Ipma cima briefing on leading multigenerational 8 jan2013

© 2013 IPMA Asia Pacific
www.ipma.com.sg
LEVERAGING ON WIDER
GENERATION: CHALLENGE OR
OPPORTUNITY
Leading and Engaging a Multigenerational Workforce
Prof Sattar Bawany
Strategic Advisor, IPMA Asia Pacific
Managing Director, EDA Asia Pacific
Tuesday, 8 January 2013
Cinnamon Grand, Colombo, Sri Lanka

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Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it
will starve to death.
Every morning in Asia, a deer
wakes up. It knows it must run
faster than the fastest tiger or it
will be killed.
It doesn’t matter whether you are a tiger or a deer: when the
sun comes up, you’d better be running…..
Are You A Tiger Or Deer?

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Knowing Yourself

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The S.C.O.P.E. Approach
S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN TO IMPLEMENT
NJOY OURSELVES

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 The International Professional Managers Association (IPMA) is a
global ‘not-for-profit’ (NPO) members organisation headquartered
in Kent, UK with Regional Offices in Europe, Africa and Asia
Pacific
 IPMA mission as an International Examining, Licensing and
Regulatory Membership Qualifying Professional Body to improve
managerial performance at all levels
 IPMA 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.
Who We Are
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 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
About Your Facilitator – Prof Bawany
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Workshop Objectives
This workshop will provide you with a foundation of knowledge
that will enable you to:
 Better understand the factors and historical period
experiences that shape each generation
 Develop more effective communication and influencing
strategies for each generation of employees
 Enhance your understanding of the workforce realities
created by five generations in the workplace, including the
potential points of conflict between each generation
 Learn the best practices required to lead and engage the
multigenerational employees towards increasing productivity
and achieve business outcomes

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The New Workplace Realities

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Multi-Generational Workplace:
Danger or Opportunity?
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
organization.

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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.

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Most employees are:
Working in multi-generational teams
View that multi-generational teams improve
organizational performance
Key findings from survey commissioned by TAFEP:
Together, Gen X and Gen Y make up 60% of the
workforce
Means that 40% of the workforce is over 45 years of age
Source: Tripartite Alliance for Fair Employment Practices (TAFEP) www.fairemployment.sg
Present Day Workforce

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Source: The Straits Times, Singapore 8 April 2010

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Traditionalists
(Born before 1946)
Baby Boomers
(Born 1946-1964)
Gen X
(Born 1965-1980)
Gen Y
(Born after 1980)
Career
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
Overview of Generational Differences
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.

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 Multi-generational work environments can breed
misunderstanding, conflict, and can compromise growth.
 Each generation has its own characteristics; different values and
workplace concepts (Eg. Work-life balance, loyalty, teamwork)
are understood differently.
 Multi Generational workplaces can be a source of positive
challenge, opportunity, and significant growth if managed
effectively.
 Hence, it is increasingly important to know how to bridge inter-
generational differences at work.
Why are Multigenerational Differences
an Issue?

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Gen Y – Y Are They Different

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 The quarterly Hudson Report, found 62% of 450 local
respondents had trouble managing staff aged 30 and
under, as they felt these Gen Ys have unrealistic job
expectations and are too impatient.
 Executives polled also believed that Gen Y employees
lack loyalty, need constant attention and have little
respect for authority.
 Despite that, employers across all industries still realised
the importance of not only retaining top Gen Y talent,
but also developing them.
Source: http://jobs.sg.hudson.com/documents/Hudson_Report_Q4_2011_-_Singapore.pdf
Gen Y: Can’t work with or without them

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 Calculate Your Current (and Future)
Investment in Gen Y:
 How many Gen Y employees does your
organisation currently have?
 What is the average compensation for
Gen Y employee at your organisation?
 Multiply the number of Gen Y employees x
Your average compensation.
 Can be seen as the risk your organisation
takes in assuming Gen Y will meet your
employment needs.
 The better managed this investment, the
lower the risk and the better return for all
involved.
Exercise: Managing the ROI on Gen Y?

