ENGAGING THE GENERATIONAL
DIVIDEDAVID CIULLO
CEO
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WHY DOES ENGAGEMENT MATTER?
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ENGAGEMENT IS PERCEPTION
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What Does an Engaged Employee Look Like?
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Defining Engagement
The emotional and intellectual commitment of
employees to deliver high performance
Skills +
Knowledge AttitudeEngagement
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THE TECH FACTOR
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“
”
WHERE AND HOW YOU WORK
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Then Now
Partially Engaged • Concentrate on tasks not outcomes
• Want to be told what to do
• Do it, get paid, go home
• Stay with organization longer
• Contribute to bottom line
• Commit to productivity and quality
Fully Engaged
Engagement is Critical to Success
Disengaged • Sow seeds of negativity
• Sabotage progress
• Express mistrust and animosity
29% 35%
45% 50%
26% 20%
U.S. Global
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Employee Engagement Pays High Dividends
• High engagement organizations outperform others
by as much as 202%
• High engagement = 19% higher shareholder return
• Engaged employees = lower turnover
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5 GENERATIONS IN THE WORKFORCECMACAREER.COM / HRPOWERHOUR.COM / DALECARNEGIE.COM
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Traditionalists—born before 1946.
Baby Boomers—born between 1946 and 1964.
Generation X—born between 1965 and 1976.
Generation Y, or Millennials—born between 1977 and 1997.
Generation Z—born after 1997.
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CMACAREER.COM / HRPOWERHOUR.COM / DALECARNEGIE.COM
GENERATION Z – 72.8 MILLION
• BORN LATE 90’S AND 2000’S
• DIGITAL NATIVES BUT TRULY DESIRE FACE TO FACE CONVERSATIONS
• SAFETY AND STABILITY
• BELONGING/MATTERING – RECOGNITION SOCIAL MEDIA STYLE
• MATTERING MEANS CREATING AN ENVIRONMENT WHERE WE CAN BE
SEEN, ACKNOWLEDGED, APPRECIATED, AND OUR UNIQUE NEEDS ARE
HONORED.
• INDEPENDENT, ENTREPRENEURIAL AND EVEN TERRITORIAL
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Satisfaction
with Immediate
Manager
Belief in
Senior
Leadership
Pride in the
Organization
Employee
Engagement
The Three KEY Drivers of Engagement
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Emotions Leading to Engagement
Passions
Challenges
Pride
MotivationOpportunities
Strengths
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4 Reinforce
2 Example
Appreciation and Recognition
1 Praise
3 Context
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Engagement Success Steps
Engagement
Success
Steps
1Create a
culture that
encourages
engagement
2Measure
engagement
periodically
3Develop action
plans to address
disengagement4Hold managers
accountable for
improving
5Recognize and
reward progress
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WANT RESULTS – IT’S NOT ABOUT THE
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WANT RESULTS - DEFINE IT, LIVE IT
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WANT RESULTS - THINK DIFFERENTLY
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In Closing…
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THANK YOU
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