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Understanding the generational types in
recruitment, retention and training
Growth creates Growth creates opportunitiesopportunities
but also but also challengeschallenges
According to the World Tourism Organization one new hospitality post is created every minute - qualified supervisory qualified supervisory qualified supervisory qualified supervisory and management personnel with a and management personnel with a and management personnel with a and management personnel with a willingness to gain international experience willingness to gain international experience willingness to gain international experience willingness to gain international experience will literally be global starswill literally be global starswill literally be global starswill literally be global stars. Opportunities are predicted to grow exponentially as the rapid increase in hospitality activities create new developments and new challenges.
Source : 4hoteliers.com
In Asia’s gateway cities, with new hotels springing up on almost every corner, the challenge is to recruitrecruitrecruitrecruit and retainretainretainretain 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
Understand Generational typesUnderstand Generational types
Why is it important in recruitment Why is it important in recruitment
and retention?and retention?
The demographics are The demographics are
working against usworking 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
The Bottom LineThe Bottom LineWhile 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.
Who are the generations?Who are the generations?
Baby BoomersBaby BoomersBaby BoomersBaby Boomers
Generation WeGeneration WeGeneration WeGeneration We MillenialsMillenialsMillenialsMillenials////Generation YGeneration YGeneration YGeneration Y
Generation Generation Generation Generation XersXersXersXers
TraditionalistsTraditionalistsTraditionalistsTraditionalists
A productive relationship between an organization and its employees2-way, productive and considered a “win-win”.
Employee: Organization is considered as transparent, responsive and a partnerCompany: 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 andthat improving economy will lead to increased hiring and competition for talent.
The definition of engagementThe definition of engagement
Why is engagement important?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
TRADITIONALISTS TRADITIONALISTS Generation:
Born before 1946Influences:
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 ininstitutions
• 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
BABY BOOMERSBABY BOOMERSGeneration:
Born between 1946 and 1964Influences:
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
GENERATION GENERATION XersXersGeneration:
Born between 1965 and 1981Influences:
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
Gen X Gen X –– How do you keep them engaged?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
GENERATION Y/MILLENIALSGENERATION Y/MILLENIALS
Generation:Born between 1982 and 2000
Influences:Technology, Terrorism, Fall of the Berlin Wall, Violence, NelsonMandela 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
Gen Y Gen Y –– How do you keep them engaged?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
GENERATION Y/MILLENIALSGENERATION 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
All right, now how do All right, now how do
we , HR Managers, use we , HR Managers, use that knowledge?that knowledge?
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 !
Our visionOur vision
“To provide exceptional recruitment and training services in a climate
where quality of employees is a vital consideration”
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