Part 2: Designing a modern workplace for Millennials and Gen-Z
To better understand the Millennials and Gen Z in their workplace related expectation and behaviour in the milieu of a multigeneration workforce which comprises of baby boomers and Gen X members as well, we continued our exploration with two of the leading minds Dr. Suleman Alvi, currently working as Country Head, Life Science, Martin Dow Specialities Pvt Ltd and with Ms. Milagros Perez, CHRO, CHS Therapy & Rehab who have extensive first-hand experience in this area cutting across various geographies around the globe and working with various other global organizations.
In the first part of our conversation with them which is published earlier, we investigated into some critical element of workplace dimensions like loyalty, commitment, value system, adherence to hierarchy etc., and we observed from their rich perspective that decoding the differentiating dimension across this evolving workforce demography would help industry to better manage the workplace environment with a positive slant to productivity and other key parameters that measure the success of the workforce. As we delved further, in this second part of our conversation with them, it become even more clearer that these two generations- Gen-Z and millennials, being oriented around a differently tailored cultural dimension and value system which possibly governs and separates them from their predecessors (Gen X & baby boomers), would certainly require much closer attention by the industry.
About Our Guests:
Milagros Perez, CHRO, Therapy & Rehab
Mila Perez is the Chief Human Resources Officer for CHS Therapy and Rehab, a contract therapy company based in Cleveland, Ohio. She has over 25+ years of experience in Human Resources, both in functional and general HR leadership positions working next to a business leader as a business partner. She has held HR Leadership positions for large public multinational companies in the pharmaceutical, consumer goods and automotive parts manufacturing industries.
She has a Bachelor of Science degree in Psychology from the Ateneo University in Manila and a master’s degree in HR and Global Leadership from Baruch College, City University of New York.
Dr. Suleman Alvi, Country Head, Life Science, Martin Dow Specialities Pvt Ltd
A qualified Medical Doctor and an MBA holder with more than 22 years of practical experience working within progressively senior leadership roles for Abbott, AstraZeneca, and Sanofi. With P&L management experience, Suleman offers a wealth of knowledge across marketing, sales, and business development at a country and regional level for Primary & Specialty Care.
He has completed his MBBs from Dow medical college in the year 1995 and has done his MBA from Lahore management studies in 2007.
We provide you with an excerpt from the final part of our interaction with them.
NamanHR : You mentioned they have different motivational orientations; do you see a different perception and expectation of compensation mechanisms too?
NamanHR : Effective communication for the industry to its workforce is a critical success factor for achieving organisational goals: What kind of communication (form & media) would appeal or communicate better to the millennials and Gen-Z?
NamanHR : Is there a differentiated approach to the planning process and project management between Gen-Y and Gen-Z?
NamanHR : Is there any difference in the attention span for the new generation workforce from that of Millennials?
NamanHR : With your input we understand that workforce members from different generations are quite different from each other. Do you think managers and leaders would require some new skills to manage them better?
NamanHR : To your observation, what are some of the big challenges for the line and staff managers to manage Gen-Y and Gen-Z?
As we all know Human Resource is the ultimate key to the success of any business and retaining the talent which will become the leaders of tomorrow for the company is the defining process for any aspiring organization. Despite all the challenges that goes with management of Millennials and Gen Z; – they come with high energy, creativity, and talents to contribute significantly to the development of organizational objectives.
With an insightful interaction with these two global leaders, we were able to understand the real-world work environment and that has helped us to create a set of recommendations for the managers and leaders to better manage and lead this hugely significant workforce spread between Gen-Y and Gen-Z. These two generations, known for disrupting the status quo, are just moments away from becoming the majority of the full-time workforce. Those organisations who can connect with and manage them effectively would be setting themselves up for long-term success.