Cracking Gen Y's Engagement Code During The Performance Review

CRACKING GENERATION Ys ENGAGEMENT CODE
DURING THE
PERFORMANCE REVIEW
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This is a w hite paper on Cracking Gen Ys Engagement Code during the Performance Review . by GAIA Insights 2014, v1.14. All Rights reserved. w w w .cracking-the-engagement-code.com
CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW
INTRODUCTION
In the world of organizational life, theres no single discussion that causes so much fear and dread on the bosss side and so much anger and resentment on the direct reports side than the performance review a Forbes article states, listing the 10 Biggest Mistakes Bosses Make In Performance Reviews. The Wall Street Journal goes as far as asking organizations to Get Rid of the Performance Review! because it destroys morale, kills teamwork and hurts the bottom line. Really? And even worse, if they already knew that back in 2008 (when the article was published) why are performance reviews still a common practice? Maybe they are because this process is a relic from a time when Baby Boomer managers desperately tried to motivate a couldnt-care-less Generation X to perform in exchange for rewards and the prospect of a bonus. The ever-skeptical Xers in need of proof for how performance would be measured were probably delighted at the time to follow a structured and rigorous process to earn their recognition once a year and otherwise be left alone to autonomy. Even though they are amongst the critics complaining about the annual review these days, it must have worked at least for some time because otherwise there is no reason why the process would have stuck around for as long as it has. Well, lets face it, the tides have turned and this practice has run its course. Gene ration Y wont be satisfied with an annual review anymore. Their thirst for continuous feedback, social appraisal and instant recognition will sooner or later drive a very different model. Then again, were not quite there yet, so what can supervisors and people managers do in the meantime?
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GAIA Insights founder and Chief Engagement Officer Martina Mangelsdorf comes up with a surprising idea: Why not turn a dreaded and outdated practice into a timely tool thats useful, relevant AND helps resolve a coupl e of your most pressing business issues? Were talking employee engagement and talent retention and we know that many organizations struggle in these areas, especially when it comes to corporate Gen Y populations. Keeping your talent engaged and motivated is pure money in your budget because replacing even a junior associate who walks out on you can easily cost you 150% of their annual salary! Let alone the hassle of finding, interviewing and onboarding new talent... Whether your company has a full-fledged arsenal of performance review guidelines and templates at your disposal that may or may not fulfill their purpose, or whether youre left pretty empty-handed during this period of the year, we are going to share with you a whole bunch of ideas how to leverage your year-end performance review process to foster engagement and prevent unnecessary turnover. Note that none of this is rocket science and these tips may well improve your performance reviews with any associate, not just Generation Y. However, younger employees will be especially receptive to these behaviors as they were specifically designed with the motives in mind that drive Generation Y. Read on!
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Whats it all about?

Your Challenge
Largely comprising of individuals born between 1980 and 1995, Generation Y represents an increasing share of the global workforce some forecasts project as much as 75% by 2025. Yet, many people managers fail to engage Gen Y because they do not understand them. Instead, they find that traditional mechanisms do no longer work to motivate, reward, develop and retain the younger workforce. Consequently, managers and HR professionals tend to feel overwhelmed and wonder how to create an employer value proposition that resonates with Generation Y talent.
Our Solution
In order to alleviate the pain, we came up with a model that explains how to crack Gen Y's engagement code and to keep them engaged, both short- and long-term. Based on our in-depth experience working with corporate talent over many years, based on extensive research by various sources and first-hand input from Gen Y talent, we came up with 9 key elements that can make or break employee engagement. While these factors might well be the same for all generations in the workplace, the way how we leverage them can trigger different levels of engagement.
The Model
The DNA of Gen Y engagement consists of 9 elements: the environment, leadership, communication, recognition, development, balance, contribution, relationships, and purpose. Each of these elements incorporates a number of factors that managers can influence in order to boost engagement. Some of the 9 elements are more determined by the organization, others by the individual. Taken together, they produce organizational performance and personal fulfilment. True engagement happens when performance meets fulfilment.
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Enhancing Your Leadership DNA

Rather than trying to slam this model on top of the many corporate policies and guidelines that already exist in the workplace, we like to think of it as being integrated in existing processes in a way that allows business leaders to stay compliant with their organizational requirements while at the same time fine-tuning their behaviors to become more effective managers. It typically starts with a mindset shift and a bit of practice until deciphering Gen Y's engagement code and catering to it becomes part of your leadership DNA.
