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NHRDN Bangalore Chapter meet

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Increasing entrepreneurial spirit. Leveraging technology. Continuous partial attention ... before they begin: Smart strategies like that of Sri Lankan Airlines ... – PowerPoint PPT presentation

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Title: NHRDN Bangalore Chapter meet


1
NHRDN Bangalore Chapter meet
  • Gen Next Implications for HRD

2
New generation as we see it
  • Distinguishing Features of Indian Culture that
    has impact on HRD Competencies
  • Growing nation with ambitious people
  • There is no one mind
  • High cultural diversity
  • High Generations Diversity

3
Older Generation Old Economy Industries
  • Emotional and hard working
  • Older generation is still insecure as they have
    seen hard times and have come up in life through
    hard work
  • Divisive and classificatory
  • Action oriented and not systems driven
  • Could be change resistant at times
  • Relationship driven- low authenticity and
    trustworthiness
  • Struggling to become professional and constantly
    conflicted between loyalty and professionalism

4
Younger generation new economy
  • Restless
  • Independent and Secretive
  • Rebellious
  • Like to have their own identity and make their
    own mark
  • Get bored fast and constantly seek new
    environment and experiences
  • Like to maintain a large private world and feel
    easily trespassed
  • Feel depressed very fast

5
The term Generation Y first appeared in an August
1993 AD Age editorial to describe those children
born between 19811995. The scope of the term has
changed greatly since then, to include, in many
cases, anyone born as early as 1976 and late as
2000. There is still no precise definition of
years, some theorists also place a cusp
generation MTV generation between X and Y,
19751987.
6
The terms Millennials and Internet generation
("iGen") are attempts to give the Gen Y cohort
more independent names that are tied with key
events and cultural trends that are strongly
associated with the generation. No single term is
the "correct" term to describe members of this
generation.
7
A notable demographic shift should begin to occur
in 2011 when the oldest Baby Boomers (b. 1946)
hit the United States' legal retirement age of
65. As Boomers retire, more members of Generation
X will be expected to take roles in middle and
upper management and the large membership of
Generation Y should take up positions in the
lower half of the workforce, a process which
could have possibly begun since some definitions
have members of Gen Y in their late 20s
8
Survey Results
  • Gen Ys success will be linked to more to their
    ability to acquire a wide variety of marketable
    skills that they can as they move about in their
    career.
  • Gen Y at Work, the survey was conducted from
    June 1 to June 13, 2007 among 2,546 hiring
    managers and Human Resource professionals across
    all industries.

9
  • Nearly half (49 percent) of employers surveyed
    said the biggest gap in communication styles
    between Generation Y workers (employees 29 years
    old or younger) and workers older than them is
    that Gen Y workers communicate more through
    technology than in person.
  • Another one-in-four (25 percent) say they have a
    different frame of reference, especially in terms
    of pop culture .
  • In terms of job expectations, 87 percent of all
    hiring managers and HR professionals say some or
    most Gen Y workers feel more entitled in terms of
    compensation, benefits and career advancement
    than older generations. Seventy-three percent of
    hiring managers and HR professionals ages 25 to
    29 share this sentiment.

10
Employers provided the following examples
  • Employers provided the following examples
  • 74 percent of employers say Gen Y workers
    expect to be paid more 61 percent say Gen Y
    workers expect to have flexible work schedules
    56 percent say Gen Y workers expect to be
    promoted within a year 50 percent say Gen Y
    workers expect to have more vacation or personal
    time 37 percent say Gen Y workers expect to
    have access to state-of-the-art technology

11
Survey Results
  • Over half (55 percent) of employers over the age
    of 35 feel Gen Y workers have a more difficult
    time taking direction or responding to authority
    than other generations of workers.
  • Generation Y workers are an important segment of
    the workforce and literally the future of
    companies and organizations, said Rosemary
    Haefner, vice president of Human Resources for
    CareerBuilder.com. They grew up in a
    technology-driven world where standards and norms
    have changed and often operate under different
    perspectives than older co-workers. As companies
    cultures evolve with each generation, you see all
    workers benefiting from a variety of viewpoints
    and work styles.

12
Survey data
  • Fifteen percent of employers said they changed or
    implemented new policies or programs to
    accommodate Gen Y workers changes, Haefner
    points out, that would have likely benefited
    workers of all ages. Examples include
  • More flexible work schedules (57 percent)
    More recognition programs (33 percent) More
    access to state-of-the-art technology (26
    percent) Increased salaries and bonuses (26
    percent) More ongoing education programs (24
    percent) Paying for cell phones, blackberries,
    etc. (20 percent) More telecommuting options
    (18 percent) More vacation time (11 percent).

13
  • Eighty-one percent of 18- to 25-year-olds
    surveyed a Pew Research Center poll6 said
    getting rich is their generation's most important
    or second-most-important life goal 51 said the
    same about being famous.

