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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 is the Strategic Partner of Executive Development Associates Inc. (EDA) for executive coaching and custom-designed leadership development solutions to accelerate individual performance
EDA established in 1982 is a pioneer and leader in creating custom-designed learning and executive/leadership development strategies, programs and processes to help clients (many Fortune 500 companies) achieve their strategic objectives and win in the marketplace.
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
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
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