Leveraging the Performance Review

Looking at the annual employee cycle, the performance review is a great starting point; not only because it can boost Gen Y engagement (if done right!) but also because it has a direct impact on employee commitment and retention - both areas that many managers struggle with Generation Y. Wouldnt it be great if you could crack the code of the Gen Y engagement enigma and use the year-end review to your advantage? Read on to learn how.
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CONTENT
1. Environment 2. Leadership 3. Communication 4. Recognition 5. Development 6. Balance 7. Contribution 8. Relationships 9. Purpose
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1. Environment
! Tools + time + space = comfort zone
1) Help them understand the process, tools and available resources. Prior to the actual meeting, ensure that your Gen Y employees know about and understand the existing performance review process in your organization. Do not assume that they know! Gen Y tends to need a little handholding when it comes to practicalities. Direct them to any available tools or templates that your company provides on the intranet or via your HR department. Touch on the subject early enough for your associates to familiarize themselves with the process and tools before the review session. If you do not have time to personally introduce them to the resources at hand, pair them up with a more experienced team member for peer coaching or refer them to HR for support. 2) Reserve a neutral space and enough time. Rather than holding the meeting in your office, choose a more neutral space for the session. It should be a quiet place that ensures confidentiality and privacy but doesnt necessarily put your reports in a psychological disadvantage by making them feel that you own the space, so you own the conversation. Also, ensure that you schedule at least 60 minutes for the review meeting ideally with a little leeway afterwards. The invitation to the session should come from you and leave your associate enough time to prepare. In the beginning of the conversation, agree that both of you will disconnect your mobile devices (or not even bring them in the first place), so you can focus your attention on each other and on the purpose of the meeting. 3) Create a comfort zone. Going beyond neutral, the environment in which you hold the meeting should actually make your Gen Y associates comfortable. Similarly to their informal communication style, their preference for a comfy feel-good atmosphere at work does not mean that they are less serious or less professional. However, they grew up learning to love environments they can associate with this kind of Starbucks -feeling of warmth, coziness and hanging out with friends. Granted, a performance review is not quite the same thing but if you manage to create a comfort zone, your Gen Y associates will have an easier time opening up during the meeting, they can relax and feel safer in a context that potentially generates quite a bit of discomfort. You can achieve this by something as simple as offering coffee, tea or bringing some treats. Considering the impact that the environment has on a performance review, taking it into account seems kind of obvious and yet, this aspect is often neglected.
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2. Leadership
! Presence, dialogue and transparency
1) Be present. Stay focused, no matter if your conversation is being held face-to-face, by phone or virtually especially then! Show your associates the courtesy of undivided attention. Divert your phone to voicemail, ban your emails from distracting you and ensure not to be disturbed by others. This is quality time that you are investing in the relationship between you as a leader and your direct reports. This conversation is being held for your associates, not for you, not for your boss, not for the company. Your presence is an expression of appreciation and respect and will show your Gen Y talent that you care. There is no better retention tool than that. 2) Encourage dialogue. As a leader, sometimes your role is to step back and leave the stage to someone else. This is such a time because this meeting is your associates moment to shine. They are eager to talk about their achievements, so give them permission to do that. Invite them to lead the conversation and to take you through their self-assessment. Listen actively and do not push the conversation in a certain direction unless you absolutely have to. Then provide your perspective, be open to discuss different viewpoints and engage in a true dialogue that transcends hierarchy. Generation Y likes to be treated at eye level. Allow it to happen. 3) Be transparent. Say things as they are when you review achievements and performance. Set an example by being courageous and candid if you have to give negative feedback or explain a lower rating than the associate had expected. Be clear in what they should have done differently and where their self-assessment deviates from your opinion. More importantly, explain how they can do better and assure them that you will be there every step of the way to help them perform at their best next year. The fact that you can provide detailed feedback shows that you care. Knowing that their efforts are being noticed will motivate them to go the extra mile. As a people manager, the annual performance review is an excellent opportunity to connect with your associates, to solidify your relationship and to show real leadership. Remember, relationships are extremely important to Generation Y and they will appreciate this 1:1 time with you.