14
Challenges
  • As with previous generations, many trends (and
    problems) began to surface as members of
    Generation Y come of age
  • Members of this generation are facing higher
    costs for higher education than previous
    generations.12
  • As members of Generation Y in the United States
    begin to enter colleges and universities in large
    numbers, some of their Baby Boomer parents are
    becoming helicopter parents. Many college
    advisors and administrators worry that this could
    have a negative effect on Generation Y's social
    progress, ego, and developing maturity.13

15
Challenges
  • Many Gen Yers show a trend of interest in
    retro-oriented culture and the potential to
    revive it. Much of the rise in popularity is
    thought to be of Generation X's influence i.e.
    youth being exposed as children to bands of the
    past generations, especially Baby Boomers
    citation needed

16
Challenges
  • Members of Generation Y were found to be
    "demanding, impatient and bad at communicating"
    by a 2007 survey of business owners in Australia.
    The survey found that almost 70 of those
    surveyed found their Generation Y workers to be
    dissatisfying, with poor spelling and grammar and
    no understanding of appropriate corporate
    behaviours. However, the survey also showed most
    employers praised the energy and charisma of
    their Generation Y workers. 14

17
Challenges
  • Gen Y represents more than 70 million consumers
    in the United States. They earn a total annual
    income of about 211 billion spend approximately
    172 billion per year and considerably
    influence many adult consumer buying choices.15
    found that in a survey of 7,705 college students
    in the US
  • 97 own a computer
  • 94 own a cell phone
  • 76 use Instant Messaging.
  • 15 of IM users are logged on 24 hours a day/7
    days a week
  • 34 use websites as their primary source of news
  • 28 own a blog and 44 read blogs
  • 49 download music using peer-to-peer file
    sharing
  • 75 of college students have a Facebook account
    16
  • 60 own some type of portable music and/or video
    device such as an iPod.

18
Question What do you want from a job?
  • Generation Y (born 1980 1995/2001)
  • Fun, challenging, interesting, money not so
    important
  • Generation X (born 1960s-1980)
  • Money, rise, promotion, office with a door,
    window, want your job, respect
  • Baby Boomers (1947-1964))
  • Superannuation, pension, no change

19
What do you want from the boss?
  • Generation Y (born 1980 1995/2001)
  • Dont believe the boss concept, wont follow a
    manager who just talks, wants a mentor
  • Generation X (born 1960s-1980)
  • Stop trying and making promises that cant be
    delivered, want truth
  • Baby Boomers (1947-1964))
  • Go away dont micro manage me, just tell me
    what you want.

20
If the job doesnt deliver?
  • Generation Y (born 1980 1995/2001)
  • Leaves immediately, cant be bought, dont buy
    passion or engagement
  • Generation X
  • Negotiate with you. I need you to focus on work
    life balance (have young children and old
    parents). If dont deliver will stay but will
    start looking elsewhere. Have to spend on them
    talk is cheap
  • Baby Boomers
  • Hang in sometimes said that retire on the job

21
Some characteristics of the Y Generation
  • Pursue personal satisfaction
  • More entrepreneurial savvy and less concerned
    with permanence
  • Not as influenced by authority and role models
  • Peer group is important learning how to
    operate in a group, connected to friends
  • More visual, kinesthetic learners who want to
    avoid information overload (especially print)
  • Not compartmentalized (partitioned) a mosaic of
    expectations all parts of their lives are woven
  • Values and self esteem need to be met in a
    workplace and in their learning

22
Gen Y
  • Far more connected to internet and mobile phones
  • Often consume a major part of family expenditure
  • Know a lot about westerners than the west knows
    abut them
  • More prone to forming communities

23
Gen Y
  • Expect 3 things from Knowledge Management system
  • Real time access
  • Personalization
  • Community
  • By the end of the decade we will have moved from
    a work force that often has to be sold on
    e-learning to the one that demands e-learning,
    knowledge management and communities of practice

24
Gen Y
  • on-line journals
  • The most entrepreneurial generation
  • Digital generation
  • Technology generation
  • Multi tasking is the norm
  • The rise of learning without teaching
  • The rise of one person business
  • Increasing entrepreneurial spirit
  • Leveraging technology
  • Continuous partial attention
  • Limit less exposure through internet

25
What worked and what does not work MY experiences
  • Continuous Competency mapping is a must
  • Short Induction Purposeful
  • Integration and assimilation programs work
  • Learning about the skills before they begin
    Smart strategies like that of Sri Lankan Airlines
  • Invest 20 and Direct 2000 to 20000
  • PRD is learning from your Juniors
  • Be sensitive to invisible benefits of learning
    Results from HRD Audit of a PSU
  • Develop multiple sources of learning
  • Climate surveys work and Dont work
  • 360 DF is a great tool
  • ADC as a self management tool and as an
    induction tool
  • As promotion tools they have doubtful validity
  • Research is an important base
  • Focus on Intellectual capital formation

26
Classical Theories -Revisited
  • Maslows Need Hierarchy
  • Hertzberg's Hygiene-Motivator
  • McClellands Achievement, Power
  • New theories needed

27
Maslow
  • Basic needs met even before birth by Gen X
    Parents
  • Search for identity begins from early childhood
  • Assertiveness takes over. clear thought f what
    he/she wants
  • No more sex stereotypes Girls and boys treated s
    equal due societal changes and opportunties
  • Safety and Security needs met- Family
  • No need for Love and belongingness
  • Joins multiple communities Yahoo groups etc.
  • Creates communities starts own
  • Social Needs
  • Need to establish identity
  • Achievement motivation
  • Less of power
  • Some time social concerns
  • Self actualization
  • Starts in the college days itself

28
Hertzberg
  • Dont even discuss Hygienes
  • Motivators become Hygienes

29
McClelland
  • Achievement Motivation
  • Sense of Efficacy
  • Entrepreneurial Drive
  • Power derived from Networks

30
Contact details
  • tvrls_at_tvrao.com
  • tvrao_at_tvrao.com
  • www.tvrls.com
  • www.hrdaudit.org
  • 91-79-26872718, 26870312
  • 603, Parshwa Building, Bodakdev, SG Highway,
    Ahmedabad 380015, Gujarat, India
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