
Changes have trickled up through the company
Bridging the gapBridging the gap between generations by sharing information is the most important function of talent management at this point. Or else its going to be a topsy-turvy situation, the workplace resembling a battle ground.
Generation TypeNumber in USA WorkforceSeniors / Veterans42 millionBaby boomers76 millionGeneration Xers, Twenty-somethings, Baby busters54 million Millenials, Generation Y s
Source: Remson, Triangle Consulting (2006)75 million
Valuing Generational Differences Recognition Management Institute Saunderson (2000)
VeterensBoomersGen-XersMillennialsLoyalHonors/Respects authorityFollows OrdersFormalRewards laterPracticalSacrificeLoyalOptimisticResponsible and DedicatedTeam playerWorkaholicAdaptable to changeTechno-literateSelf-startersGlobal mindsetInformal
Goal-orientedTechno-savvyCollaboration and Achievement importantOptimisticMoral mindsetSocial activismPrefers structureTechnology-challengedSet in waysDifficulty with changeEnjoys much recognitionElder care absencesSelf-gratificationSkepticalFeel others owe themMotivationChild care absencesRequires supervision andsupportSociable
Significant attitude gaps among employees by age (% of favorable responses)
All18-2425-3435-4445-5455-64In my organization, employees are able to maintain healthy balance between their work and personal lives47%64%48%48%43%47%I am able to take time away from my job to participate in training52%67%48%53%52%50%My last performance review action was helpful in identifying actions I could take to improve my performance55%73%60%56%51%55%My manager does a good job of being available when needed56%75%59%61%51%49%
The business case for technology Benefits of technologyconsistencyprocess efficienciesspeedmanagement information
? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes Size and scale of organisation-administration effort needed to manage paper processes Implementation-Managing consistency of paper processes-Is it being done?-Timeliness of management information Strategic Management Information-Availability of key intelligence to drive business
Information sharing trends across generations Ways to remain connectedTrend 1: Continuous presenceTrend 2 :Multi-modal taskingTrend 3 :Virtual IntimacyTrend 4: Workflow learning
Introducing a new logo:
Not Just Idle Chat: Instant Messaging - Its Presence as a Business tool
Management of technology gap through generation blend
Generational attitudes shape workers responses to technologies in the workplace.
To avoid a generational clash and exploit the power of intergenerational collaboration and knowledge, every organization needs to think differently.
The baby-boomers should be willing to be trained to bridge the digital divide. They, in turn, should share their knowledge and expertise with the younger generation.
Start playing with gizmos NOW
Generational Issues and Culture -- General practices in Korea -- Case of Korean company -- Case of U.S. company
In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.Source : Korea National Statistical Office Source : Korea Labor Institute & recruiting company (Job Korea)In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.In an aging society, the employment rate of aging worker is higher than the entry level workersHowever, turnover rate of entry-level workers is increasing.General practice in Korea
Turnover rate in entry-level
* 15 ()36,18636,57936,96337,34037,71738,30038,76239,170
15 - 19* 15 ()3,7693,5523,3363,1653,0703,0463,1023,202
20 - 29* 15 ()7,4747,4017,3157,2037,0706,8746,7416,653
20 - 24* 15 ()3,1923,2513,3263,3493,2783,0682,8812,735
25 - 29* 15 ()4,2824,1503,9893,8543,7933,8073,8603,918
30 - 39* 15 ()8,4678,4888,5118,5178,5148,4628,3828,282
30 - 34* 15 ()4,2194,2884,3584,3924,3634,2434,0963,933
35 - 39* 15 ()4,2494,2014,1544,1254,1504,2204,2864,349
40 - 49* 15 ()6,9037,2617,5667,8438,0298,1768,2468,282
40 - 44* 15 ()3,9954,1244,2284,2814,2544,1934,1454,101
45 - 49* 15 ()2,9