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3. Communication
! Open, informal and possibly virtual
1) Listen actively. There is a reason human beings were given one mouth and two ears use them proportionally! And while this is certainly good advice to be followed in general, keep in mind that Generation Y was raised on participation and contribution. From a very early age, they were encouraged to raise their voice, to express themselves and to chime in. For them, being appreciated means being heard. At work, this is no different. During your year-end review, invite Gen Yers to articulate their selfperception, ask them what they think of the feedback they receive from you or how they would reflect on certain situations in hindsight. Talk less and listen more. 2) Communicate more informally. While you may find status, hierarchy and formal etiquette to be an integral part of business, which is also reflected in your communication style, accept the fact that Generation Y prefers to communicate differently. They tend to be much more open, direct and less formal than you might expect. Gen Y didnt grow up with a lot of hierarchical boundaries around them, instead they are used to treatment at eye level. Just because their communication style tends to be more informal, however, does nt mean that they respect you less or that they are less competent. Communicating more informally can significantly solidify your relationship with Gen Y associates. 3) Embrace virtual technology. In our globally connected world, full of complex matrix organizations and geographically spread teams, a lot of managers have associates reporting to them remotely. If this is true for you and you cannot schedule face-to-face meetings with your direct reports, you will have to rely on technology. Luckily, nowadays, there are countless services available that enable virtual meetings which are far more impactful than a phone call. At least, aim for a video call that also allows you to see a visual. Do not shy away from leveraging the benefits of technology chances are a virtual video chat is far less awkward for your Gen Y colleagues than it is for you! Cyberspace is their natural habitat and this is a great example where you should utilize social media to increase productivity in pursuit of a clear business objective. There is a lot more that could be said about communication with Generation Y but if you manage to apply these few recommendations, you will already see an impact.
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4. Recognition
! Money, feedback and personalized rewards
1) Dont rely on monetary rewards. (But dont ignore them either.) You may work for the money - Gen Y works for a lot more. Once their basic financial needs are met, Gen Yers do not necessarily aim to reap more monetary rewards. For them, pay is more like a hygiene factor than a true motivator. If your company offers variable incentives like annual bonus payments, of course they will be welcome but do not expect them to motivate your Gen Y employees in the long term. Share options with a vesting period of several years for example d ont mean much to a generation that rather measures time in iPhone releases and can barely foresee what their life will look like in a few months, let alone their career in a few years. Money is an important lifestyle enabler for Generation Y but do not solely rely on it by overemphasizing financial incentives during your review conversation. 2) Provide candid feedback. While acknowledging positive behavior is easy and certainly an engagement driver, giving negative feedback requires courage and empathy. Still, you can use it to your advantage. Be clear, provide detailed examples but also be gentle and make sure that your feedback is constructive. Gen Yers are not used to being criticized, so dont be surprised if they react in a sensitive manner. Do not engage in any defensive apologies; instead reassure them that you are giving them this feedback because you believe in them and that they can do better. If you have done your job as a manager properly, none of your comments should come as a surprise anyway because, ideally, you have given them continuous feedback throughout the year. Now is the time to encourage them, to offer your support and to articulate expectations. Also spell out the obvious and dont assume they know better, because often they dont! Feedback is a form of recognition that should not be underestimated. For Gen Y, feedback is an elixir because it is about THEM and puts them in the center of your attention something they are used to since childhood when attention was an expression of their parents affection. 3) Be creative in giving recognition. Generation Y is motivated by recognition that goes far beyond standard compensation and benefits. Some employers pride themselves in offering what they call a total rewards package. Well, in fact, Gen Yers are looking for a total life package as work and life blends into one for them.
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In addition to traditional recognition elements, they value hours and dress code flexibility, fitness or health awareness programs, technical gadgets, and even the ability to listen to their iPods while working. Rather than waiting for the annual bonus cycle to come around, think about whether you can present your associates with different types of recognition, like on-the-spot awards that could be monetary or in the form of vouchers supporting their lifestyle. Other types of recognition include educational reimbursement, training programs or additional on-the-job responsibilities. So before you go into the performance review with your associates, think about them individually, think what you know about them, their motivational drivers and their lifestyle. How could you express your appreciation for their efforts and surprise them with a token of personalized recognition that is meaningful for them? Recognition is a topic many people naturally connect with rewarding performance. Having been raised on appraisal and gratification, however, Gen Yers tend to have slightly different expectations than other generations when it comes to acknowledging performance. For example, while most employers give recognition in exchange for delivering results, Generation Y tends to expect recognition for the effort made a subtle but significant difference. While recognition seems so straight forward, keep in mind that it can mean many different things to different people. Making the effort to simply ask your Gen Y talent what kind of recognition would motivate them and then implement some of it, might yield some surprising insights for you and is a guaranteed engagement booster with Generation Y.