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 The Linkster Generation (those born after 1995) is the one
just 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 through
technology. Their struggles in the work environment are
tied to their youth and inexperience.
 They are complete digital natives and cannot function
without communicating through social media.
 Desire for change, stimulation, learning and promotion that
will conflict with traditional organisational hierarchies.
Source: Generations, Inc., by Meagan Johnson and Larry Johnson. 2010, AMACOM.
Gen Z or The Linksters

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 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 move
onto the next job, similar to Generation Y.
 Managers of Generation Z employees will have to be
prepared to give regular feedback that tells them they are
making a difference to the organisation
 Development and work/life balance are more important than
financial reward, with both Gen Y & Z being committed to
their own personal learning and development.
Source: Edge Online Future of work - Employees 3.0: Managing Generation Z published on 28 August 2012
http://www.i-l-m.com/edge/managing_generation_Z.aspx
Managing Gen Z

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Source: http://www.youtube.com/watch?v=rDAdaaupMno

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Leading and Engaging a
Multigenerational Workforce

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• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ/EI Competencies
• Managerial Skills
• Leadership Styles
Organisational Results
Employee Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement
• Customer Satisfaction/Loyalty
• Service Value/ Relationship
Engaging Multigenerational Workforce
Reference: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-
Generational Workforce” Singapore Business Review, 1st November 2011,
http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

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Source: “’Y’ Are They Different” – A Study of Gen Y at Work, Their Views and How They are Viewed,
Published by GMP & Temasek Polytechnic, 2009
Leadership Characteristics
That Gen Y-ers Want Their
Leaders To Demonstrate
Leadership Characteristics
That Managers From The
Other Generations Believe In
Demonstrating To Gen Y-ers
1. Caring (54%) 1. Competent (54%)
2. Inspiring (45%) 2. Honest (32%)
3. Competent (44%) 3. Forward-looking (31%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
http://www.gmprecruit.com/resource_hub/..%5Cpdf%5CResourceHub%5Cgeny_press.pdf
Leading Gen Y Employees

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Top Factors That Motivate Gen
Y To Stay In Organizations
Retention Strategies Most
Utilized By Organizations
1. Opportunities for Career
Advancement (63%)
1. Opportunities for Career
Advancement (43%)
2. Good Work-Life Harmony (41%) 2. Emphasis on Learning &
Development (37%)
3. Good Relationships (40%) 3. Good Compensation (24%)
*Numbers in parentheses reflect percentage of respondents who selected this as a preferred strategy.
Engaging Gen Y Employees

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Group Exercise: 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?

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How great leaders inspire action - Simon Sinek has a simple but powerful
model for inspirational leadership all starting with a golden circle and
the question "Why?”.
Why should your Talent remain with your Organisation and as your
Follower?
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“If you hire people just because they can do a job, they’ll work for
your money. But if you hire people who believe what you believe,
they’ll work for you with blood and sweat and tears.” - Simon Sinek
References:
http://www.startwithwhy.com/
http://www.youtube.com/watch?v=qp0HIF3SfI4
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
Video on Engaging Your Gen Y & Z

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Multigenerational Conflicts

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Multi-Generational Conflict:
Striving for Collaboration
 Nearly 60 percent of HR managers at large companies
say they have observed office conflicts that flow from
generational differences, according to the Society for
Human Resource Management. Tensions typically stem
from perceptions of loyalty and respect.
 “Even though the generations are different, it does not
necessarily mean they hold divisive values and attitudes
that will affect their ability to work well together” (Giancola,
2006). Organizations are reaping the benefits of the
diversity provided by workers of different generations
collaborating effectively and learning from one another.

