Post on 13-Jan-2017
ENGAGING GENNEXT-A challenge before 21st century leadership
National Engineering Industries Ltd.
Mukesh AsudaniVice President – Human Resources
HR Summit - Acropolis
2National Engineering Industries Ltd.
The Context
The Starting Point
Closure
Building Blocks
Flow….
3
WHAT’S HAPPENNING ? THE WORLD THAT WE LIVE IN
• There is perhaps too much negativity around us • Information Overload • Fast Changing• Uncertainty• Ambiguity
National Engineering Industries Ltd.
“Because in the bumpy & unknown road ahead, where we need to make constant course corrections, our people are our only competitive
edge”
HR is even more critical today & expectations from HR professionals are higher
Our role is to “Do what it takes – for the company first to survive & then to thrive”.
• We also live in very exciting times
“Challenge is to manage all 3 generations X, Y & Z, at the same time……”
• Dynamic environment is compelling companies to be more dynamic
We need to respond to current business realities
4
Overview of different generations…
Profile Generation X Generation Y Generation ZBorn in 1965-1979 1980-1994 1995-2010
Age group Aged 30s - 40s Aged 20s - early 30s Aged kids – teens
Technology VCR, Walkman Internet, Email, SMS Ipad, Facebook, Android
Influencers Practitioners Experienced Peers User-generated Forums Learning Format
Spontaneous & Interactive Multi-sensory & Visual Student-centric
Kinesthetic Learning
Environment Round-table style
Relaxed ambience Cafe-Style with Music
& Multi-modal Lounge room style
Multi-stimulus
Financial Values Medium-term Goals Credit savvy
Short-term wants Credit dependent
Impulse purchases E-Stores
Training Focus Practical, Case studies, Applications
Emotional, Stories,Participative
Multi-modal, eLearning, Interactive
Ideal Leaders Co-ordinating Doers Empowering Collaborators Inspiring Co-creators
National Engineering Industries Ltd. Source : Mccriddle research
Builders 1925-1945Baby boomers 1945-1965
Different Ball Game
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0
20
40
60
80
100
79
6350
38 35 34
Preferred working environments of Generation Y
Parameters
Perc
enta
ge
Source : Hay group
Some data around What are we dealing with(1 of 2)
6National Engineering Industries Ltd.
MentorsOpportunities to change roles regularly
Opportunities to work overseasDefined career path
FlexibilityOpportunity to take personal responsibility
Continuous feedbackWorking with inspirational leaders
Projects that make a differenceManagers listening to me and my ideas
Training & DevelopmentRespect
Being trustedFeeling as though I am using my strengths
0 20 40 60 80 10045
4752
5766
69727374
798485
8790
What makes them happy – Gen Y
Source : Talent Smoothie
Some data around what are we dealing with?(2 of 2)
Self
Work Environment
Dependence
on employ
er
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Whichever is the generation….the starting point is the same
National Engineering Industries Ltd.
KNOWLEDGE
SOCIAL ROLE
Behaviour demonstration of
expertise
Recurrent thoughts that
drive behaviour
A general disposition to behave in a certain way
SELF-IMAGETRAIT
MOTIVE
SKILL
The image one projects to
others (‘outer self’)
Information that a person has in a particular area
Sele
ct fo
rTr
ain
for
A person’s sense of
identity and worth (‘inner
self’)
BELIEFS
Each employee must have a shared belief that what they do has high impact.
8National Engineering Industries Ltd.
The Context
The Starting Point
Managing Ourselves
Building Blocks
Flow…..
Why people get disengaged • No roots – people, family relationships• Non enjoyment of work, No learning, No challenge/s• I am not appreciated, recognised, needed• I don’t know what to do, what I will be rewarded for• Nobody cares, Bad relationships
What engages people• For right reasons - Great relations, caring, stretch at work, good hygiene
factors, a good career above all a great life – the entire employee value proposition package
We need to have a plan to keep people engaged• Help people get roots – good relationships, friendships• Develop a feeling - My company needs me, Belongingness• Opportunity to participate in the building of a ‘great ‘ organisation• Consistent demonstration that the company cares – across touch points• Creating a great employee experience – I have had the best time of my life
hereWe need to develop our own ‘Fevicol’
How to engage people
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What motivates employees – what’s in it for me (WIIFM) – some examples
• My goal is larger than me. • Stretch• How am I treated - Appreciation, Recognition• Clarity of expectations• My company needs me, my company cares • Ofcourse – hygiene factors (money, good place to work, seating, HR
policies)• Learning• Great Relationships • Good working environment – Climate• Career Management
Motivation : Some Context
National Engineering Industries Ltd. 10
11National Engineering Industries Ltd.
The Context
The Starting Point
Managing Ourselves
Building Blocks
Flow…..
12
CommunicationLe
arni
ng &
Deve
lopm
ent
Perfo
rman
ce
Man
agem
ent
Talent
Management
Reward & RecognitionCulture
Career
Framework
Job
Rota
tionRole Clarity
HRM Processes
National Engineering Industries Ltd.
