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Amit Panchal - Gen Z-ers, GenX, Millennials, Boomers - Disruption in the Multi-Generational Workforce

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Amit Panchal - Gen Z-ers, GenX, Millennials, Boomers - Disruption in the Multi-Generational Workforce

  1. 1. Gen Z-ers, GenX, Millennials, Boomers – Disruption in the Multi-Generational Workforce. With the changing workforce landscape, how do leaders engage their employees, drive change, and embrace the corporations vision, charter, and culture. What are the best methods of collaborating internally, externally, and globally.
  2. 2. PersonalDirector of Strategy Industry Experience Education Who is Amit Panchal Microsoft  Global Account Technology Strategist (GATS)  Enterprise Strategist Seasoned IT Senior Leader  Director of Server Operations for McGraw Hill / Standard & Poor's / JD Power)  Infrastructure/Mobility/ Messaging Manager for Louis Vuitton, NY & Co  Military Veteran  US Navy 1994-1998 / USS Harpers Ferry (LSD 49) - Sailor of the Year  MBA, Technology Mgmt.  Professor of Management  New Jersey Institute of Technology – School of Management
  3. 3. THE WORLD HAS CHANGED. …and continues to change …rapidly
  4. 4. What percent of the Fortune 500 from 1975 exists today?
  5. 5. The World’s Largest… The worlds largest taxi company in the world owns no cars… Largest phone company has no lines… The worlds largest hotel company in the world owns no rooms and owns no real estate… Worlds most valuable retailer has no inventory… The world’s biggest media company creates no content…. The worlds largest software company doesn’t write their apps… Worlds biggest classroom / school has no desks… Worlds largest cinema has no theater…
  6. 6. How prevalent are modern workstyles?
  7. 7. 45% use social tools at work 4X as many devices per user 5 generations together in the workforce 72% of workers will be working remotely by 2020 2x as many teams 80% of employee time is spent collaborating A changing modern workplace
  8. 8. 1922 – 1945 Veterans, Silent, Traditionalists 1946 – 1964 Baby Boomers 1965 – 1980 Generation X, Gen X, Xers 1981 – 2000 Generation Y, Gen Y, Millennial, Echo Boomers Born after 2000 Generation Z, Digital generation
  9. 9. Generational Preferences at Work Baby Boomer (1946-1964) Generation X (1965-1979) Millennial (1980-1997) Generation Z (1998-2020) In Person Meeting Virtual Online Meeting (No Video) Virtual Online Meeting (Video) Email Team Workspaces Instant Message (IM) Enterprise Social Networking Persistent Chat Conversational User Interfaces Mostly preferAlways prefer Somewhat prefer Occasionally prefer Do not prefer
  10. 10. The generation commonalities that companies leverage View work as a vehicle of personal fulfillment See workplace culture as important to job satisfaction Want a supportive work environment Career development is a high priority Flexibility is important
  11. 11. Veterans: Baby Boomers: Generation X: Generation Y: Generation Z: HARD WORKERS WORKAHOLICS WORK – LIFE BALANCE WORK – LIFE BLEND YET TBD
  12. 12. Employee Engagement Pays High Dividends
  13. 13. #TheOther91 39 How can we better engage all generation in the workplace  Experiment with mixed-age teams and reverse mentoring programs to enable individuals to lean from each other  Create open work spaces where Boomers can conduct meetings, Gen Xers can collaborate and millennials can problem solve with a group  Develop incentive plans that reflects the stage of life for each generation  Avoid generations based ERGs, they can often reinforce stereotypes © 2017 Center for Talent Innovation
  14. 14. Manager Mentor Sponsor Coach
  15. 15. #TheOther91 If offered a senior leadership position at their company tomorrow… Majority Millennial women in our sample are 55% more likely to turn down the position than their male peers (34% vs. 22%) Millennial women continue to downsize their dreams.
