Most organizations base their business model on customer centricity. Customer success, customer delight, customer engagement, customer experience are driven by the use of advanced technology - Cloud, Artificial Intelligence, Robotics and anything else we currently see or hear. However, it is now inevitable that other dynamics like Employee Experience and Organization Culture should be researched as it plays a significant role in achieving the objectives of the organization.
We have witnessed many organizations achieve prodigious success in the recent past by perpetuating strong workplace culture and they continue to do so. So, does Employee Experience play any role in building a great culture? Engaged employees are excited to serve customers.
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Gears Veering away from the existing approach of focusing on individual performance to focusing on an individual experience at work will undoubtedly be a radical and historic change and a possible option to boost organizational culture. This trend will categorically lean towards making an overall employee experience and morale better. This will also be in keeping with the modern trend of the upsurge of “echo boomers (Millennials or Gen Y whatever you refer to)” into the workforce and people management roles. Data analysis by Torsten Slok found that the echo boomers are poised to wield a great deal of influence in the coming years. Organizations will need to think about how the expectations about culture and company goals are perceived by these generations versus what is being actually transmitted. Core Values and mission of organizations plays a significant role now as a building material to bridge the gap of …show more content…
One cannot blame the younger talent pool in the market for being very fastidious these days. The extensity of searching options especially at companies culture and happy work than any financial benefit are to be noted. The financial incentives that used to be a major attraction for Gen X and who were flexible to undertake any task as part of the job is being replaced by the paradigm shift in the approach of the Millennials. The changing nature of the workforce is giving rise to changing cultural concepts. Compensation is no longer the only attraction for employees. Millennials view and value Employee-Employer relationships and this is as important if not more important these days as compared to the tangible elements of rewards. Flexible work ambience, transparent communication across the board, leadership visibility, growth opportunity, all these are valued as much as tangible incentives and rewards. Sure, the trending social media or other online platforms are being profoundly used by employees/candidates to vocally express their “experience” at work or interviews. To stay competitive in the respective industry, organizations may need the best people for engaging company
The study found Gen Y are tech savvy but not great team player, Gen X are entrepreneurial thinking but rank low on executive presence and boomers are team player and loyal but do not adapt so well (Giang, 2013). 78% of the responders agree member of Gen Y are believed to be the most tech savvy who know how to utilize social media to leverage opportunities. 68% of the responders agree that this young workers are most “enthusiastic” about their job. In contrast, Gen Y scored lowest on being team player, hardworking, and productive part of an organization. More Gen Y were interested in how to get a promotion compared to Gen X or Baby Boomers (Giang, 2013).
Companies will also need to anticipate and assess which new skills and training older employees will require, particularly in the realm of technology where they may feel less comfortable than many of their younger colleagues. The federal workforce is building toward a potential retirement wave in coming years, with more than a third of career federal employees projected to be eligible for collecting their end-of-career benefits by September 2017, compared to just 14 percent at the same time in 2012. The dynamic of this workforce is the wealth of knowledge, skills, abilities, and experience that will be walking out the door never to return. Millennials will make up 50 percent of the U.S. workforce by 2020 and 75 percent of the global workforce by 2030. At issue is how to attract and retain
“The Beat (Up) Generation: Millennials’ Attitudes about Work” is an article written by Abby Ellin and published in Psychology Today. It talks about the generation born between 1982 and 2004, how they react to working around the older generation and why they are hated by the older generation. The millennial generation was born during the rise of technology. They can do a lot of work remotely and not have to work as hard because of all the technology they have access to and the boomer generation doesn’t understand it they equate working hard with time and physical work. The boomers feel that millennials are just lazy and have no respect.
Julie Hanus wrote the “The Kid in the Corner Office” which made many assumptions about our generation in the workplace. She simply thinks that we are self-centered and generally only think about instant gratification and ourselves. Which she believes makes us near useless in the workplace, because we are afraid of taking risks. She also believes that our generation has become one that skips from job to job in search of more praise from management. Counter to this Hanus states that our generation is loyal to our employers.
