1. CONCLUSION
Ms. Deepa Mohamed
Group Head – HR & Training
I have tried to explore this report with the glasses of ‘corporate backdrop’ which is based on my
experiences at workplace in dealing with various Generations especially Gen Yers. Specially emphasizing
in BFSI sectors where all 4 generations (Traditionalists, Baby boomers, Gen X, Gen Y) are working
under one roof and ‘Average Age’ of employees is 26 yrs and majority constitutes of Gen Yers, my inputs
are mainly based on personal experience as well as my understanding/ interpretation of report findings
The findings of the survey has shown some interesting trends in the aptitude of Gen Y. Going by the
dimensions and levels of career aspirations (CA) and their relationships with motivators (extrinsic and
intrinsic) and values (Achievement, money, role immersion) as the basis for this study, the focus would be
on HR management dimensions complimenting the findings in terms of intrinsic and extrinsic motivators
and value perceived by Gen Yers at work place. Emphasis would be on finding some critical success
factors (CSF)/ EVP so as to exploit the maximum benefit out of this extensive study.
During the study it was highlighted that below points are the top 3 stimulators for the Gen Y
CAREER ASPIRATIONS Intrinsic Motivators Extrinsic Motivators Values
(72.43) (50.41) (55.22) (75)
1. Service Dedication to Cause: 1. Equitable Pay: (58.89) 1. Considerate & Sympathetic 1. Achievement Orientation:
(78.43) Supervisor: (64.12) (87.50)
2.Managerial Task: (78.12) 2. Responsibility & Independence: 2. Restricted Work Hours: (63.96) 2. Monetary Motivation: (79.85)
(54.52)
3. Identity occupation & 3. Achievement: (53.19) 3. Sound Company policies 3. Role Immersion: (67.53)
Organizational: (78.03) Practices: (56.47)
Recommended HR Management Dimensions to support/ Compliment this:
 Alignment of organizational  Fairness, Internal & External  Mentor- Mentee Approach  Rewards and Recognition
goals with individual goals Pay Equity  Work- Life Balance  Performance Management
 Clear vision and mission  Autonomy & Freedom  Flexible Work hours & Good System
 Multiple career path  Advancement (Accelerated Work Climate  Total rewards (Relational &
 No role ambiguity Career Path)  Balance of Stressor & Transactional)
 Security Enabler  Learning & Development
 Feedback  Innovative & Supportive HR Opportunities
 Job Profile & Organization policies  High Job MPS*
Therefore, as per above Herzberg’s** approach can be functional in handling Gen Yers which says:
‘If you want people to do a good job for you, then you must give them a good job to do’
From HR management and talent management perspectives, it is apparent, this generation is all for
• Mentoring and coaching and no to bossing/ controlling
• Technical/ functional competencies are now basic needs; Gen Yers focus is more on behavioral
competencies which validates the perception because of high tech savvy Gen Yers. Interpersonal
relations, conflicts, management & related behavioral competencies are much sought after by
them.
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory

2. Critical Success Factor/ Best Employee Value Proposition (EVP) for any
organization would be combination of:
Organizational Culture Role Organization Hygiene Work Environment Total Rewards
& Vision • High MPS* factor • Supportive HR & Ogr • Relational & Monetary
• Trusting & Transperancy • Advancement • Comfortable working Policies • Training & growth
• CSR Focus • No Role ambiguity conditions • Secutiry oppurtunities
• ACP(Accelerated Career • Recreational facities • Work-life Balance
path) • IT Support • Mentor-Mentee aproach
• Performance based
assessment (meritocracy
culture)
The study findings also indicate ‘Role immersion’ is at 3rd highest (67.5%) in term of ‘Values’ of Gen
Yers. Hence “Hackman & oldHam’s” Motivating potential score (MPS*) of jobs can be an effective tool
in Talent Management (Attraction, Engagement & Retention) in context of Gen Yers role/ Job
Expectations
The study depicts that Variety (74.08), Creativity (76.5) & Managerial Task (78.12) score the highest
amongst the Gen Yers as their ‘Career Anchors’. Gen Yers are “Multi- Skiller”/ Multi Taskers (as per
studies 10 times more multi tasker than previous generations). Hence applying MPS* (Motivating
Potential Score) to the Gen Yers the ‘Motivational characteristics’ of a Job should be:
a) ENHANCED SKILL VARIETY-which describes the degree to which a job requires the exercise of a
number of different skills, abilities or talents. This Study showing high on Variety (74.08%) makes this an
important dimension.
Job enrichment/ Job enlargement, Multiple career ladders, multi- directional career systems
becomes a necessity. “Creating Serial Monogamy Mentality” (Commitment to the job or task)
b)HIGH TASK IDENTITY: being emphasized by the Gen Y in the study, extends to which job requires
completion of a whole and identifiable piece of work.
As per findings occupational & organizational Identity(Career Anchors) is very high at no. 3
(78.02%) hence the Role & importance of Task is crucial.
c)HIGH TASK SIGNIFICANCE: is the focus of Gen Y who given importance to ‘significance’ of the
job. The degrees to which the job has an impact on the lives of other people, the immediate organization
or the external environment are focal points for the Gen Yers
Service and dedication (Career Anchors) to cause is NO: 1 in career aspiration for Gen Y (Fig-1)
78.43%
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory

