Executive Briefing Four Generations Four Approaches to Work

Executive Briefing Four Generations – Four Approaches to Work: How to Get, Keep & Grow All Four Generations presented to HEABC Presented by n-gen People Performance Inc. www. ngenperformance. com June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Agenda Overview of generational identities How identities translate into behaviours The new employee mindset – the need for organizational & employee engagement Considerations on how to get, keep & grow top talent June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

GENERATIONAL IDENTITIES February June 10, 2008 22, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 3

Your Workforce Traditionalists (1922 -1945) • 63 – 86 years old Baby Boomers (1946 -1964) • 44 – 62 years old Gen Xers (1965 -1980) • 28 – 43 years old Gen Ys (1981 -2000) 8 – 27 years old June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 4

Traditionalist (63 -86 years) Life-defining Events: Great Depression, World War II, golden age of radio, emergence of silver screen Attitudes & Values: Loyal, respect for authority, dedication, sacrifice and honor Characteristics & Skills: Compliant, stable, hard-working, detail-oriented Goal is to build a legacy June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 5

Baby Boomer (43 -62 years) Life-defining Events: Civil Rights Movement, Cuban Missile Crisis, Vietnam War, Assassination of JFK, Woodstock Attitudes & Values: Involvement, team orientation, personal growth & gratification, youthfulness, equality Characteristics & Skills: Team players, driven to succeed, relationship focused, eager to add value Goal is to put their stamp on things June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 6

Generation X (28 -43 years) Life-defining Events: PCs, AIDS, Challenger disaster, massive downsizing, Berlin Wall Attitudes & Values: Self-reliance and independence, pragmatism, skepticism, balance, collaboration Characteristics & Skills: Flexible & adaptable, creative, independent, multi-taskers, resultsdriven, techno-literate Goal is to maintain independence June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 7

Generation Y (8 -27 years) Life-defining Events: 9/11, school violence, reality TV, digital technology, Clinton scandal, Y 2 K Attitudes & Values: Confidence, diversity, optimism, dedication, civic duty Characteristics & Skills: Techno-savvy, collective action, innovative, accepting of differences, self-reliant Goal is to find work and create a life that has meaning June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 8

ORGANIZATIONAL FACTORS Identities Translate Into Behaviour June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Link Between Generational Identities and Workplace Behaviour Generational identities translate into distinct workplace behaviors as they relate to: Ä Relationship with organization Ä Relationship with authority Ä Relationship with colleagues Ä Work styles Ä Management styles Ä Learning styles June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Relationship with the Organization Traditionalist Definition Behaviours And Expectations Gen Xer Gen Y Loyal to the organization Loyal to the team Loyal to the manager Loyal to colleagues Long term commitment and tenure Add value by going that extra mile Exceed expectations and deliver results Ensure equitable treatment Career = Opportunity June 10, 2008 Boomer Career = self-worth Career = one opportunity to part of me add value & contribute ©n-gen People Performance Inc. www. ngenperformance. com

Relationship with Authority Traditionalist Definition Behaviours And Expectations Respect for authority and hierarchical system Seniority and job titles are respected Tell me what I should do for you June 10, 2008 Boomer Gen Xer Challenge authority Unimpressed by authority Desire flat organizations that are democratic Competence and skills are respected Let me show you what I can do for you Tell me what you can do for me ©n-gen People Performance Inc. www. ngenperformance. com Gen Y Respect for authority who demonstrate competence This generation holds the competency Show me what you can do for me right now 12

Work Styles Traditionalist Definition Gen Xer Gen Y Linear Structured Flexible Fluid Follow the rules Challenge the rules Change the rules Create the rules Change = Caution Change = Opportunity Change = Improvement Behaviours And Change = Expectations Something is broken June 10, 2008 Boomer ©n-gen People Performance Inc. www. ngenperformance. com 13

Your Team Is there one generation’s perspective that dominates your team’s culture? June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com 14

NEW EMPLOYEE MINDSET & ENGAGEMENT June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