5. Development
! Coach for growth and walk the talk
1) Coach, dont lecture. Take the opportunity to turn the review meeting into a coaching conversation. When you get started, establish the goals of your session and then let your Gen Y associates do most of the talking. For example, instead of simply telling them how they were doing, ask them for their self-assessment. Listen actively and take your own ego out of the equation. Ask probing questions for reality-checks and challenge assumptions but avoid problem-solving at this stage. Of course, at some point in the conversation you will have to provide your perspective on the associates performance and thats when you drop out of your coaching role. But even when you discuss obstacles that prevented your reports from performing at their best, resist lecturing them on what they should have done. Help them draw their own conclusions by asking open questions and only offer suggestions if theyre stuck. Generation Y is very receptive to coaching and will appreciate this opportunity to learn from you.
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2) Identify areas for growth. We want to be careful not to confuse the performance review with a development discussion, so do not make this the ultimate goal or main focus of your meeting. However, when you are discussing which goals and KPIs were achieved and which ones not, it is likely that the conversation reveals certain skill gaps or development needs for competencies that would have helped your associates meet their objectives. Point these out in the discussion and ask your reports for their thoughts. Make sure that you stay focused on what should be improved, not how this can be achieved. Explain that you will cover this in more depth during your development discussion but simply by weaving development needs in the conversation you show Generation Y that you care for their longer-term personal and professional growth. This in turn will boost their engagement. 3) Role model desired behaviors. This is as straight forward as it is challenging. Your organization probably has some sort of behavioral standards or corporate values that all employees are asked to respect and follow. Most of the time, these are just a bunch of words on a PowerPoint slide or a poster somewhere on the wall but they mean absolutely nothing when theyre not lived. It is your responsibility as a leader to walk the ta lk and the annual performance review is a wonderful opportunity to practice this. Eventually, some of your associates may grow into future leaders and they will have to conduct performance reviews themselves. No training, tools or templates could ever prepare them in the same way than learning from an extraordinary experience. Present them with that experience and be the role model that Gen Y wants to follow. A performance review is not the same as a development discussion and we strongly recommend keeping these two distinctly separate from each other. However, even a classic performance review has certain developing aspects and can be leveraged to engage Gen Y by catering to their desire to grow. Development is a critical element in the Gen Y engagement DNA. What do you expect from corporate leadership in todays business world? To strive for social responsibilities and not only for profit making. Lisa Mangelsdorf, Australia Transparency in decision making is important, also knowing their people, getting involved and the ability to inspire. Sopha-Mith Kong, Japan I expect a leadership culture that understands the world is changing and we need to shift from the old-fashioned hierarchical models to the creative technological new ways of doing business. Alexandra Baiz, Venezuela
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6. Balance
! Balance is key in many areas
1) Guidance versus Freedom As a leader, when you conduct a performance review meeting, be cautious to display a healthy balance between guidance and freedom during the conversation. On the one hand, you want to guide your associates through the corporate process, ask the right questions, and certainly articulate your own manager assessment of their performance. On the other hand, you have to allow your Gen Y associates an appropriate amount of freedom to be proactive in the process, to draw their own conclusions and to explain their perspective of accomplishments and failures. The year-end performance review is a brilliant learning opportunity to flex their accountability muscle. Help your Gen Y associates by ensuring the appropriate balance between guidance and freedom. 2) Support versus Candor In order to solidify your relationship with Gen Y associates, a reasonable balance between support and candor works wonders. Relationships are an important Gen Y engagement driver. Therefore, it is imperative that your Gen Yers feel supported by you. They need to know that you back them up, that they can rely on you and that you truly care for them and their career. At the same time, the workplace is no fairy land and it is your role as a manager to be candid and to speak up when something isnt right. You need to give constructive feedback and be transparent during the performance review because this is the only way you can help your talent excel and become even better. Finding the right balance between support and candor is a challenge, also because it is impacted by the associates individual style preferences as some people require more support than others. In other words, you do not have to find only your balance but theirs as well. 3) Consistency versus Flexibility When it comes to applying methods and procedures, there is a need to balance between consistency and flexibility. The performance review process is no exception. It is your responsibility as a manager to be consistent in your approach, not only consistent with corporate guidelines, but also consistent across the different individuals who may report to you. Consistency is paramount to make the entire process credible and effective across the organization. On the other hand, you have to make a judgment call when to allow flexibility and to what extent. For example, how much are you going to stick to KPIs that were agreed several months ago if the context and business environment have changed significantly?