Today, the workforce is smarter and demands different strategies. The author acknowledges that modern’s workers differ from their
The Importance of a Company’s Culture The culture of a company is one of the most important and sometimes overlooked factors in an organization. The culture can increase employee engagement and increase productivity which will allow a company to reach its goals, “From productivity and engagement in the organization’s day-to-day, to an employer brand that naturally fuels recruiting efforts, to creating a lasting brand that customers immediately recognize, there’s no escaping it – culture radiates outward into the marketplace” (Straz 2015). The culture can have a great impact on the employees. Employees thrive in a positive working environment and the ability to engage with their managers without fear of retaliation.
A business undergoes the process of converting to an environment that does not only teach millennials how to be their best, but how to look back on past generations and learn from their mistakes. The millennials need more exposure to more fulfilling and old fashioned times, so that they can fix themselves and work more efficiently in a corporate
Boost Juice is an Australian organisation that specialises in making juice, but has also recently opened ‘Salsa’ stores as well. They started in 2000 and since then have opened 250 stores in 12 different countries (Boost Juice, n.d.). This report analyses the organisational culture, management and leadership styles of Boost Juice as well as how they engage and motivate employees in the documentary Undercover Boss. An issue and strength will also be identified within this and recommendations will be made. Finally, the Undercover Boss method with be evaluated in order to support the recommendations made.
INTRODUCTION: The summation of activities that a business expects to carry out in order to attain longstanding objectives can be defined as organizational strategy. Combined, these activities forms a business’s strategic plan. Strategic plans are developed by various level of management.
Implementing training programs where all generations can learn about each other’s differences can help employees understand how and why each generation works. Workshops in which multigenerational workforces can share work experience and mentor each other can assist in creating a sense of community and a supportive environment where employees can be open and share their ideas an collaborate with each other in order to better their organization. Millennials are perceived as being disloyal and quick to search for new employment when they unhappy in their work environments, but due to starting their careers during times of recession, Millennials try to maintain their roles in the workplace to remain financially stable. The main reason for turnover among Millennials is a result of exclusion, slow growth within the workplace, and limited development opportunities. Finding gratification and meaning to their work is important to Millennials so that they can excel and be productive in the workplace that is supportive of their work.
• Generations, Inc.: From Boomers to Linksters- Managing the Friction Between Generations at Work by Megan Johnson and Larry Johnson For the most part, both Baby Boomers and Generation Xers have significantly rewritten the chapter on parenting, regarding how both of the generations raise their children of the Millennial generation. For example, families of the Baby Boomer generation and Generation X are swiftly turning the page on raising their Millennial children as, latchkey kids.
We live and work in a diverse world, consists of people with divergent backgrounds with different needs and preferences. This multicultural world brings out the potential on improvement and efficient, but also comes with that are the challenges. Workforce diversity acknowledges the reality that people differ in many ways, visible or invisible, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture (Kossek, Lobel & Brown, 2005). The culture of an organisation plays a big role in the performance and sustainability of an organisation, and it is also important to the well-being of its employees.
Workplace culture can also “impact on happiness and job satisfaction in a positive or negative way which can affect performance.” (ERC consulting) Edgar Schein a former professor at MIT Sloan school of Management came up with the Iceberg concept to describe the three levels of organisational culture. The part the sticks above the
Ensuring the reward system that is based on performance and not on tenure. Motivating younger employees to work together with older employees. Incorporating ‘Teamwork’ within organization. In addition, organizations can create an environment where both generation employees can share their ideas and can work as a team.
Gen Y sees this type of communication as effective and efficient, while the older generation sees this as lazy and potentially harmful to business. B. How do we bridge the gap between the generations in the workplace? Each generation has a unique set of strengths and weaknesses and it is the managers’ jobs to identify those points and find ways to get the most out of their employees. First of all understanding the generational differences of all employees and making a list of which employee falls under which generation.