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Findings according to a study, commissioned by the
Tripartite Alliance for Fair Employment Practices
(TAFEP):
 Employees aged 30 and above, particularly the older ones, have
the most difficulty working with colleagues belonging to Gen Y –
those aged 29 and below.
 Conversely, Gen Y employees have fewer difficulties working
with older colleagues
“… should be sensitive towards (inter-generational issues) as
the workforce becomes increasingly diverse…”
– Singapore Deputy PM Teo Chee Hean
Source: myPaper, 8 April 2010
Intergenerational Conflict

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Traditionalists
(Born before 1946)
Baby Boomers
(Born 1946-1964)
Gen X
(Born 1965-1980)
Gen Y
(Born after 1980)
Potential
Challenges
• Reluctant to buck
the system and
speak up when they
disagree
• Uncomfortable with
conflict
• Uncomfortable with
conflict
• Sometimes put
process ahead of
results
• Skeptical
• Distrust authority
• May not be
attracted to
leadership positions
• View changing jobs
as a natural
process
• Likes to instill a
sense of play and
fun in the work
Perception • Despise workers
who appear to jump
ladder rungs without
‘paying their dues’
• Might not be as
conscious to issues
on cross culture
• Might believe that
employees who fail
to put in ‘extra time’
lack commitment,
focus and loyalty
• Might not recognize
the off-site
contribution of
employees
• Need to be
reminded to
delegate
tasks and
responsibilities
• Multi-tasking
abilities can be
construed as rude
Communication • Feedback is not
necessary, but they
want to know that
they have made a
difference
• Documented
feedback on a
yearly basis is
sufficient
• Frequent, honest
feedback to know
they are on the right
track
• Immediate
feedback that tells
them what they are
doing right or wrong
Source: Lynne C. Lancaster and David Stillman ‘When Generations Collide: How to Solve the Generational Puzzle at Work’, 2002.
Potential Workplace Conflicts

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Multigenerational Communication
 Keeping these generational
differences in mind can make
dealing with co-workers, less of a
challenge.
 Remember to discard biases and
preconceived notions and enjoy
the generational differences

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1. Look at the generational factor
2. Air different generations' perceptions
3. Find a generationally appropriate fix
4. Find commonality and complements
5. Learn from each other
Source: Five Steps to Resolving Workplace Conflict by Larry and Meagan Johnson posted 21 Dec 2010
http://www.baselinemag.com/c/a/IT-Management/Five-Steps-to-Resolving-Workplace-Conflict-521241/
Tips on Resolving Intergenerational
Conflict

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Resolving Multigenerational Conflicts
with Emotional Intelligence

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Emotional Intelligence, also called EI and often
measured as an Emotional Intelligence Quotient (EQ),
describes an ability, capacity, or skill to perceive,
assess, and manage the emotions of one's self, of
others, and of groups.
“The diversity of… generations provides a unique opportunity for
knowledge sharing. But because employees in the various age
groups may not naturally interact with each other on a daily basis,
you may need to make a concerted effort to facilitate
collaboration.”
- Katherine Spencer Lee
Emotional Intelligence (EI) & EQ

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“The capacity for
recognising our own feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Emotional Intelligence Quotient (EQ)
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

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Important Note: The purpose of the following short quiz is to
provide you with an application of Emotional Intelligence (EI).
The results you get from this quiz are NOT a comprehensive
picture of your EQ.
Group Exercise: EI Mini Quiz

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“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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Scenario 1. You are a Gen Y employee in a meeting when
a Baby-Boomer colleague takes credit for work that you
have done. What do you do?
A. Immediately and publicly confront the colleague over
the ownership of your work.
B. After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits
you when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in
public.
D. After the colleague speaks, publicly thank her for
referencing your work and give the group more specific
detail about what you were trying to accomplish.
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Workshop on 'High Performance Leadership' for Menlo Worldwide Logistics
Answer for Scenario 1 - The credit stealing colleague:
The most emotionally intelligent answer is D. By demonstrating an
awareness of work-place dynamics, and an ability to control your emotional
responses, publicly recognizing your own accomplishments in a non-
threatening manner, will disarm your colleague as well as puts you in a
better light with your manager and peers. Public confrontations can be
ineffective, are likely to cause your colleague to become defensive.
A. 0 Points – Immediately and publicly confront the colleague over the
ownership of your work.
B. 5 Points – After the meeting, take the colleague aside and tell her that
you would appreciate in the future that she credits you when speaking
about your work.
C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in
public.
D. 10 Points – After the colleague speaks, publicly thank her for
referencing your work and give the group more specific detail about
what you were trying to accomplish.

