Managing Different Generations explains the different generations, how they are different in Malaysian context and why Gen-Y is going to rule the future. It also suggest some key actions that can be taken by organisations in Malaysia based on research by some of the most respected organisations and what we can do in order to create an engage workforce in Malaysia. This presentation was presented during the 2nd IDR Annual Research Seminar in 2015. For more info, please contact me at johan@leap.com.my

1. Managing Different Generations
What leaders need to do differently to get the best out of their people
9 April 2015 www.johanirwan.com
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Executive summary
• Rapid change in technology has created widen generation
gap. Currently there are three generations working within the
same organisation. This potentially create conflict and less
fulfilment while working in an organisation.
• Accommodating the Generation-Y workforce. We can’t
neglect them because they will be the next generation that will
took over the nation’s leadership and becoming captain of the
industry.
• To promote engagement at work by strengthen leadership and
communication skills, and create an environment where people
are working with a purpose.
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The multi-­‐‑generations in the west can be divided
into 4 generations in the workforce
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4. Let’s look into
generations
definitions in
Malaysian
perspective
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Baby-­‐‑Boomers in Malaysia is the generation after Merdeka
who feel the struggles of fighting for the independence
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Merdeka babies
British Influenced
New Economic Policy
13 May
Hard work to build economy
High degree of loyalty
Lifetime employment
Tolerant
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Gen-­‐‑X grew up during the transformation of the nation
from agriculture-­‐‑based to manufacturing-­‐‑based country
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New Economic Policy
Developing Economy
Look East Policy
Birth of Computer
Security and Stability
Goals and Objective Oriented
Responsible
Gets work done
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Gen-­‐‑Y grew up during the tremendous economic
development and adopting technology as part of life
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The birth of the internet
Vast Economic
Development
Parents are working
Growing of Tertiary Education
Technology Savvy
Independent
‘Maid syndrome’
Educated
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Technology has changed the way people view at jobs
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Competition creates options for moving from one job
to the other
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BABY BOOMERS GEN - X GEN - Y
Example in Telecommunication Industry
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Baby-Boomer Gen-X Gen-Y
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11. Why should we care about Gen-Y?
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By 2020, Gen-Y will form
50% of total workforce
Source: PWC’s Millennials at work survey (2011)
Gen-YBaby Boomers & Gen-X
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By 2025, Gen-Y will form
75% of total workforce
Gen-YBaby Boomers & Gen-X
That is 10 year from NOW!
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14. Is our organisations ready to build a
company that is Gen-Y compliant?
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78% of Gen-Y said, access to
technology makes them more
effective at work
Source: PWC’s Millennials at work survey (2011)
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70% of Gen Y feels that rigid
hierarchies and old fashion
management fail to motivate them
Source: PWC’s Millennials at work survey (2011)
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The world is changing from information age to
conceptual age
19Source: A Whole New Mind, Dan Pink
18th Century 19th Century 20th Century 21st Century
AGRICULTURE
AGE
Farmer
INDUSTRIAL
AGE
Factory Worker
INFORMATION
AGE
Knowledge Worker
CONCEPTUAL
AGE
Concept Worker
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The way we do work has changed from 20th
century to 21st century
< 20th Century 21st Century >
Process based Concept based
Management skills
is crucial
Leadership skills
is crucial
Quality & Productivity Creativity & Innovation
Less Competition Stiff Competition
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Future of Work in Malaysia: Is our leaders ready for
the organisational growth in 2020?
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32%
only
33%
of executives believe that their leaders
are prepared to guide a diverse
workforce.
of employees say that leadership is at
their companies is equipped to lead
their organisations to success.
of executives agree that their
expansion plans for growth markets
are limited unless the right leadership
is in place.
