1. Executive Briefing Four Generations – Four Approaches to Work: How to Get, Keep & Grow All Four Generations 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 www.ngenperformance.com

2. 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

3. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com February 22, 20083 GENERATIONAL IDENTITIES

4. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 4 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

5. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 5 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

6. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 6 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

7. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 7 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, results- driven, techno-literate Goal is to maintain independence

8. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 8 Generation Y (8-27 years) Life-defining Events: 9/11, school violence, reality TV, digital technology, Clinton scandal, Y2K 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

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

10. 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: Relationship with organization Relationship with authority Relationship with colleagues Work styles Management styles Learning styles

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

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

13. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com 13 Work Styles TraditionalistBoomerGen XerGen Y DefinitionLinearStructuredFlexibleFluid Behaviours And Expectations Follow the rules Change = Something is broken Challenge the rules Change = Caution Change the rules Change = Opportunity Create the rules Change = Improvement

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

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

16. 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)

17. 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.

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

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

20. 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?

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

22. 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  Evaluation of existing recruitment messages *Unique Selling Proposition, key messages, recruitment vehicles, recruitment process  Design of new / enhancement of existing process & content Recruiters / managers understand generational responses to the interview / recruitment process  Toolkit & workshop

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

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

25. 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  Evaluation and design Learning and development that is cross-functional, business oriented and intrapreneurial  Delivery of intrapreneurship program Mentoring – formal & informal  Clearly defined goals; reverse mentoring

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

27. 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

28. 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 gkovary@ngenperformance.com Toll Free:1-877-362-7564 GTA: 416-362-7564 Website: www.ngenperformance.comwww.ngenperformance.com

29. June 10, 2008©n-gen People Performance Inc. www.ngenperformance.com About n-gen People Performance Inc. 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.www.ngenperformance.com n-gen delivers keynote presentations, workshops and designs end-to-end solutions to improve metrics and increase engagement in: Recruitment OrientationTotal rewards programs Employee brand promisesCareer-pathingLearning and development MentoringPerformance management Succession planningManagement practices