Download pdf - NASSCOM Engineering Summit 2013: Managing multi generational work force - Puja Kohli, iPrimed

• A huge pool of youthful talent in young India leading to a gradual juniorisation of workforces in the last decade especially in the IT/ITES sector for managing costs and building employability

• A new set of values and ethos in the new generation (termed as millennial) influenced by an evolving socio cultural and economic climate

• Rapid advancements in technology and evolution of multiple channels of communication and media.

• Urban and semi urban talent acquisition efforts, leading to cultural and regional heterogeneity in workplaces

• The youth exhibiting distinct differences in expectations from work and life compared to earlier generations

• Pressure on traditional managerial styles and work environment to manage their aspirations and engagement

The industry study on ‘multi generational workplaces- competencies at play’ was commissioned to explore this phenomena

A simple definition of generation is a group of individuals born and living at the same time, most of whom are the same approximate age having similar ideas, attitudes and problems. A little more complex is the sociologist’s view, ‘generation’ viewed as a group of individuals of similar ages whose members have experienced a noteworthy historical event within a set period of time and hence the socio, political cultural environment during the formative and growing years influences and shapes their attitudes and beliefs forming a collective world view.

Puja Kohli & Associates

Overview of the study

Objective

Hypothesis

Framework

List of participating organizations

Respondent demographics- Highlights

Executive Summary

Decoding the millennial

Values, World Views, Work Ethics, Interpersonal Relationships, Commitment, Respect

Attributes

Role Models

Gender Nuances

Socio Cultural Nuances

Lessons for the corporate sector

The need for change

Moving forward

New Competencies

Detailed Findings

Detailed demographics

Detailed analyses of multiple choice responses

Appendix


Objective

Hypothesis

Framework



Executive Summary



Attributes

Role Models

Gender Nuances



The need for change

Moving forward

New Competencies

Detailed Findings



Appendix

The focus of the study is to explore ‘Competencies’ needed to manage the millennial in a multi generational work environment.

The millennial are exhibiting distinctly different behaviours having grown in an era of plenty, and amidst societal, cultural and technological changes that are shaking traditional managerial styles and working environments.

The study aims to create an industry wide perspective by targeting organizations and gathering data both through quantitative and qualitative means.

Based on our continued research over the last two years around generations and the organization, we have developed the hypotheses that both the home environment and the organization needs to be explored to conclude on the competencies required to manage the millennial at the workplace

The study aims at understanding the following: The dilemma and role of parents today The dilemma and role of managers today The expectations and aspiration of Gen Y & Z as a child and as a member of an organization

A quantitative technique with a multi choice questionnaire administered to an identified target population.

The multi choice questions were responded with a single correct answer/with multiple correct answers

Free text answers and stories gathered

The respondents polled as ‘Parents’ were born between 1950 to 1969

representing primarily the generation known as Free Gen and Gen X

The respondents polled as ‘Child’ were born 1980 onwards representing the

generation known as Gen Y and Gen Z or the ‘millennial’

The respondents polled as ‘Managers’ were born between 1970 to 1979

representing primarily the generation known as E Gen

The respondents polled as ‘Employee’ were born 1980 onwards representing

the generation known as Gen Y and Gen Z or the ‘millennial’


Objective

Hypothesis

Framework



Executive Summary



Attributes

Role Models

Gender Nuances



The need for change

Moving forward

New Competencies

Detailed Findings



Appendix

7931 members across multiple generations participated in the overall study with a survey completion by ~5400 respondents

The study was conducted across 10 organizations from the IT/ITES industry with employee strength ranging from ~ 3000 to more than 100000

Gen Y and Gen Z contributing 76% of the working population, E-Gen at 15% and Gen X and Free Gen with about 9%.

597 responses were received

from employees in their respondent role as ‘Parents’


from employees in their respondent

role as ‘Child’



role as ‘Employees’



role as ‘Managers’

Click for view on additional demographic cuts

According to managerial observations : Age & Experience, Thinking Styles predominantly feature as some of the top elements that impact workplace behaviors.