Source: Workforce 2020: The Future of Work in Malaysia; SAP
only
40%
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The people in Asia thinks that the leaders need to improve on
their communication skills, their vision and emotional awareness
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20%
20%
17%
16%
15%
12%
12%
11%
9%
6%
Communicative
Visionary
Emotionally Aware
Develops Others
Empowering
Trustworthy
Performance-driven
Technically Competent
Bold
Driven
Has a dream for our company/group that
I believe in
Delivers on promises; is reliable
Genuinely encourages me and others to
discuss and debate ideas and approaches
Puts effective processes / structures in place
Maintains his/her expertise: is constantly learning
Provides others – including me – insightful
coaching and feedback
Provides skills, knowledge, experience for me
and my team to do the job
Is willing to disagree with crowd, even at
personal risk
Radiates positive energy to me and others
Values others’ instincts, judgments and contributions
– including mine
ATTRIBUTES
What Does My Current Leader Need to Better Develop or Improve On? (Asia Regional)
SPECIFICALLY...
PERCENTAGE STATING THIS
ATTRIBUTE NEEDED MOST IMPROVEMENT
Source: Asian Leadership Index, Iclif Leadership and Governance
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Most Malaysian wants a visionary leaders whom
able to communicate better and emotionally aware
23Source: Asian Leadership Index, Iclif Leadership and Governance
The red line indicates the Asian Regional Score for Communicative. Some countries e
very high unmet needs for communicative leaders. Taiwan feels the need most strongl
34 percent of respondents there identify it as the ‘most important’ need to be addresse
their current leader. New Zealand follows closely with 32 percent choosing the Comm
cative attribute. High scores of above 20 percent were also recorded in Australia, Kore
Malaysia, Singapore, and Sri Lanka, indicating that professionals in those countries fee
leaders need to do a much better job of including them in real conversation about the w
they are doing. Communicative receives a lowest score as a need in Bangladesh wher
10 percent of respondents rate it as number 1.
Respondents could choose how to describe the Communicative attribute by selecting f
the behavioural descriptors for it that emerged in the qualitative phase. Communicative
three possible descriptions. The most frequently chosen on a regional level was: “Gen
encourages me and others to discuss and debate ideas and approaches.”
To understand how commonly “Genuinely encourages me and others to discuss and d
bate ideas and approaches” was selected as well as to see what definitions predomina
Current Leader: Communicative
20%
27%
10%
17% 17%
15%
20%
15%
25%
15%
24%
21%
23%
34%
20%
12%
32%
14%
Region
Australia
Bangladesh
Cambodia
China
India
Indonesia
Japan
Korea
Laos
Malaysia
Myanmar
NewZealand
Phillipines
Singapore
SriLanka
Taiwan
Thailand
• Listens to me and others
• Articulates ideas in ways I understand
• Genuinely encourages me and others to discuss
and debate ideas and approaches
Communicative
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Effective communication is more than understanding
words and grammar
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EFFECTIVE COMMUNICATION
• Effective communication happens
when we could communicate from
the other person’s perspective
• Listening to ideas and
articulate the way
people understand it
• And encourage to
discuss and debate the
ideas and approaches
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Visionary leaders are those who are having a purpose
and they start with WHY?
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why
Why?
How?
What?
Conventional Remarkable
Reference: Start with why, Simon Sinek
THE GOLDEN CIRCLE
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There are distinction between having a vision on
paper and having a clear sense of purpose…
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vs
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…and to be able to communicate the vision across
the organisation
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Engagement happens when people feel safe to take
action on their own initiatives
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Fairness Trust Feel Safe Engaged
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How work has changed from 20th century as
compared to 21st century
29Source: Welcome to 21st Century Work (Ayelet Baron, Simplifying Work)
20th Century Jobs 21st Century Work
Top down hierarchies
Nimble organisations,
transparent communications
Competing for market share Creating new market
Silo/function-based Project-based
Organization centric People centric
Command and control Trust-based
Work-Life Balance Life-work
30 years in one career 10+ career by 40
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Recommendations
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(1) Vision - Having a sense of purpose and develop unique
organisational culture. By having the right culture, it align
people with vision of the company.
(2) Put the right people in the bus - understand human as a
person and see if they are fit to work and contribute to the
organisation
(3) Engage with the people - encourage self-directed work
that align with the overall vision. Create a culture of innovation
by giving autonomy and safe for them to explore.
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32. © J O H A N I R WA N K A M A R O Z A M A N
LEADERSHIP ACADEMY
T H A N K Y O U
johan@leap.com.my
Email me!
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