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Can you come up with more appropriate performance measures instead? Applying a meaningful balance between consistency and flexibility will help drive Gen Y engagement because they appreciate fairness but also value freedom. These tips work with any generation except that the balance required for optimal performance might be tilted slightly differently. Make sure that the balance you choose with your Gen Y employees also reflects their preferences, not only yours.
7. Contribution
! Bigger picture, opportunities and diversity
1) Explain the bigger picture. Generation Y is motivated by the idea to contribute and participate. They have been raised by their parents to believe that they can make a difference, that their input is important and that their voice will be heard. However, they need to know what it is they are contributing to. Rather than simply addressing and discussing isolated tasks and objectives during your review meeting, explain how their KPIs fit into the overall strategy of the department and the entire company. It will motivate Gen Y if they understand how their personal efforts influence the achievement of the companys mission and they are more likely to go the extra mile when they feel truly involved. Do not assume that they get this by themse lves, instead help them see their contributions impact on the ultimate outcome. 2) Identify opportunities to contribute. While we do not want to confuse the performance review at the end of the year with the objective setting in the beginning of a new cycle, the year-end review already bears opportunities to identify where your Gen Y associates could get involved in projects beyond their actual job description. When you are discussing which goals and KPIs were achieved and which ones not, it is likely that the conversations reveals certain areas that your employees are interested in. Ask them for the activities they would like to learn more about and keep in mind that Gen Y has the tendency to get bored quickly. They look for advancement in terms of expanded responsibilities, special projects and leadership assignments, so take the opportunity and touch on this in your performance review. Explain that you will cover it in more depth during your objective setting and development discussions but by asking them how they wish to contribute in the future, you are showing your Generation Y talent that you acknowledge their desire to participate and that you value their contribution going forward.
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3) Celebrate diversity. Generation Y is a very diverse generation that thrives on individual self-realization and cultivating distinct personalities. Do not expect to raise mini-me copies amongst your associates! Instead, welcome the fact that theyre all different and embrace the benefits that come with it. Remember that a diverse team is likely to reflect the market reality of your customers and that looking at business challenges from different perspectives enhances the chance to offer truly innovative solutions. So instead of trying to tame your Gen Y talent and turn them into corporate soldiers that follow the mainstream, invite them to think about their individual strengths and to explore how they can continue to invest themselves in the company for a win-win outcome. Again, this is not the main focus of a performance review discussion but just mentioning the fact that you appreciate their perspective and that diversity contributes to a positive outcome is yet another drop in the bucket that fuels engagement. Younger employees are especially receptive to messages addressing contribution because this is one of their common drivers. Participative and inclusive leadership can have a powerful impact on their motivation and dedication to the job.
8. Relationships
! 1:1, connections and communities
1) Solidify your 1:1 relationship. The year-end cycle is a great opportunity to invest time and energy in the relationship with your Gen Y associates. For them, feeling that they can connect with you on a human level that transcends hierarchy and authority is a huge engagement driver. They value the person behind the job title and want to know that you share the same values and visions. Inspire them, show them that you truly care for them and personalize your performance review discussions to the needs of each individual. Providing an excellent experience during this session is one of the best investments you can make in retaining Gen Y talent. 2) Facilitate connections. When you review performance and achievements, ask your direct reports which relationships were vital for them to produce results and which additional connections would have been helpful. They might not be able to give you names or concrete suggestions but you can coach them to reflect and come up with ideas of contacts that you could help them establish inside and outside of the organization.