  16. 16. #TheOther91 • Millennials seen as flighty and “not ready” • In 2014, companies spent on average just $1,229 per Millennial employee on learning/training – less than the cost of an employee’s computer But companies are not investing in training IN THE UNITED STATES… 30  avg. age a person becomes a manager 42  avg. age leadership training is initiated 12 year gap between becoming a leader and receiving leadership training
  17. 17. 27.7% 72.3% Generation Y Rest of the workforce
  18. 18. 40% 60% Generation Y Rest of the workforce 27.7% 72.3% Generation Y Rest of the workforce
  19. 19. Ten Behaviors for Inclusion – what can you do? Behaviors Examine your assumptions 1 Make a habit of asking questions 2 Ensure all voices are heard 3 Listen carefully to the person speaking until she or he feels understood 4 Address misunderstandings and resolve disagreements 5 Why? Examining assumptions offers the opportunity to understand people and situations more fully and look beyond initial biases Asking questions gives the opportunity to undermine incorrect assumptions—and shows people you value their input When some voices aren’t heard, ideas are excluded and the entire team suffers Inclusion requires two-way communication acknowledging and making an effort to understand different perspectives When people with different backgrounds and perspectives fully contribute, the potential for conflicts and disagreements increases Practical Examples • Ask yourself what assumptions you have made • Do you know that they are true? • How could you find out? • Ask people when you aren’t sure what their thoughts, feelings, or motivations are • Ask people for feedback • Ask people how you can work together more effectively • Listen fully • Intervene when someone is being discounted or ignored • If you have insights or concerns you didn’t get a chance to share in a meeting, send a follow up email • Acknowledge all contributions in a discussion • Before you respond, paraphrase what you heard • Recognize all ideas add value • Build on the thoughts and ideas of others • Use disagreements as a catalyst for learning • Seek a third party to mediate • Develop team mechanisms to address disagreements Behaviors If you have a strong reaction to someone, ask yourself why 6 Include and seek input from people with a wide variety of backgrounds 7 Take action to reduce stressful situations 8 Understand each person’s contribution 9 Be brave 10 Why Strong reactions can point toward hidden biases that can be examined Diverse input helps us innovate, serve customers better, and better anticipate potential issues People are less likely to act or speak from a biased stance when in an environment that feels calm and safe At its core, an inclusive organization creates an environment in which all people add value To create an inclusive work culture, each person must deal with the discomfort of change and take the risk of challenging norms Practical Examples • If you are angry or offended by someone, what assumptions have you made about their intent? • How would your experience be different if you assumed that person had positive intent or shared your goals? • Ask yourself whether you have solicited diverse input; if not, whose input can you request? • Invite quiet members to speak and contribute • Vary processes for how ideas are shared • Keep a calm demeanor • Don’t speak loudly or interrupt • Pause before you speak • Eliminate distractions • Relieve time pressures when possible • Ensure everyone on the team understands how each person’s role is essential for the team • Align individual contributions, team goals, and your organizational mission • Examine micro-behaviors as clues to hidden biases • Consciously adjust your micro- behaviors when appropriate to be more inclusive • Accept mistakes as a necessary part of the learning process