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Scenario 2: You are a Gen X Manager in an organization
that is trying to encourage respect for racial and ethnic
diversity. You overhear a Gen Y employee telling both
sexist and racist jokes. What do you do?
A. Ignore it – the best way to deal with these things is not
to react.
B. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
C. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your
organization.
D. Suggest to the person telling the joke he go through a
diversity training program.

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The most emotionally intelligent answer is C. The most effective way to
create an atmosphere that welcomes diversity is to make clear in public that
the social norms of your organization do not tolerate such expressions.
Confronting the behavior privately lets the individual know the behavior is
unacceptable, but does not communicate it to the team. Instead of trying to
change prejudices (a much harder task), keep people from acting on them.
A. 0 Points – Ignore it - the best way to deal with these things is not to
react.
B. 5 Points – Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary action if
repeated.
C. 10 Points – Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your organization.
D. 5 Points – Suggest to the person telling the joke he go through a
diversity training program.
Answer for Scenario 2 - The Racist Joke:

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Scenario 3. You are a Gen Y Manager and have recently
been assigned a Baby Boomer in your team, and have
noticed that he appears to be unable to make the simplest
of decisions without seeking advice from you. What do you
do?
A. Accept that he "does not have what it take to succeed around here"
and find others in your team to take on his tasks.
B. Get an HR manager to talk to him about where he sees his future in
the organization.
C. Purposely give him lots of complex decisions to make so that he will
become more confident in the role.
D. Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself available to act as his mentor.

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The most emotionally intelligent answer is D. Managing multigenerational
employees requires high levels of emotional intelligence, particularly if you
are going to be successful in maximizing the performance of your team.
Often, this means that you need to tailor your approach to meets the specific
generational needs of the individual, and provide them with support to help
them grow in confidence.
A. 0 Points – Accept that he 'does not have what it take to succeed around
here' and find others in your team to take on his tasks
B. 5 Points – Get an HR manager to talk to him about where he sees his
future in the organization
C. 0 Points – Purposely give him lots of complex decisions to make so that
he will become more confident in the role
D. 10 Points – Engineer an ongoing series of challenging but manageable
experiences for him, and make yourself his mentor (reverse mentoring)
Answer for Scenario 3 - The indecisive Baby
Boomer Employee:

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Source: http://www.youtube.com/watch?v=fVHnug8H1MM

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 Communicate is key to inspire Commitment
 “Opportunities for Career Advancement” and “Good
Relationships” are key factors that motivate Gen Y-ers to
remain in organisations.
• Engage Gen Y through Coaching and develop Coaching
competency of managers to be comfortable and confident
in having conversations surrounding professional
development plans.
• Encourage constant feedback and show recognition for Y-
er’s work contribution
• Team Work ‘Y’ & Linksters (Gen Z) Style: Encourage staff
gatherings, social events and ‘mixers’ with workmates
Recommendations

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• Each generation brings to the table different approaches to
- Work, Interaction, and how they view business strategies
• The end result is a greater diversity and variety of opinions,
creativity and talent
• When managed effectively, a multigenerational team can
add tremendous value to your organization
• However, as employees in the various age groups may not
naturally interact with each other, leaders may need to
adopt different leadership styles and make a concerted
effort to facilitate collaboration and reduce bias
Conclusions

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Source: http://www.youtube.com/watch?v=03o1JZ7c7gI
Video: Make Makes a Great Leader?

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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts

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Prof Sattar Bawany
Strategic Advisor, IPMA Asia Pacific &
Managing Director, EDA Asia Pacific
Email: sattar.bawany@ipma.com.sg
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Skype: sattar.bawany
Keeping in Touch on Social Media

Ipma cima briefing on leading multigenerational 8 jan2013

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Ipma cima briefing on leading multigenerational 8 jan2013