Based on responses by 868 Managers, on the elements that impact workplace differences which have been observed through members of their teams and the organization at large

16% 18% 4%

19% 9% 14%

32% 39%

18%

46%

30% 29%

38% 34%

42%

30%

38% 39%

13% 9%

36%

5%

23% 18%

0%

20%

40%

60%

80%

100%

120%

Values Age and Experience Gender Thinking style (conservative vs

progressive)

Multi-culture (regional, ethnic

background)

Upbringing and exposure (Metro,

City, Town, Village)

4-Never

3-Somewhat

2-Often

1-Most Often


Objective

Hypothesis

Framework



Executive Summary



Attributes

Role Models

Gender Nuances



The need for change

Moving forward

New Competencies

Detailed Findings



Appendix

VALUES

INTERPERSONAL RELATIONSHIPS

COMMITMENT

WORLD VIEW

WORK ETHICS/ATTITUDE

ADDITIONAL INSIGHTS

World View

• The Millennial develops his/ her value system primarily through self experience rather than learning second hand from authority figures such as parents/ teachers.

• Excellence /Perfection is the least picked up value while growing up

• He/ she is comparatively more Honest and Truthful and has a higher Respect for Self than earlier generations and they demand the same from all their relationships

• Excellence / Perfection and Transparency are significant areas of struggle for the millennial employee and these values have a direct impact on delivery quality at the workplace.

• Loyalty is not considered to be an important value.

• Though the millennial employee does not struggle with displaying a Positive Attitude, he/she did not realize its importance while growing up

AT HOME AT WORK

Click for a detailed view of Values

Positive strength

Area of Development

Needs to be considered with implications

Potential Risk

ATTRIBUTES

QUALITATIVE INSIGHTS RISK TAKING ABILITY

BEING COLLABORATIVE

BEING SELF MOTIVATED

The most admired quality by far is the Adventurous, free spirited, fun loving nature of Gen Y & Z

Other admired qualities include their

comfort with technology

confidence

creativity

ability to be connected and sociable and their informal/ friendly approach

Least admired or perhaps not sufficiently displayed are the qualities related to

risk taking

being collaborative and being self motivated

ROLE MODEL

QUALITATIVE INSIGHTS EMERGING DEFINITION OF A FRIEND

EMERGING DEFINITION OF A PARENT

TRUSTED CAREER ADVISOR

The trend clearly demonstrates the emergence of a ‘Friend’ as a primary influencer and a significant drop in the role of educational environment and faculties which used to be a

key influencer beyond homes in the past.

As observed through the study, “Friends" occupy the primary position for the youth as a 'role model' in their lives.

Parents (both father and mother) still hold the next position as role model in their child's life, followed by famous personalities from the corporate world (42%). This suggests an overwhelming influence of the corporate world in the lives of the millennial.

Belief in a diverse world view as symbolized by politicians and activists, social workers, teacher/mentor, has all been rated low.

Parents

Aspects of career guidance the millennial look for in their trusted advisors The growth prospects of the organization; image & stability How to handle difficult situations & meet expectations at work Personal experience sharing – stories of past excellence Value-Benefit of opportunities through objective discussions for evaluating job, culture, colleagues etc Financial management ** Father features predominantly; Mother – for ‘education’ & stress handling

Friends/ Peer

Understanding of available opportunities Happiness Factor: how does one seek emotional engagement in the workplace Factors that build employability & market relevant skills Knowledge sharing, keeping abreast with technology trends, and areas of specialization Technical support : Project Handling Tips Feedback/ Opinion about current state or dynamics at work e.g. how to deal with difficult managers, cultural or transition issues

Work challenges & resolutions for task at hand Certification opportunities Best practice sharing Performance Factors Areas of Improvement

Manager

Other Confidantes: Sibling or in law

Spouse Mentor Teacher

GENDER NUANCES INFERENCES

SOCIO CULTURAL NUANCES QUALITATIVE INSIGHTS

CHILD SPEAK: INSTANCES OF INTERGENERATIONAL CONFLICTS

Traditions & Customs

Religious beliefs – value of ‘GOD’

Marriage – especially Inter caste, love

Caste system

Gender based differences

Superstitions

Mindsets or thinking styles..resistance to change, risk taking

Relatives & extended family relationships, attending functions

Higher education

Pace & outcome of decision making

Finances, Expenses

Hobbies, interests

Attire, entertainment – late night, dining out, friends

Recurring theme…God, superstitions, inter caste marriage, values & beliefs, difference between girl & boy – freedom for education, working, marriage choice and age.

