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Talent Management Excellence Essentials January 2015

Inspiring Your Future Workforce “95% of Gen Z and 85% of Gen Y cited their ideal manager as a coach or mentor figure. They also ex-pect their leaders to be effective communicators and good listeners. Managers should be authentic and lead from the front and by example or adopt servant leadership, instead of a commanding or directive style. working hours and telecommuting. Sabbatical & CSR Both Gen Y and Z involve themselves in causes outside work. They are drawn to organisations that are socially responsible. Tap into that interest by involving them in charitable activities. Come up with a sabbatical policy that would allow these employees to embark on paid leave in support of worthwhile causes. Retention Managing Gen Y in the workplace is only one part of the deal; retaining them is more challenging. 75% of Gen Y and Z indicated they expect to remain with an organisation for less than five years. Engage them effectively so that they don’t feel tempted to jump over to your competition. Conclusion Leaders today are facing a critical challenge: how to adapt their leadership practices and style to get the best out of next generation of employees. They can’t do so alone. Organizations have a responsibility to help managers understand how workers’ expectations have changed and how they can adapt their lead-ership style to these new conditions. More importantly, orga-nizations needs to provide leaders with the tools and processes which allow leaders to reward and recognize, train and develop, empower generation Y employees more effectively. Flexibility is vital to managing Gen Y and Z, especially if your organisation comprises a multigenerational workforce. By understanding Gen Y and Z and adapting your management styles accordingly, you can effectively harness the potential of future generations of employees while maintaining the loyalty of other staff, thus effectively attracting and retaining employees, building teams, dealing with change and increasing employee engagement. BIBLIOGRAPHY • Bawany, Sattar. Harnessing the Potential of Multigenerational Workforce in Singapore, in Today’s Manager, Singapore Manage-ment Institute, Issue 2, 2013 • Bawany, Adam. Generation Y and Practical Guidelines to deal with their Expectations, in Leadership Excellence Essentials, Issue 08.2014 (August 2014). ITM Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for Executive Education (CEE Global). CEE is a premier network for estab-lished human resource development and consulting firms around the globe which partners with our client to design solutions for leaders at all levels who will navigate the firm through tomorrow’s business challenges. Email sattar.bawany@cee-global.com Visit www.cee-global.com Adam Bawany is the Gen Y Business Development Manager of Center for Executive Education (CEE Global) and is a graduate of Ngee Ann Polytech-nic’s School of Business and Accountancy. He is one of the Principal Investiga-tors of the CEE Global Research on “Inspiring Your Future Workforce: How to Lead and Engage Gen Y and Z Effectively” which was published in early 2015. Email adam.bawany@cee-global.com Podcast: Innovation and Agility People practices in the social age Produced by Cynthia Gurne, The Workforce Interactive Can you keep pace with all the changes in the workplace? The world of work is changing. People systems, processes and tools need to be nimble, flexible and responsive to the business. Our guest, Anna Tavis, Ph.D discusses trends and their impact on employment systems, retention resources and other elements core to business success. Dr. Tavis consults globally, writes for Execu-tive HR Publications and teaches at NYU. ITM Podcast Anna Tavis 16 Submit your Articles Talent Management excellence essentials presented by HR.com | 01.2015


Talent Management Excellence Essentials January 2015
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