Notas del editor

  • Seasoned IT executive
    Director of Server Operations for major financial, publishing firms
    Responsibility for:
    Authentication, Messaging, Mobility Systems
    Virtualization, VMware, Citrix, Hyper-V
    Wintel, Linux, SUN/Mainframe systems, Oracle
    Managed 9000+ virtual, physical server environment for 25K users
    Experiences in media, advertising, financial, government, military (US Navy), retail, and publishing sectors
    Managed/supported enterprises systems supporting 25K+ users, 270+ global locations
    Managed 75+ personnel; 5 direct managers; offshore/outsourced team

    Personal
    CTO qualifications and leadership

    Associate Professor of Management
    St. Peters University

    MBA, Technology Management
    May 2009
    New Jersey Institute of Technology

    Military Veteran
    US Navy 1994-1998,
    USS Harpers Ferry (LSD 49) - Sailor of the Year 1995

    ITIL certified, MOF foundations trained

    Quick, thorough, meticulous, strategic thinker, and Excellent communicator
  • Slide Objective: Discuss the pace of change and highlight the challenges that modern organizations face.

    We live in a world where devices outnumber people and create more data than people can consume. The pace of change is faster than ever. Technology has led to disruptions in our personal and our professional lives.

    The world has changed.

    We used to talk about trends as if they were in silos – CoIT, BYOD, IoT etc. The trends are still important and have impact by themselves, but their combined impact is greater, and we need to reimagine productivity in order to remain successful as individuals and as companies.
    We are productive when we make things, and make things happen. Sometimes on our own, but more often together.
  • The world’s biggest media company creates no content….Facebook
    Worlds biggest classroom has no desks…udacity/Khan academy

  • Slide Objective: Discuss the power of networks and the relevance to productivity in a mobile-first, cloud-first world.

    We are greater than the sum of our constituent parts.

    Networks are nothing new. Human beings have been building and developing networks throughout history. The world's longest-standing network (still in existence), is the Central Commission for Navigation Rhine founded in 1850.

    The Commission was created to promote cross-border travel on the Rhine River in Europe. Trade networks of the 19th century paved the way for postal unions, telegraph unions, telecommunications networks, and now the WWW.

    What does this mean for productivity?

    Making things has always required having the right tool at the right time. Today, we use tools built with software. And with the right software any device can become “the right tool” and any time can become “the right time”.

    Harnessing our human capital with the right tools and leveraging our network is crucial to success in a mobile-first, cloud-first world.
  • For presentation guidance and speaker notes, please visit http://aka.ms/MW_OnRamp

    Give context on the speed of growth of social networks.
    Socially networked communications are rapidly taking over as a more effective way of exchanging information in the modern world. One recent study estimates that enterprise social platform usage will grow from 208 million users in 2013 to 535 million in 2018 (2).
    So what’s driving this growth? Because Networks are open and transparent by nature, they help unlock the tacit knowledge of employees and create shared intent. This accelerates innovation, responsiveness, problem solving and learning. People feel more productive (1) and information flows faster and is more likely to reach the right people through networks than through hierarchical and point to point communication structures
    This change in communication tools is putting massive stress on existing hierarchical organizational structures. Built to control information flow, they suddenly need to accommodate networks that are more open and transparent, and assume that decisions are made at the edges.
    Optional Example:
    One of the most hierarchical organization around, the US army, even recognized the power of this: General McChrystal, in Iraq and Afghanistan, realized they were a hierarchy fighting a network. To fight a network, they had to think like a network. They went from a need to know basis to a need not to know basis with their communications. Suddenly, they were reaching all kinds of people in their own troops who were reaching back and helping them, people they wouldn't have ever thought to reach out to. Most importantly: they built trust and aligned purpose amongst the troops that let to highly effective shared consciousness. As a result, the organization was able to make decisions faster and function at a much higher level.

  • For presentation guidance and speaker notes, please visit http://aka.ms/MW_OnRamp
    Who was most social influencer
    Who has heard of task rabbit

    Clarify that networks are also becoming the organizing principle for people to get together and create value.
    Networks are also becoming the organizing principle for people to get together and create value.
    The talent pool is now global. With 40% or more of the US workforce expected to be made up of contingent or independent workers by 2020, people will increasingly use networks to form teams fluidly around projects as needed. (like the Hollywood model)
    This means that teams and collaboration are becoming more important. We used to focus on productivity tools for individuals, but in the information abundant world the opportunity for value creation is shifting to the collective.
  • Digital disruption is happening now in companies large and small, and yet, we are still largely running our organizations the way we always have. Doing the same things repetitively, at scale and with a focus on maximum efficiency. But a shift is underway. In the real-time, mobile-first, cloud-first world, these are no longer the best strategies for success or even survival; agility and flexibility are increasingly important alongside efficiency. 
    The Shift – Change imperatives for business today –

  • A new culture of work is emerging, being driven by 4 trends

    1. Routine work- > creativity and knowledge work

    2. Individual productivity -> teamwork

    3. Tolerance for complex -> hunger for simplicity

    4. Random attacks -> Sophisticated, coordinated threats
  • The way in which organizations work has evolved. Both work styles and the workforce are becoming more and more diverse. There are several trends – and challenges – that we’re seeing.
     