3. Hence, Connection to bigger picture is very essential. Therefore clearly communicated KRAs(Key
Responsibility Areas) & alignment of corporate & personal goals is important. LOS (Line of Sight) is
very essential. Organizational vision & mission will be the key drivers.
Example:
• NIKE- Just Do It
• Airtel- Har Ek Friend Zaroori Hota Hai!,
• Hero Gen- Hum Mein Hai Hero!
d) AUTONOMY (High 70.44%):
“Trust, freedom and empowerment at an Early Age” is necessity for this generation to stay
Connected and Engaged. Study findings also support Intrinsic motivator- Responsibilities &
independence at No.- 2 (54.52%)
e) FEEDBACK- They want NOW! And want it continuously. For them, feedback also tells them about the
ability of their supervisors to observe the results of their work. Technical competent supervision is a high
intrinsic motivator at no. 4 (52.54)
Hence, Job Enrichment & Engagement will be complimenting each other in terms of “First is taken care
of, second will automatically happen”. Therefore based on the correlation between MPS* and Gen Y
aptitude it can be suggested ‘high’ MPS* will yield tremendous results in ‘Talent Management’ for Gen Y
INSIGHTS FROM THE FINDINGS:
Some of the report findings can be a good learning for all of us. Especially if we look at the data of North,
East & West zones in the terms of Gen Yers career aspiration, motivation & value preference with
location
NORTH: Pay variance is acceptable attribute in the North. This can also be due to the “passive or
subdued” Gen Yers at work place or “lack of Job security” at these places. North Gen Yers have lowest
Intrinsic Motivation (22.10), that means “more passive Gen Yers” Even Percentage of equitable pay is
very low (27.36 ) as compared to 60.40 (for WEST) even technical competence supervision is low (18.16)-
(very low). North youth is not enough demanding for comfortable working conditions &sound HR
policies. Either it could be a because of “satisfied lot” Low aspirations or something more serious???
Quite a disturbing insight from the report but these in-congruencies can be a base for next study!!!
East: Job stability Lower than any other zone, maybe because of “Socio-Political Effect”- more security
feeling.
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory

4. Delhi & NCR: Comfortable working condition (as an extrinsic motivator) is very low at 18.71 (at Delhi
& NCR) as compared to West (54.84) & south.
Its scary but it also indicates that we at north maybe having less developed corporate culture!!!
Life-stage of Gen Y: based on study the Gen Y aspirations are also changing and eventually the
inclination for work profile. Gen Yers with Fresher to 5.5 yrs prefer more Technical/ Functional
competence where as Gen Y with experience of 5.6-11 yrs need more stability & less mobility. Task
Identity as well as Respect &recognition also become important as one moves to advance life styles.
So Policies should also be different to cater to these two groups.
Retention Strategies
• Autonomy, Job enrichment in terms of multi-directional career systems, multi career ladders in
terms of presence of different ways to progress in an organization, each reflecting different type
of contribution to the ongoing mission, serial monogamy mentality (loyalty to given task); will
satisfy their need for variety in job and high role immersion. By having multi career ladder
approach i.e. the managerial ladder ascends through increasing responsibility supervision or
managerial competencies & professional track simultaneously. This is done by enhanced
contributions in professional nature complementing the functional/ technical competencies. It can
be very relevant specially in Manufacturing & Infrastructure sector where keeping Technical
engaged only in “Technical Work Profile” is a big challenge
• Experiential learning: Video game generation, if loosing, restart the game so this Gen is hand
wired to “Re-Start” So they are not scared of failures & hence, organizations need to be more
tolerant and only then Innovations will happen.
• Retention efforts should be more focused on involving everyone. Socializing is way of life for
them and therefore they are more comfortable with group activities.
• Effective communication: They want to be talked to 24X7!!
o Social media usage
o Style- Real, Relevant/ Relational
o Technology
• Managing expectations:
• Managing work life Balance: flexi work hours
The Study has been very insightful in terms of exploring the potential of ‘Young India’. The inputs can
be used as a frame-work for formulation of future policies of the Organization, for reaping the maximum
benefit from the coming generations by utilizing their potential to the maximum. Only by doing so we will
be able to compete with the global market and transcend the dream of ‘India Shining’ into a reality…
“Jo samay ke saath chalet hain, woh chalte hi rehte hain,
Jo nahi chalte hai, who tham jaate hai… Kaal mein gum ho jate hai…”
-Asha Bhosle
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory

5. RECOMMENDATIONS
Ms. Deepa Mohamed
Group Head – HR & Training
Applying theory Y to the Gen Y: Theory Y says humans are intrinsically motivated to do a good job, and if
“Gen Yers” are understood and provided the right conditions matching their “Attributes, aspirations”
they are going to be our “FUTURE HUMAN ROCKETS”
Some pointers in terms of less stressor & more enablers at workplace -
• Boosting up the Level of employee satisfaction-Enhancing R&R activities, corporate
wellness programs and other employee engagement activities.
• Administrational Policies & Strategies-The rigid rules & regulations, competitive
pressures, rotating shifts are not willingly acceptable. Emphasis should be given on
working flexibility with well defined organizational structure and design in terms of No
role ambiguity, minimal role conflict and absence of restrictive and untrusting culture is
accepted by open hands.
• Creating serial Monogamy Mentality – As per the study for engaging Gen yers the
commitment focus should be towards the jobtask instead of organization loyalty.
• Good Pay Systems- The total reward system should be implemented which encompasses
relational as well as monitory rewards based on the concept of translating performance
into pay
• Job enrichment & Engagement-Quality of work life to be high & overall excellent work
climate & culture should be there.
• Transparent supportive organizational Structure & Design: open communication to be
promoted (downwardupwardhorizontal), Continuous performance feedback,
participation in decision making, no punitive appraisal system but appreciative approach
and having enablers like Best EVP in terms of Totals Rewards, learning & development
opportunities, clear career path with short term clear & visible milestones.
“Job enrichment & engagement will be synonymous in terms of if First is taken care of
“second will automatically happen”
• Supportive Work Climate -Poor lighting, crowded work area increases the mental stress
of Gen yers and deteriorates their performance. Good hygiene factor, good facilities &
infrastructure, working atmosphere should be focused upon .
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory

6. Productive & Harmonious working Relationship among various generations :
Various Generations are working together. We will only be able to reap the maximum benefits of all &
to produce financial &business miracles by synchronizing the Traditionalist’s Direction &Guidance ;
Baby Boomer’s enthusiasm &experience; Gen X’s Diversity (inclusive mind set), self –reliance &open
approach to learning and all Invading, highly motivated, tech – savy, 24*7connected Gen Y; who is
willing to accept challenges and believe in Mentor-Mentee concept. Therefore given the right direction
they will deliver. Mentoring & Coaching to be included in the KRAs of all generations
Traditionalist is generally more direction &Guidance oriented whereas baby boomers are enthusiastic
& experience holders. Baby Boomers will be out in few years and with them they will be taking away
their rich experiences. In contrast Gen Yers hate to be isolated and they have similar trait of
competitiveness and look for ‘Role-Models’. So giving them opportunity to work together as Mentor-
Mentee will bring out the best for the Organization. (Example: Anna effect on Gen Y).
In Addition: Sync between Gen X & Gen Y (Highly Critical & Recommended)
Next 30 years both Gen X and Gen yers are going to work together & Gen X will be the managers &
leaders for years to come. So organizations need to understand these two generations attributes closely.
Similarities like “tech-Saviness & diversity Tolerant” should be enhanced & Differences to be minimized
by Collaborative Mentor-mentee approach and open channel of communications amongst them.
Gen-Xers need to let go of controlling & need to understand this generation aspiration more. Instead of
looking upwards we need to focus more on younger lot since they will constitute majority of work force
and hence “Managers who will be able to lead the Gen Y will be Leaders in true sense”.
In nutshell Talent Management as a whole should aim at:”You can’t give them moon but balance of
stresser & enabler at work place will be the differentiators.
Take Away’s-
• Have patience
• After understanding their attributes, aspirations we need to get in sync with them , alter all. They
are going to be in maximum numbers at workplace &
Yes they are fundamentally different from all other Gen’s
• Mindset of older Gen need to change .challenge is to manage “attitude”
• Clearly communicated values, corporate goals &personal goals must align
• CSR activities.
• Don’t delegate without making the connections to the bigger picture.
• No micro management ,mentoring is in, controlling is out
• Empowerment (high MPS*)
• Best of IT Infrastructure
*MPS – Hackman & Oldham's Motivating Potential Score(MPS)
**Herzberg's motivation-hygiene theory