TM - February 2008 - (Page 31)

he gap between the 20-somethings of Generation Y and the 30-somethings of Generation X demonstrates more than a difference in age. It represents distinct differences in taste and priority. The 30-somethings of Generation X, for instance, are known for having increased the number of mothers in the workplace since the 1990s. The 20-somethings of Generation Y are thought to be “demanding, impatient and bad at communicating” by some (2007 survey of business owners in Australia). Paper-laden processes and defined benefits plans may have worked for the baby boomer generation, but younger employees expect online access and greater compensation options for themselves and their families as they mature. Therefore, information about a company’s current and prospective workforce becomes even more important as talent managers look to secure their organizations’ competitive futures. Executives must stay current on expected workforce composition, employee benefits options and preferences, and competitive offerings to determine the best plans for their organizations and “sell” them effectively to managers and employees. They also must look beyond health insurance and dental plans to the way information is communicated. Technology as a Staple T Bryan Bach is director of HR for Pie Town Productions, which develops reality and documentary programming such as “House Hunters” and “Design on a Dime.” He said Pie Town has a young employee base and is a heavily e-mail-driven organization. To appeal to the younger generations, companies realize they need to use online communications to enable resume submission, benefits podcasts, employee testimonials and online job finder tools. Bach learned that offering access to employee benefits online is a natural extension after adopting selfservice to simplify benefits management for HR, one that brings greater employee satisfaction, accessibility and choice. “When I pulled the plug on the paper system for open enrollment, people jumped on it,” he said. “Sometimes it takes them five minutes, 10 minutes, and they are done. They can do it at home, over the weekend. It gives them a lot of flexibility.” While younger employees sometimes understand technology faster than those in older age groups, all employees benefit from the company’s online enrollment and management system, said Jan Coulman, in charge of HR at Ubisoft, a leading international developer, publisher and distributor of gaming and other products, such as “Rayman” and “Tom Clancy’s Splinter Cell.” Benefits updates and company news are posted regularly on the company intranet, and employees are notified by e-mail in advance of important events, such as open enrollment. A one-sheet action guide describing updates for the year, cost and benefits changes and a “cheat sheet” with the steps to enroll or make changes online also are posted on the company’s private portal. “There is no way I could get any of these people to fill out a paper form. They are of that generation that just doesn’t want paper,” Coulman said. “Employees enroll and make changes to their plans online with a self-service system. The system has been so userfriendly, we have never had to explain how to use it.” Though the need for greater online communication is essential, especially for younger generations, Bach February 2008 Today, the children of yesterday comprise a major portion of the workforce. Students who learned about computers in high school in 1999 and graduated that same year, for instance, have now been in the workforce for around eight years. To say the next generation of employees can relate well to technology may be an understatement. Many live, breathe and demand it. Instant messaging has replaced snail mail to keep up with colleagues and friends, downloading information and purchasing products online is the norm, and BlackBerrys keep young workers connected wherever they roam. Though many boomers are also often technically adept, younger generations’ early exposure to technology has caused them to expect it to be the primary mode of communication in their personal and professional lives. talent management magazine www.TalentMgt.com 31 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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