Managing the millennials at the Workplace
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The 2016 annual HR congress focused on managing millennials in the workforce, emphasizing their value to organizations and socio-economic development. Key learning objectives included recognizing generational differences and fostering engaging work environments to enhance productivity. Effective management strategies for millennials were discussed, highlighting the importance of aligning organizational values with their expectations to retain talent.
Managing the millennials at the Workplace
- 1. Gabriel Lubale Phone: 0726 934441 Email: gabriellubale@gmail.com www: gabriellubale.com 12th May 2016 2016 ANNUAL HR CONGRESS Theme: Disrupt the HR As Usual Topic: Managing Workforce Millennials Venue: Sarova Whitesands Mombasa, Kenya
- 2. Learning Objectives 1. Recognize what defines generations at Workplace. 2. Identify how Millennials are valuable to our organizations and Socio-economic development of Countries. 3. Describe working environments (Work Climate Improvements) that engage Millennials and others for Productivity at Workplace.
- 3. Definition of Generations Generations by Categories Range Years of Births Public Figure in Kenya Veterans 1901‐1924 Charles Njonjo –’20, Pres.(rtd) Moi – ’24, Silent/Traditionalists/ Wazee/ Gerontocrats 1925‐1945 VP(Rtd) Moody – ’28, Pres. (rtd) Kibaki – ’31, PM (Rtd)’ Raila ’45, Baby Boomers/ Young Turks 1946‐1963 Hon Martha’57, VC(rtd) Prof. Mugenda – 56, Pres. Uhuru – ’61, Generation Xers 1964‐1978 DP Ruto –’66, CEO Oigara – ’75, Millennials 1979‐1995 Hon Sakaja – ’85, Nameless,
- 4. Millennials in the making: Long Ago Long time ago
- 5. Millennials in the making: Today
- 6. Millennials in the making: Today…. contd And report at Workplace when both have the same fashions.
- 7. Millennials in the making: Today…. Contd: Innocent Qn
- 8. Why HR in the Workplace?
- 9. Why HR in the Workplace? ..contd
- 10. Why HR in the Workplace? ..contd Staff Performance Appraisal System (SPAS) is the component of Performance Management System in the Kenya Public Service and integrates work planning (Annual and Quarterly, Target setting, Performance reporting and feedback. Based on Kenya Vision 2030 and the Public Entities Strategic Plans and 47 Counties Integrated Development Plans. The General Objective of the SPAS is to Manage and Improve Performance Management Framework implementation of the Public Service by enabling a highest level of staff participation.
- 11. Managing Workforce Millennials and also others
- 12. Formative messages shape millennial work style Formative Message Workforce Expectation and /or result You are special• To be treated respectfully Lots of recognition and promotions Friendly environments with positive people ”Be Smart” To be challenged To learn new knowledge and skills No one left behind To work in teaming environment Connect 24/7 Feel rewarded by new technology Flexible work arrangements Achieve now Involvement in high impact projects, soon after hire Promotions early and often Not used to being told “No•” Challenge authority Assert thyself Be civic minded, volunteer Do not see money as their only source of happiness Work to live not live to work Close relationship with parents, Guardian or Significant other Parents may get involved in recruitment, decision where to work Get along with Baby Boomer boss
- 13. Millennials have one foot out the door Millennials represent an increasing share of the workforce (evidenced by the data analysis at County Lamu of Lamu - 2016, by Deloitte – 2016 and by PWC - 2011 it showed that: 1. Millennials have inched past the other generations to corner the largest share of the Kenyan labour market and Worldwide. 2. Millennials occupy senior positions. They are no longer leaders of tomorrow, but increasingly, leaders of today - as such, their views on how business or service delivery does and should conduct itself are of more than academic interest. 3. Millennials are taking their values with them into the Committees or Boardroom. As the Millennial generation gets older, a larger proportion are also becoming parents; the opinions of Millennial moms and dads can’t be wished away.
- 14. Millennials have one foot out the door .. contd
- 15. County Government of Lamu Workforce 0 100 200 300 400 500 600 700 800 900 Millennials Generation Xers Baby Boomers Traditionalists Veterans / Wazee Human Capital No. Strength 384 284 145 0 0 813
- 16. County Government of Lamu Workforce ..contd Female 36% Male 64%
- 18. Millennials have one foot out the door .. contd
- 19. Values guide where Millennials work, what assignments they will accept 1. personal values/morals 2. Impact on clients /public, customers 3. personal goals and ambitions/ career progression 4. Being true to the organization’s values or overall sense of purpose 5. Meeting the orgn’s formal targets or objectives, e.g., bottom line or quality service stds 6. Avoiding trouble/minimizing personal risk 7. Impact on colleagues
- 20. Values guide where Millennials work, what assignments they will accept .. contd
- 21. How to Bridge the gaps and retain the talent The link between Millennials’ loyalty and their feelings about business are not a coincidence. Thus, those organizations that “do the right thing” may be less likely to lose their Millennial employees. 2015 Deloitte survey provides some ideas as to how this “brain drain” can be arrested, with three key actions : 1. Identify, understand, and align with Millennials’ values. 2. Satisfy the demands Millennials have of employers. 3. Support Millennials’ ambitions and professional development.
- 22. How to Bridge the gaps and retain the talent .. contd
- 23. Reasons for choosing to work for an organization 1. Salary or other financial benefits
- 24. Reasons for choosing to work for an organization .. contd 2. Flexibility i.e., remote working, flexible hours
- 25. Reasons for choosing to work for an organization .. contd 3. Good work/life balance 4. Opportunities to progress/be leaders 5. Sense of meaning from my work 6. Professional development training programs 7. The impact it has on society 8. The quality of its products/services 9. Strong sense of purpose 10. Opportunities for international travel 11. Fast growing/dynamic 12. A leading company that people admire 13. Invests in and uses the latest technology 14. The reputation of its leaders
- 26. Reasons for choosing to work for an organization .. contd
- 27. DO’s when managing Millennials 1. Encourage them 2. Learn from them 3. Provide them with advanced tools 4. Offer flexible schedules 5. Create opportunities for on‐going training 6. Give short deadlines and clear outcomes 7. implement recognition programs 8. Coaching instead of Bossing 9. Provide regular feedback 10. Design mentorship programs
- 28. Dont’s when managing Millennials 1. Throw a wet blanket on enthusiasm - Dale Carnegie 2. Interpret their expressing opinions as a lack of respect 3. Fall short of meeting high expectations 4. Discount ideas because of lack of experience 5. Allow negativity 6. Be harsh or say you are disappointed in them 7. Feel threatened by their technical knowledge
- 29. Summary: HR for All Generations Generation Goal at Work Career Path Feedback Rewards Traditionalist Build a Legacy Job changing has Stigma No news is good news Satisfaction of a job well done Boomer Build a Stellar Career Job changing puts you Behind Once a year whether needed or not Money, Title, Recognition Generation Xers Build a Portable Career Job changing is Necessary So, how am I doing? Freedom Millennials Build Parallel Careers Doesn’t need to be a Straight Line From virtual Coach/Mentor at touch of a button Work that has Meaning
- 30. Parting Shot “Millennials combine the teamwork ethic of the Boomers with the can‐do attitude of the Veterans and the technological‐savvy of the X‐er’s. At first glance, and even at second glance. They may be the ideal workforce and ideal citizens.” ‐ Ron Zemke, Claire Raines and Bob Filipczak co-authors of “Generations At Work”.
- 31. THANK YOU