Mind the Gap Building Policies that Bridge the Generations Moderator: Ann Stafford, Brookfield GRS.

Mind the GapBuilding Policies that Bridge the Generations

Moderator: Ann Stafford, Brookfield GRS

Isabelle Provencher

Jeff Houck

Russ Haynie

The Panelists

Overview of Generations and Changing Workplace

Corporate Experience – Ubisoft, Suncor and Case Studies

Policy Considerations

Future of International Assignment Mobility

Q&A

Agenda

We are facing a new future in terms of demographics at work: we will soon have five generations in the workplace at once.

Today people are living and working longer leading to this new reality. What’s more, this phenomenon goes beyond the US into China, Brazil, Russia and elsewhere.

This mixed, multi-generational environment is a new diversity challenge for HR organizations everywhere.

SOURCE: The 2020 WorkplaceBy Jeanne Meister and Karie Willyerd

Overview

5


The Generations Defined

Traditionalist

Born 1925-1945

Born 1946-1964

Born 1965-1977

Born 1978-2000

Baby Boomer Generation X Millennials

Major Trait Loyalty Competition Self-reliance Immediacy

Broad Traits Sacrifice, loyalty, discipline, respect for authority

Competitive, sandwiched generation, hard work, long hours

Eclecticism, self-reliance, free agents, work/life balance, independence

Community service, cyber literacy, tolerance, diversity, confidence

Major Influences

World War II, Cold War, Korean War, rise of suburbs

Watergate, women’s rights, Woodstock, JFK assassination

MTV, AIDS, Gulf War, 1987 stock market crash, fall of Berlin Wall

Google, Facebook, 9/11 terrorist attack

Defining Invention

Fax machine Personal computer Mobile phone Google and Facebook

6


Communication Style

Traditionalist

Born 1925-1945

Born 1946-1964

Born 1965-1977

Born 1978-2000


Style Formal Semiformal Not so serious; irreverent

Eye-catching; fun

Content Detail; prose-style writing

Chunk it down but give me everything

Get to the point – what do I need to know?

If and when I need it, I’ll find it online

Context Relevance to my security; historical perspective

Relevance to the bottom line and my rewards

Relevance to what matters to me

Relevance to now, today, and my role

Attitude Accepting and trusting of authority and hierarchy

Accept the “rules” as created by the Traditionalists

Openly question authority; often branded as cynics and skeptics

OK with authority that earns their respect

Speed Attainable within reasonable time frame

Available; handy Immediate; what I need it

Five minutes ago

7

Mobility Characteristics


Traditionalist

Born 1925-1945

Born 1946-1964

Born 1965-1977

Born 1978-2000


Mobility Reasons

Start UpsAcquisitionsSales / Marketing

Start upsAcquisitionsSales / MarketingSkill TransferProjects

Start upsAcquisitionsSales / MarketingProjectsManagement Development

Start upsAcquisitionsSales / MarketingCareer developmentEmployee choice

Assignment Traits

Few resourcesLittle focus on career impact

Balance sheetEarned privilegeMid-Late career

More assignment typesAssignees have more expectationsCareer development

Personal impactGlobal experience as part of talent management

8

Mobility Policy Expectations


Traditionalist

Born 1925-1945

Born 1946-1964

Born 1965-1977

Born 1978-2000


Policy access

Review written policy on own first

Discuss policy in person, by phone

Will question everything in policy

Use technology to access policy

Policy expectation

Company will take care of all aspects of relocation

Equitable treatment in policy

Likely to ask for exceptions

Will be open to alternative policy types

40 million Millennials

are already in the workforce

By 2025, Millennials will make up three out of every four workers worldwide

15 companies were interviewed to learn how Millennials are influencing their companies’ international employee mobility strategies, policies, recruiting and management styles

40

2025

15

9

Millennials – A Growing Workforce

Boundary-less Work locations Roles Functional areas Economies Work-personal time

Value experiences More than money 80% want to work abroad 70% expect to use non-native language CSR (Corporate Social Responsibility); 80% will leave their employer

whose sustainability values do not match theirs Expect to be entertained while being informed

Expectations of Millennials

Companies will: Be larger and more spread out Have more contingent workers Have greater diversity but more uniform corporate culture Look for local knowledge with a global mindset Value soft skills, personal attributes and experience

Employees will Work longer, different hours Retire older Need to change skill sets quickly Move around laterally Have more responsibility at an earlier stage in careers

Organizations are Changing

THE UBISOFT GROUP Ubisoft is a worldwide producer, publisher and distributor

of interactive entertainment products. Ubisoft’s mission is to enrich players’ lives by creating original

and memorable gaming experiences.

2nd largest in-house development staff in the worldwith 29 studios in 19 countries

+9200team membersworldwide, including 7800dedicated toproduction.

UBISOFT MONTREAL

Founded in 1997, Ubisoft Montréal is the biggest game development

studio in the world and Ubisoft’s most important in terms of workforce.