NOTE: Older generation definition by the youth (for this section) •Parents •Grand Parents •Relatives

Qualitative comments & stories of inter generational conflict reveal a predominant traditional mindset reflective of the socio cultural backgrounds from where the millennial talent hails


Objective

Hypothesis

Framework



Executive Summary



Attributes

Role Models

Gender Nuances



The need for change

Moving forward

New Competencies

Detailed Findings



Appendix

THE NEED FOR CHANGE EMERGING ROLE OF MANAGER

EMERGING WORK ENVIRONMENT

QUALITATIVE INSIGHTS: PASSION & CAREER

COMMENTARY : WORKFORCE DIVERSITY

The new age employee is demanding a new world order, and an eco system to flourish his or her own career…their view of an engaging world is one -

that provides opportunity to build skills & competencies

that is friendly with approachable managers

that gives freedom & empowerment with flexible policies & systems

that encourages objective dialogue and inclusion in decision making

that nurtures creativity by failing & learning rather than always following

standard prescribed processes.

that is moving from ‘Plan-Control-Review’ to ‘Engage-Incentivize-Flexible’

that is sensitive to work life balance and personal time offs

The work place environment seems to be at conflict with the environment that the millennial have grown up in. This, however does not compromise with the focus on ensuring discipline in a balanced manner, reinforcing values and working with other dilemmas that are being expressed.

MOVING FORWARD RECOMMENDATIONS FOR THE CORPORATE SECTOR

EMERGING COMPETENCIES BUILDING GENERATIONAL COMPETENCE

EMPLOYEE SPEAK: RECOMMENDATIONS TO MANAGE YOUTH

PARENTS SPEAK: COACHING TIPS FOR ORGANIZATIONS

Keep the Youth Informed about the good & bad – Be HONEST & Avoid NEGATIVITY

Open Door Policy

Emotionally engage & build family connect

Flexibility in work timings and attire

Listen and understand their perspectives.

Provide opportunities that utilize their skills rather than fitting their skills to the job at hand

Be approachable, break down all closed office spaces..develop informal relationship to get insights into the next gen thinking

Encourage innovation.

Create Social Networks – intra organizational

Build Role Models

Sensitize on long term career visioning through various platforms.

Reward ethics. Reward soft skills. Reward loyalty. Reward perseverance. Reward honesty and integrity…and not just financial awards or performance

Advice for the Organization by Parents Traditional methods of work place policies do not work anymore…Be ready to change work place policies, every year if required, based on the changing needs and demands of the youth today.

One size fits all was not an efficient way to create org people policies in the

past and it is even more inefficient today since the diversity in their aspirations is way too high due to the recent diversity in the environment in which they have been brought up.

The hygiene dimensions of professional world must change. The professional and social ecosystem must nurture the right honest and fair system of promoting the right activities to induce the right behavior systematically so as to align the people naturally. The role of the seniors in making this a very important and the message of only the right and fair things will get patronized must be clearly sent.

Is our personality progressive & adaptable?

Are we culturally aligned to meet the aspirations of a youthful workforce?

Do we recognize contrasting values?

Are we comfortable with change?

Do careers inspire a long term commitment?

High Level Overview of Intervention

Building Generational Competence - a custom approach for organizations

Understanding & Alignment

Generational Cohorts: deep dive

Stakeholder alignment on Research Findings (Master Industry Report: Managing in a Multigenerational Workplace) to establish the significance through data and pattern generation

Synopsis

http://nasscom.org/managing-multigenerational-workplace-nasscomiprimed-study

Contextual Framework specific for Organization

Preparing the Business Case

Road map

Deploying the Cycle of Change

Phase 1 Phase 2

For further details on the master report and intervention, refer next slide for contacts

Renew

Realign

Reframe

This model is the intellectual property of the author










http://www.nasscom.org/initiatives/diversity

Master Report

NASSCOM Members : Rs.12000/-

NON NASSCOM Members: Rs 15000/-

Understanding the Intervention

Contact Puja Kohli :[email protected] For organizations who are interested to partner with us and deploy the custom intervention, the report will be available at a discounted rate as part of the intervention toolkit.