    [MOBILE AND SOCIAL]
    When people collaborate today, they leverage social tools– 45% use social technologies in their day-to-day work3.
    Users also work across more devices - in the past five years, the number of devices per user has increased 400%.4 The mobile phone has completely changed how we communicate and work. Many users live on their phone. In addition, people use different apps and services resulting in them having to jump between different experiences during the day.
     
    [DIVERSE AND GLOBAL]
    The workforce itself is more diverse. For the first time, there are five generations together in the workplace, – all with different background in technology and different expectations about communication and collaboration tools. For example (hold up phone if available), some people are comfortable chatting on a phone, others prefer e-mail, or face to face.
    Teams are increasingly geo distributed. Employees are no longer necessarily in the same office, let alone the same time zone. Per IDC, 72.3 percent of employees will be working remotely by 20205, making it more challenging to have face-to-face conversations. There’s a greater need to enable communications and collaboration – regardless of geography.
     
    [TEAM-BASED AND COLLABORATIVE]
    There is also a movement towards transparency and inclusivity in how decisions are made. Organization structures are becoming more flat. People are on twice as many teams as they were five years ago.1
    And those teams are dynamic. It's rare that people don’t change on a multi-month project. And when someone leaves, the first step is for all to go through their e-mail to find the information needed to get the new person up to speed.
    Being on more teams has also led to a dramatic increase in the amount of collaboration. The new way of work is team-based and collaborative. Workers report that 80 % of their time at work is spent collaborating.2 (i.e. in meetings, calls)
     
    [probe if the customer is experiencing some of the above to personalize the presentation]

    [MAIN POINT TO LAND] We built Microsoft Teams in response to these communication and collaboration trends in the modern workplace. We’ve seen that Teams really thrive when information is shared in an open and transparent way and when people with diverse workstyles can access information easily. We’ve built Teams to enable that.
    We’ve also seen that there is no one size fits all. We’ve built teams to be flexible and so that you can customize and personalize it based on the needs of your team.
    What happens when you don’t provide tools to support these new workstyles? End users simply download the consumer grade tools to do the immediate task at hand. This creates friction for end users as they have to manage multiple logins and move between different experiences, and it creates risk for the organization as shadow IT develops.
    [This video illustrates the problem with fragmented, best of breed solutions and is included for your background knowledge only, not to show in the customer meeting.]
    1 2009, 2014 US IW Survey
    2 How much workplace collaboration is too much?
    3 2017, McKinsey Global Institute Survey Advanced social technologies and the future of collaboration
    4 Survey Reveals Skyrocketing Usage and Growing IT Maturity in Enterprise Mobility
    5 IDC Forecasts U.S. Mobile Worker Population to Surpass 105 Million by 2020
  • For organizations with a multi-generation workforce, it is important to understand your demographics to know how to best find the balance of tools across the generations. If you are an organization that heavily relies on email, what are you doing for your new workers? Are you giving them the tools they need to be effective? Note: this is a generalization of observations, but any individual may cross multiple categories.

    Wired Magazine: The Next Generation of Working Practices, Herman Miller: Generations at Work, EY Study on Generational Shifts

    - Blair
  • What are some of the creative ways you get employees together?

    Bagel Breakfasts
  • Manager – Your boss. Needs to keep happy.
    Mentor – Offers guidance, but has no authority to help you.
    Sponsor – ally and person of influence
    Coach – Help to identify and improve skills.

    I have rewarding relationships at work; 38% of people under 30
    Only 13% have sposors


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