Ubisoft Montréal is a leader in the Montreal industry, having shipped over

80 games from internationally-renowned franchises such as:Assassin’s Creed ™

Child of Light

Far Cry ™

Just Dance ™

Prince of Persia ®

Tom Clancy’s Rainbow Six ®

Tom Clancy’s Splinter Cell ®

The Mighty Quest for Epic Loot

Watch_Dogs

UBISOFT MONTREAL

WORKFORCE DEMOGRAPHIC

employees34 years old : average age of

employees.

85% Men 15% Women

Millennials - 66,6%Generation X - 32,5%Baby boomers - 0,9%

Over a 100 relocations per year

• 75% Long-term International (France, US, UK, Asia, etc.)

• 25% Long-term Domestic

Average of 80 short term assignments per year

15% increase of Millennials relocated over the past ten years Seeing more couples and families with young children

UBISOFT MONTREAL

WHO ARE WE MOVING?

• Retailer with more than 1,450 Petro Canada Stations

• Fifth largest North American energy company

• We employ over 13,000 employees located across 7 countries

Canada's largest integrated energy company

• Leader in oil sands development

• Conventional and offshore production

• Refining 462,000 barrels per day

SUNCOR ENERGY INC

Non-Oil Sands Oil Sands Grand Total

Employee count 6,754 6,594 13,348

Traditionalists 0% 0% 0%

Baby Boomers 16% 13% 29%

Generation X 18% 18% 36%

Millennials (Gen Y) 16% 18% 35%

Grand Total 51% 49% 100%

Our Demographics

As an integrated company with diversified assets, operations and lines of business, the demographic of Suncor’s workforce is distributed evenly through segmentations with the exception of Traditionalists where the number is so low it does not register as a percentage

Oil Sands sees a small increase in the Millennial population which can be attributed to the physical and hands-on business being performed

SUNCOR ENERGY INC.

WORKFORCE DEMOGRAPHICS

18

5,500 + Eligible EE’s in the Wood

Buffalo Housing

Programs

125 EE’s

on Active

Assignments

1,100+Relocatio

n Services

New Hires

Current Employees

Unionized

New Grads/Geographical Rotational

Co-Op Students

Short Term Domestic

Domestic Commuter

Long Term International

International Rotational

Rental Assistance

Mortgage subsidy Program through four financial

institutions

SUNCOR ENERGY INC.

WHO ARE WE MOVING?

Moderator Q&A for Ubisoft and Suncor

Consulting Case Study 1

Company Profile / Issues: Multinational media industry firm Company operates in more than 100 countries, and has more than 60,000

employees around the world Manages 500+ international assignments per annum Global mobility supports critical business needs and gives most talented

employees a truly global mindset Mixed assignee generational profiles but average assignee profile: 40s, mid-

career, married with family, not as mobile. Assignees tend to go unaccompanied; take assignment due to loyalty but

may have to incent them since they’re not developing Varied motivations for mobility Fluctuating assignment volume from business to business


• Policy Solution: Flexible Structure Adopted for Varied Needs Short and long term assignment policies Separate international transfer policy Core and flex benefits

• Flex Policy Allows Company to Accommodate Business budget variances Individual employee circumstances and generational

differences/concerns Different assignment motivators Fluctuating assignment volume from business to business

• Flex Policy Ensures Consistency Fewer policy rewrites Easy to administer worldwide Limits exception management


Company Profile / Issues: Large U.S-based Automotive Company Manages 450+ permanent homeowner relocations per annum

(Canada and U.S.) Common transferee profile: 50s, established-career, married, not

as mobile. Resistance to relocation offers due to proximity to retirement,

concerns about home disposition and equity losses


• Policy Solution: Home Retention Program Replaced permanent relocation offers with long-term domestic

assignments (2-4 years) Employee retains departure location home; agrees to not

purchase a home in the destination location Employee receive monthly allowance to maintain departure

home and to offset rental expenses at destination for term of assignment

Assistance not designed to cover all home maintenance and renting expenses; only a contribution to costs

• Home Retention Program Allows Company to: Alleviate employee stress of owning two homes or selling a

home near retirement (potentially at a loss) Ensure employee willingness to relocate Save expenses related to home sale, equity loss protection and

home purchase Accommodate broader issues applicable to younger employees

(deficit equity, dual career, family resistance)

Audience Q&A

1. Travel-ready Eager for experience means less incentive required but more

focus on long term value Not as invested in returning home More open to less traditional locations More open to transfers Personal world is expanded

2. Different recruiting and retention norms Companies need to ‘catch up’ to where these employees are

vis-à-vis talent management Strategies need to address this generation’s drivers

o Goal-orientedo Collaborativeo Long-term view

Future of Mobility

3. International experience is highly valued and sought after Will not wait to be asked Temporary assignments not necessary: transfers are okay Less reliance on traditional expatriate compensation approaches

4. “Entitled” means negotiation, not spoiled Confident in their value Less reliance on traditional expatriate compensation approaches Comfortable asking for what they want

Future of Mobility

5. Technology – influences everything Connectivity Responsiveness Access to information

o Real-time access assumed (based on their experience)

6. Good service is expected Used to getting needs met quickly Confident to request and expect

Future of Mobility

Mind the Gap Building Policies that Bridge the Generations Moderator: Ann Stafford, Brookfield GRS.

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