HR Summit Acropolis - Employee Engagement - Generation X,Y&Z

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


“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


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)


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

7

Whichever is the generation….the starting point is the same


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.


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

9

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


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


What is the arsenal at our disposal


Building Blocks - I

Communication


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


Building Blocks - II

Performance Management“PMS – key to

engage and

create a high

Performing

Company for

current and

future success”


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


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”


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


Building Blocks - IV

Role Clarity


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


Building Blocks - V

Talent Management


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


Building Blocks - VI

Culture

“The softer part” “is the harder part”


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


Building Blocks - VII

Learning & Development

Leadership and learning

are indispensable to each otherJ.F Kennedy


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


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’


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


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


The Premise Four needs of people

30

31

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


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

HR Summit Acropolis - Employee Engagement - Generation X,Y&Z

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