What is the arsenal at our disposal
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Building Blocks - I
Communication
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Communication
• Develop and communicate business strategy clearly to people at all levels throughout the organisation.
• Develop a wiring system that connects different parts of the organisation.
• Connect to all three generations.• Build multiple touch points and channels of communication.
e.g. Formal meetings, town halls, intranet portals, employee magazines, coffee with the boss, informal get-togethers etc
Active Listening, Crisp and Powerful Telling
Building Blocks - I
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Building Blocks - II
Performance Management“PMS – key to
engage and
create a high
Performing
Company for
current and
future success”
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Performance Management System
• Link PMS, Culture & strategy - Ensure performance measures are closely aligned
• Ensure leadership spends time to drive top performance & manage poor performance
• Pick up ‘Stretch’ goals for self & facilitate everyone to be committed to the ‘stretch’
• PMS system should be fair and should be seen to be fair• Ensure two way performance dialogue at regular intervals
Performance management sits at heart of business success - A good PMS helps us to use collective power of our workforce to deliver
growth ambitions and keeps people engaged.
Building Blocks - II
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Building Blocks - III
Reward and Recognition
"Acknowledgment & Gratitude can transform common days into thanksgivings, turn routine jobs into joy, and change ordinary opportunities into blessings”
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Reward and Recognition • Develop a reward and recognition program which addresses
business strategic objectives and employee needs • Increase transparency around compensation and rewards.• Acknowledge & reward contributions whether small or large• Increase frequency and visibility of your recognition
program• Use Social networking platform for maximum coverageHormones play a strong role
Oxytocin is a well-known “love hormone”. Our bodies create Oxytocin when we feel being loved or appreciated (even shaking
hand or hug creates this hormone). Research shows that “people who work under influence of Oxytocin perform better and are more
trustworthy at work”
Building Blocks - III
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Building Blocks - IV
Role Clarity
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Drive role clarity • Define unique job roles and ensure clearly defined key
accountability statements in the job description. • Link Key accountability statements of each employee to
performance management system. • Evaluate employees on the basis of targets against each
key accountability statement.
Role clarity facilitates in better achievement of business targets and leads to higher employee engagement and employee retention
Building Blocks - IV
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Building Blocks - V
Talent Management
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Develop a strong Talent Management framework• Incorporate a strong talent management framework by
designing leadership development interventions at all levels.
• Define critical roles, identify successors and develop detailed individual development plans (IDP’s).
• Design tailor made interventions for all level of employees like L1’s, L2’s, GET’s, Star performers, Work Horses etc.
“How we manage our talent, will define our future”
Building Blocks - V
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Building Blocks - VI
Culture
“The softer part” “is the harder part”
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We need to develop a strong culture• Which fits with your business drivers & with the company’s
values • Employees can be relied upon to act on their own initiative
in a way that is consistent with company’s objective, culture & values
• Where people are comfortable in giving and taking feedback
• Align culture to PMS• Ensure everyone is aligned to a common goal, vision &
brand• Treat people well – be supportive to your people
“Organization culture can make an organization prosper or perish”
Building Blocks - VI
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Building Blocks - VII
Learning & Development
Leadership and learning
are indispensable to each otherJ.F Kennedy
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Learning & Development • Drive learning and development based on the aspirations of
the person and the future needs of the organization.• Focus on overall development of individuals through
technical, behavioural & capability building initiatives.• Build a strong model for measuring and improving return on
investment of the learning and development interventions
“An Organizations ability to learn and translate that learning to action is the ultimate competitive advantage”
Building Blocks - VII
27National Engineering Industries Ltd.
Building Blocks - VIII
Career Management‘It is really up to the
employee to take ownership of his/her own career development, but the organization needs to support and to be seen to
be supporting’
28National Engineering Industries Ltd.
Career Management • Articulate a clearly defined career framework• Give the employees options for probable career growth• Create a culture of job rotation in the organization• Implement planned job rotation exercises for overall career
development of the employees• Drive cross functional competency development through
rotation
“Developing future leadership through strong career management makes organizations grow
Building Blocks - VIII
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The Context
The Starting Point
Closure
Building Blocks
Flow…..
Channelizing these to achieve Business Objectives is the fulcrum of engagement
To LivePhysical/EconomicFairness/Security
To LoveSocial/EmotionalKindness/Respect
To Leave a LegacySpiritual Meaning/Integrity
To LearnMental Development/
Use of Talents
The Fire Within
National Engineering Industries Ltd.
The Premise Four needs of people
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Give them good work Drive them
Tell them the truth Talk to them
Challenge them Listen to them
Guide them Play with them
Share a Vision Use seniors to transfer knowledge and experience
There must be play and fun too There is a place for all generations
Make them feel responsible Treat each generation with respect
Hold them accountable Different Strokes for different folks
National Engineering Industries Ltd.
To conclude … we need to manage them like a baby
This is what we need to do
This is how we need to make them feel
Thanks…..
It’s a journey