The New Employee Mindset Employees are investors of their human capital Employees seek a win-win relationship Employees expect you to deliver on the deal Employees expect organizational engagement (transparency, responsiveness and partnering) June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

n-gen’s Definition of Engagement At n-gen, we define engagement as a productive relationship between an organization and its employees. The relationship must align with employees’ values, expectations and behaviors from a generational perspective. June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

The Characteristics of Engagement Organization Transparent Responsive Partnering Employee Expenditure of discretionary effort Emotional connection to the organization Acceptance of accountability June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

The Link Between Engagement & Productivity Address Expectations Increase Engagement Greater Productivity Result of increased engagement: expenditure of discretionary effort which leads to greater productivity Ä Higher average revenue growth Ä Lower cost of goods sold June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Evaluation Questions 1. How well does your organizational culture (defined by policies & practices) address the values, expectations and behaviours of all four generations? 2. How can you, as an organization, demonstrate transparency, responsiveness and partnering in your people policies, programs and practices? What else can we do as an organization in the short-term and long-term? June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Impact on People Strategies Grow ‘Em Keep ‘Em § Get ‘Em § Recruitment § Total Rewards Program Employee Brand Promise § Career Pathing § Learning and Development § Mentoring § Performance Management § Succession Planning § Management Practices § Orientation Integrated People Solutions June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

How to Get ’em Recruitment Tell a story that’s appealing to all four generations Ä Evaluation of existing recruitment messages *Unique Selling Proposition, key messages, recruitment vehicles, recruitment process Ä Design of new / enhancement of existing process & content Recruiters / managers understand generational responses to the interview / recruitment process Ä Toolkit & workshop June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

How to Get ’em Orientation program that builds networks, creates twoway dialogue and inculcates corporate values Ä Design of orientation framework Support younger generations to manage their careers successfully Ä Delivery of navigating the business environment program What to do in the first 90 days. Helping managers understand how to seal the psychological deal Ä Toolkit June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

How to Keep ’em Total Rewards & Employee Brand Promise Total Rewards program Ä Evaluation and Design Recognition program Ä Evaluation and Design: behaviour to be rewarded, type of recognition, participation process Employee brand promise – alignment across the employee life-cycle Ä Design, experience and communication June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

How to Grow ’em Talent Management Career pathing that is mapped, spiral, accessible to all Ä Evaluation and design Learning and development that is cross-functional, business oriented and intrapreneurial Ä Delivery of intrapreneurship program Mentoring – formal & informal Ä Clearly defined goals; reverse mentoring June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

How to Grow ’em Talent Management Performance Management Ä On-going; self-reflective; objective criteria Succession Planning Ä Four Point Succession Planning Process Managers that demonstrate the 3 Cs (coaching, communication, collaboration for all four generations) Ä Delivery of development programs June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Summary The four cohorts will interpret the ‘deal’ differently, and will give you increasingly shorter periods of time to deliver on the deal The deal won’t be one-size fits all – it has to be integrated & flexible to appeal to all The key to sustainability and success is the execution of the deal – no discrepancy between advertisement and reality June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

Questions? Contact us: Adwoa K. Buahene: abuahene@ngenperformance. com Giselle Kovary: gkovary@ngenperformance. com Toll Free: 1 -877 -362 -7564 GTA: 416 -362 -7564 Website: www. ngenperformance. com June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com

About n-gen People Performance Inc. (www. ngenperformance. com) is a performance consulting company focusing on creating people strategies that improve business outcomes and metrics. The unique expertise n-gen offers is to help clients demonstrate organizational engagement in order to increase engagement of their multigenerational workforce by maximizing the skill sets of all four generations while managing the differences. By adding the generational perspective to organizational engagement, solutions become more targeted in address the values, expectations and motivations of all four employee groups. n-gen delivers keynote presentations, workshops and designs end-to-end solutions to improve metrics and increase engagement in: Recruitment Orientation Total rewards programs Employee brand promises Career-pathing Learning and development Mentoring Performance management Succession planning Management practices June 10, 2008 ©n-gen People Performance Inc. www. ngenperformance. com