3. According to the World Tourism
Organization one new hospitality post is
created every minute - qualified supervisory
and management personnel with a
willingness to gain international experience
will literally be global stars Opportunities
stars.
are predicted to grow exponentially as the
rapid increase in hospitality activities create
new developments and new challenges.
Source : 4hoteliers.com
4. In Asia’s gateway cities, with new hotels
springing up on almost every corner, the
challenge is to recruit and retain the
caliber of staff that will provide the
graceful attention to detail and service
experience that is described so eloquently
in the promotional material.
Source : www.hotelasiapacific.com
6. The demographics are
working against us…
Demographics predict a coming worker shortage as the bay
-
boom retires
For the first time ever, the next generation of skilled workers will
-
neither be larger nor better educated than the previous one
The skilled worker gap in the US is estimated to be 5.3 million by
-
2010 and 14 million by 2020
In Japan, millions of people are scheduled to retire now
-
China will need 70,000 experienced corporate leaders within the
-
next five years due to the growing businesses (al ready
experiencing a 30% shortage)
In India, 500,000 new graduates are needed by next year
-
7. The Bottom Line
While many baby boomers are retiring, nearly 72% said they plan to work after
they formally retire
We need to be concerned with the knowledge transfer from those baby boomers
who are leaving
The Bottom Line:
We need to learn how to lead, recognize and engage our workforce now in order
to retain the appropriate talent to be a successful organization
Most companies start to redirect their recruiting efforts to include non-traditional
groups !
We need to ensure that we have the appropriate knowledge transfer from talent
that is retiring
We need to facilitate the co-existence of a multi-generational work force.
8. Who are the generations?
Generation Xers
Baby Boomers
Traditionalists
Millenials/
Millenials/
Generation We
Generation Y
9. The definition of engagement
A productive relationship between an organization and its
employees
2-way, productive and considered a “win-win”.
Employee: Organization is considered as transparent, responsive and
a partner
Company: Individual uses discretionary effort, has an emotional
connection and has accountability
The relationship must align with employee’s attitudes, values and
behaviors from a generational perspective
Fact: International Studies show that engagement is at low levels and
that improving economy will lead to increased hiring and
competition for talent.
10. Why is engagement important?
Companies with higher engagement have increased
productivity
These companies tend to outperform those with lower
employee engagement:
Higher average revenue growth
•
Lower costs of operating
•
Facts: a study of 50,000 employees indicates that those
with a higher commitment perform 20% better and are
87% less likely to leave the organization
11. TRADITIONALISTS
Generation:
Born before 1946
Influences:
The Great depression, WW2, Korea, Hitler, Chinese revolution,
Gandhi’s assassination, Rise of labor unions
Traits:
Loyal, desire to leave a legacy, fiscally conservative, faith in
institutions
40% of this group said their company did not do a good job of making them
•
want to stay
65% said they would not feel comfortable talking to their manager about a
•
different career within their company
72% plan to return to work in some form after their formally retire
•
They gave their lives to their jobs, they made sacrifices.
•
They believe “no news is good news” => feedback needed only once a year
•
They are fiscally responsible
•
They respect authority and follow the rules
•
Their reward is a job well done
•
12. BABY BOOMERS
Generation:
Born between 1946 and 1964
Influences:
Vietnam, anti-war protests, space travel, JFK assassination,
Korean war, European Union established, Tunisia, Morocco,
Sudan and 16 African countries became independent, space
travel
Traits:
Competitive, desiring to put their own stamp on institutions,
optimistic, free thinkers
43% of this group state there is a lack of mentoring available
•
30% said not having a mentor contributes to their job dissatisfaction
•
75% said time off would be the best reward they could receive
•
This is the generation with a voice. They were raised to be better educated, and
•
were told that they could do anything – the world is their oyster
They are the most competitive generation, they are idealist and free-thinkers
•
This group lives to work vs. works to live
•
13. GENERATION Xers
Generation:
Born between 1965 and 1981
Influences:
AIDS, Cultural revolution in China, Flood in Pakistan (500,000
lives claimed), Earthquakes in Italy, Bali, Turkey and China
claimed lives of 780,000, Energy crisis in West
Traits:
Resourceful, highly adaptive, self-reliant, sceptical of
institutions, independent
Only 17% of this group thought a lifetime career with one company was a
•
good idea (compared to 35% of the boomers and 70% of the traditionalists)
30% of the Gen X have left a job due to lack of training opportunities
•
80% of Gen X men said time with family is more important than challenging
•
work or higher salary
This is the group that wants to know how they are doing
•
They got used of being independent
•
They are constantly looking at what they can put on their resumes
•
14. Gen X – How do you keep them engaged?
Provide ongoing opportunities to gain new, marketable skills.
•
Establish a “win-win” contract; focus on work-life balance
•
Reward results.
•
90% of this group wants immediate feedback, don’t wait for
•
your next 1:1 meeting!
Provide learning and development opportunities that extend
•
beyond current role
They want to know where they are going – what’s next?
•
They enjoy straight talk – get to the heart of the discussion
•
Individuality is important to them, they are considered
•
competitive
Loyalty is to their leader
•
15. GENERATION Y/MILLENIALS
Generation:
Born between 1982 and 2000
Influences:
Technology, Terrorism, Fall of the Berlin Wall, Violence, Nelson
Mandela Sworn in, Islamic Militants, Global warming, drugs
Traits:
Globally concerned and aware, integrated, cyber-literate,
realistic, collaborative, group oriented, vocal
This group ranked “personal safety” as their number one workplace issue
•
Their opinions have been sought out and listened to throughout their lifetime
•
They have seen a world with technology constantly changing, so they enjoy
•
and expect change
They move in peer groups and have loyalty to these groups; they are team-
•
orientated by nature
Their parents have sought their opinions and included them in decision – they
•
are used to that
16. Gen Y – How do you keep them engaged?
Reinforce their contribution to the team/department/organization
•
Solicit their opinion
•
Leverage their creativity and innovation
•
Provide “rapid” career growth/succession
•
Loyalty is to each other
•
Everything has been fast and furious in their lives, they expect
•
constant feedback
• Their need for rapid career growth can be managed – don’t train
them on everything right away
• This is the group who may ask, after three weeks of employment,
what their next move will be, how are they progressing, how can
they move up?
• This is the group who may ask for others to be in the room during
their 1:1 meeting with you
17. GENERATION Y/MILLENIALS
Generation:
Born after 2000
Influences:
Technology, Iraq, Effects of 9/11, built-in safety, “just-in-time”,
information & technology, YouTube, Global Village
Traits:
Tech-native, Media-smart, Artistically inclined, Spiritual, Pan-
cultural, culturally identified, integrated
$18 billion buying power
•
Marketing is changing to meet their needs and desires
•
“edutainment” toys focusing on both right and left brain-thinking
•
They are used to “on-demand” all the time
•
They are surrounded by safety measures and are aware of it – it is part of their
•
lives
18. All right, now how do
we , HR Managers, use
that knowledge?
19. 1. Organizations that are able to maximize the
performance of every generation of employees will
have a competitive advantage in winning the war for
talent
2. Retaining current employees is critical to our future
success
3. Find new “groups” of new-hires, search for new staffing
sources
4. Leaders should be aware of the differences and adjust
to the different needs of the workforce, focusing on
individuals
5. Knowledge must be transferred from talent prior to
them retiring in order to keep competitive advantage
6. Continue to stay informed about Gen We’s !
20. Our vision
“To provide exceptional recruitment
and training services in a climate
where quality of employees is a vital
consideration”