Objective

Hypothesis

Framework



Executive Summary



Attributes

Role Models

Gender Nuances



The need for change

Moving forward

New Competencies

Detailed Findings



Appendix

Appendix

43%

53%

48%

37%

43%

15%

16%

18%

21%

20%

25%

21%

23%

29%

25%

17%

10%

11%

14%

12%

0% 20% 40% 60% 80% 100% 120%

50's

60's

70's

80's

90's

Place of Residence, First 15 years

Metro

City

Town

Village

12% 16%

17% 25%

40%

88% 84%

83% 75%

60%

0%

20%

40%

60%

80%

100%

50's 60's 70's 80's 90's

Gender - Age

Female

Male

Organizations have a far healthier

gender ratio for the

millennial workforce than

those born between 50's

and 70's

The preference is for semi formal and casual dressing for millennial

The graph clearly shows a skew towards having been born and brought up in a metro for the older generation (e.g. 60’s) to a significant drop for the 80’s with a more equitable distribution of talent having been raised in cities, towns and villages.

There is a downward trend for the preference for English between those born in the 50’s & 60’s and those born in the 80’s & 90’s

31% 29% 23%

12%

14%

49% 51%

54% 60%

62%

0%

10%

20%

30%

40%

50%

60%

70%

50's 60's 70's 80's 90's

Language preferred - Age

English

Local language

Mother tongue

Official language - Hindi

0% 20%

40% 60%

Village

Town

City

Metro

26%

25%

28%

24%

42%

43%

40%

49%

Attire - Place of Residence, First 15 years - Age (80's)

Traditional/ Ethnic

Semi Formal

Casual

Business Formal

Back

Values

What is the value system of the youth today? What do they struggle with and how does this impact their performance at work?

Parents The values that have undergone maximum change over time in the youth of today

Child Important values picked up during the growing years

Managers Values that do not get exhibited consistently by the millennial

Employees Values that are important in the workplace and were unaware of its relevance in the growing years

Highlights Excellence/ Perfection - Managers have selected this value as the one that is least consistently displayed by the millennial at the

workplace and it is also amongst the top 3 values that employees say they were not aware of while growing up. This resonates with

the millennial rating this as one of the least picked up values while growing up and parents also including this amongst the top 3

values that have undergone maximum shift from earlier generations

Transparency - Like excellence /perfection, transparency is another value which employees seem to struggle with at the workplace

and which does not seem to be a value inculcated at home during their growing years

Loyalty - Parents and Managers agree that Loyalty is a value that the millennial struggles with while millennial themselves do not

see this as an area of importance/ concern.

Respect for Self and others and Honesty/ Truthfulness - The resonance of these top two values between parents and youth, seems

to indicate a positive change from the value systems held by earlier generations.’ The comparatively neutral responses indicate that

at the workplace these values are not an area of struggle

Positive attitude - Though the millennial employee picked up this value while growing up and does not struggle as much with it at

the workplace, they were least aware of its importance while growing up.

The value of 'bonding' is emerging as a significant one that male millennial and those born in villages struggle with indicative of cultural stereotypes at play

Parents and Managers who spent their growing years in villages, have identified ‘integrity and fairness’ as a value that has undergone a change in the millennial and one they struggle with at the workplace

Managers and Employees without overseas work experience have identified ‘honesty and truthfulness’ as an area of struggle contrary to general perception

PARENT MANAGER

While the top 3 observations are similar for parents, irrespective of

gender, additionally fathers (33%) believe the value of 'bonding' and

'positive attitude' have undergone large change, while mothers (30%)

believe 'humility' has undergone large change

Parents born and brought up in the villages (11% respondents), have

additionally observed some values which have undergone minimum

change - Humility, Integrity and fairness, Loyalty

Managers born in villages (11% of respondents) additionally believe

that employees struggle with consistently displaying the values of

integrity and fairness, bonding and respect for self and others ahead

of transparency

Managers without overseas work experience (41% respondents)

