Generational issues in today\'s workplace

1. General Issues In the workforce and HR’s role in managing them Presented by < Connie, Jeff, Sarbani, Jinman > Team Presentation, April. 7, 2008

2. Contents Aging Boomer Population and How HR practitioners can adapt to their unique needs 1 Hiring and Retaining Millennials 2 Facilitating Information-Sharing Among Generations 3 Generational Issues and Culture 4

6. SC Johnson Number One for Workers Over 50 AARP commended SC Johnson for creating a workplace of excellence by offering a variety of exceptional benefits including compressed work schedules, paid sabbaticals, summer hours, and a December &quot;holiday shutdown.&quot;

7. FOR IMMEDIATE RELEASE January 17, 2008 PARTNERSHIP FOR PUBLIC SERVICE AND IBM TEAM TO STEER BABY BOOMERS TO MISSION CRITICAL GOVERNMENT JOBS

9. Millennials are the biggest generation since the Baby Boomers.

13. Bridging the gap Bridging the gap between generations by sharing information is the most important function of talent management at this point. Or else it’s going to be a topsy-turvy situation, the workplace resembling a battle ground.

14. Statistics Generation Type Number in USA Workforce Seniors / Veterans 42 million Baby boomers 76 million Generation Xers, Twenty-somethings, Baby busters 54 million Millenials, Generation Y s Source: Remson, Triangle Consulting (2006) 75 million

16. Significant attitude gaps among employees by age (% of favorable responses) All 18-24 25-34 35-44 45-54 55-64 In my organization, employees are able to maintain healthy balance between their work and personal lives 47% 64% 48% 48% 43% 47% I am able to take time away from my job to participate in training 52% 67% 48% 53% 52% 50% My last performance review action was helpful in identifying actions I could take to improve my performance 55% 73% 60% 56% 51% 55% My manager does a good job of being available when needed 56% 75% 59% 61% 51% 49%

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18. The business case for technology Benefits of technology 􀂃 consistency 􀂃 process efficiencies 􀂃 speed 􀂃 management information ? Could a diverse organisation of 77,000 employees deliver this strategy using paper processes Size and scale of organisation -administration effort needed to manage paper processes Implementation -Managing consistency of paper processes -Is it being done? -Timeliness of management information Strategic Management Information -Availability of key intelligence to drive business

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23. Generational Issues and Culture -- General practices in Korea -- Case of Korean company -- Case of U.S. company

24. In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. Source : Korea National Statistical Office Source : Korea Labor Institute & recruiting company (Job Korea) In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. In an aging society, the employment rate of aging worker is higher than the entry level worker’s However, turnover rate of entry-level workers is increasing. General practice in Korea

28. Case in Korea ♣ Incubating Course ► one year (in basic) ► Hand-written mail from CEO to employee/ family ► Senior employee directly lead & coach on the detail of job ► Consult private difficulties like sibling or family ♣ Entry-level Employee Caring Program ► Opportunity to rotate through different job functions with mentor ► Sharing private difficulties with team members ► CEO sends hand-written mail & attends party with employees and their family LG Electronics Entry-level Employee Caring Program Mentoring System, etc. Doosan Heavy Industries & Construction Incubating course Mentoring System, etc.

29. Through these methods, companies are endeavoring to cut generation gap, to enhance communication among old & young employees, to decrease the drawbacks of interpersonal relationship, and to reduce cultural difference with old & young employees . In results, turnover rate of companies using these methods…

30. Case in USA ♣ Buddy program ► On-line & Off-line mentoring (On-line is more preferable) ► No limitation & boundary (e.g. mentor is in USA and mentee is in Korea) ♣ Reverse Mentoring Program ► A little bit difference with general mentoring planning ► Increase job-involvement & communication between generations (Synergy eff.) General Electric Reverse Mentoring Program Intel Buddy Program (mentoring planning) IBM Shadow Program (mentoring planning)