have identified honesty/ truthfulness among the top 3 values not

consistently displayed overshadowing Loyalty

CHILD EMPLOYEE

Women have included faith (in oneself and others) as a value they

picked up to a lesser extent while growing up while Men have added

'bonding' to this list

Millennials who spent their growing years in villages have included

'bonding' as a value they least picked up at home

Employees born and brought up in villages (12%) have included

respect for self and others and honesty and truthfulness among the

top values that they have learnt are important in the work place

Employees without overseas work experience (66%) have included

honesty and truthfulness ahead of loyalty as a value they were

unaware of being important while growing up

% here, is the distribution of respondents and not the responses e.g. 33% of the respondents who are fathers made an observation

There has been a possible dilution of passing down values, beliefs and learnings through generations which was

the traditional mode of moral education in Indian households.

The learning of values seem to be more situation based or real-time

The values education through ' schools and teachers' seems to be disappointingly low with a score of only 21%

high and ranking close to the bottom.

Honesty & integrity

Patience & understanding before giving solutions

Humility in interactions

Adaptability to diverse situations

Learning from mistakes

Transparency with the end customer or partner

Excellence & perfection

Value - belief in organization & self

Tenure (loyalty)

Positive attitude

Maintaining cultural identity yet flexibility to adapt to other cultures

While the youth today is stronger in some values that differentiate them from earlier generations, there seems to be a perceived dilution of value education at home and in educational institutions indicated by the struggle expressed by parents and the application of values @ work. Additionally, there also seems a need to redefine some norms to accept newer ways of thinking and behaving, or the gap between traditional outlook and actions taken by the next generation would keep increasing.

Parents, Managers and Employees having selected ‘excellence and perfection ’ as an area of struggle for millennial is perhaps reflective of a general lowering of standards in the education machinery in India which then conflict with workplace expectations which have become global and more demanding. Teachers and schools being ranked low as a source of value education further enhances this inference.

Organizations should seek to inculcate / enhance the values of 'excellence and perfection' and 'transparency' in their young workforce as these influence the delivery of work and the potential to grow.

Given that the millennial imbibes values better through life experiences perhaps an experiential approach towards enhancing these values at the workplace will have the desired impact.

It may also be worthwhile to re-examine the meaning and importance of ‘loyalty’ as it is traditionally understood versus how it applies to the millennial employee and help Managers deal with this new reality.

The lower rating for the value of 'respect for self and others' resonates with managers and millennial with roots in villages indicating that this particular sub group of employees may need additional help with demonstrating this value at the workplace.

Similarly millennial employees without overseas work experience seem to struggle more with 'honesty and truthfulness' and this is endorsed by managers as well; perhaps exposure to other cultures and work ethics enhances this particular value.

Back

Saundarya Rajesh, Breaking the Generational Divide - Understanding the Indian Woman Professional.

Puja Kohli, Being Aware of Accommodating and Arbitraging, CGI & NASSCOM, 2011

Puja Kohli, Understanding your Workforce. SHRM, 2012

Prosumer Report: The Emergence of New Customer, EURO RSCG WORLDWIDE, 2010.

Prosumer Report: Millennials: The Challenger Generation, EURO RSCG WORLDWIDE, 2011

Tom Verghese, Generational Diversity in the Today’s Workplace, 2009

Beyond Generational Differences, Bridging Gender & Generational Diversity at Work, CATALYST, 2010

Puja Kohli - Organizational Development, People and Change Management Specialist Puja has about 15 years of experience with multi nationals in India across the

services industry providing strategic HR thought to shape the human capital

strategy and enabling a diverse culture.

Navin Kumar – CEO & Founder, iPRIMED Navin is the CEO and Founder of iPRIMED in May 2009 – an organization

focused on career management and enhancing employability of professionals

by driving intrinsic transformation, led by people from the industry, leveraging

a model under patent.

Shubhra Shailee – Research & Marketing, iPRIMED (August 2010 – Present) At iPRIMED, Shubhra anchors research and publications in the online and

print media. She helps in spreading iPRIMED’s philosophy through social

media.

Aparna George Aparna has 10+years of experience in Human Resources with Accenture and

Mercer Human Resource Consulting across areas of the function including

performance and career management, policies, internal controls and compliance.