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Gen Y is motivated by collaboration and affiliation; they enjoy networking and are very receptive to relationship-based learning. In other words, use this opportunity to get some hints on whom you may want to put your Gen Y talents in touch with in order to set up (in)formal mentoring, peer coaching, or stakeholder relations. Introduce them to the idea and offer your support in facilitating connections to key contacts then do it as part of your follow-up. Your Gen Y associates will highly appreciate that. 3) Ask THEM for feedback. One way to acknowledge Gen Ys desire to build meaningful relationships in the workplace, also touching on their engagement driver of contribution, is to ask them for feedback: Feedback on what you as the leader could do differently to help them perform better and what you should possibly change to support a better team spirit. For example, ask them what kind of team activities (meetings, offsite events, social interactions after work, etc.) should be done more or less of to improve relationships amongst team members. Ask which relationships have been difficult for your Gen Y associates throughout the year, either within the team or with external stakeholders. Then coach them to come up with ideas on how that relation can be improved. In severe cases, offer your support and follow up on it. It requires sensitivity and empathy to detect any hidden or simmering interpersonal conflicts but do not miss the opportunity during the performance review to prevent them from escalating and driving your Gen Y associates to leave. Generation Y thrives on human connections and interpersonal relationships, be it virtual or in real life. Relationships are key to Gen Y retention a fact that is often underestimated, especially by managers who have learned to compromise on getting along professionally without necessarily wanting to be friends with their colleagues. Gen Y is different; they value affiliation and want to know that they are part of a community they can identify with. If you want to turn the year-end performance review into an engaging experience for Generation Y, try to think like them and focus on relationships that reflect their priorities, not yours.
For me, my job is a way to achieve my dreams and accomplish my goals. Rasha Bitar, USA a way to keep growing both personally and professionally, and to make a positive contribution to society. Tarciana Barretto Caricio, Brazil a life choice. Eduardo Estellita, Belgium
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9. Purpose
! Dreaming big and motivational fingerprints
1) Start off by drawing a vision. We advised to explain the bigger picture when we touched on contribution. Here we are asking you to paint the big picture but to make it even bigger. Start off your meeting by drawing a mental image a vision a dream and dont shy away from making it BIG and bold. It should reflect your companys vision and ideals, goals and mission. Why is your organization in the market doing what you do? This is the perfect starting point to inspire your Gen Y associates, to energize them and to help them visualize themselves as a part of the vision; more importantly, as a contributor to making it come true. Do not talk to their intellect but engage them emotionally. If your vision has an element of social responsibility, service to the community or bolder speaking to the world, even better! This is the kind of dream Gen Y wants to realize and if you manage to position your performance review as an integral part of this adventure, then you have a powerful hook to catch their attention right from the start of the session. Make sure your vision is truly inspiring and not only about the bottom line. Financial results might be why you are in business but not Gen Y. For them, work is a mission to fulfill their dreams. 2) Identify what motivates them. In order to truly cater to your Gen Y engagements drivers, it is imperative that you appraise each of your direct reports to detect what drives them. Learn about their individual motives and desires. The Reiss Profile is a powerful tool that you can apply in order to determine a persons unique motivational fingerprint. It distinguishes between 16 values that drive human motivation and offers valuable insights in the levers to pull in order to propel someone to high performance. However, even without applying a formal tool you can learn A LOT about your associates by simply asking them which achievement of the past year has been most fulfilling for them personally. Looking back, they should be able to articulate what they enjoyed most, what has energized them to go the extra mile and what was their personal Moment of Best. Look for ways to provide them with more of those respective circumstances, situations and tasks to repeat such moments. Spark their intrinsic motivation by cracking their individual engagement code and you will see your Gen Y talent excel!
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3) WIIFM AWIIFT Last but not least, here is how you close your performance review meeting in a way that Gen Y will love: Instead of thinking Whats In It For Me during your conversation, make that mental shift and Ask Whats In It For Them! Literally, ask your associates what could possibly motivate them to perform even better next year. Chances are they know the answer better than anyone else, so why not tap into their knowledge and get the key to unlock performance right from the source? It seems like such a no-brainer and yet most managers overlook the tremendous power of this approach. Circling back to the opening of your conversation when you painted your companys overarching purpose, now is the perfect moment to ask your Gen Y associates how they see themselves contributing to that vision and how you can support them in their mission. Make it about THEM and their purpose in life. Activating their sense of purpose can release unlimited energy to spur emotional engagement and subsequently performance.
Gen Y Talking
What engages you most in the workplace and what makes you go the extra mile? Working with others on projects we believe in. Thats key nothing to add to that. Hans Balmaekers, Netherlands Nice management and gratification. If Im working for people, who I believe in and who believe in me, then I am enthused in the workplace. Without that, Im not inspired to work and it becomes just a paycheck which is not what I want. Ryan Gibson, UK Knowing that my employer is investing in me. I dont want to be another employee number on a payroll roster. I want to feel like Im noticed in the workplace, that my contributions matter, and that my employer cares about my professional growth. Ashley Lauren Perez, USA
For more Gen Y Talking and full interviews with 15 bright Gen Yers from around the world, visit our website: http://www.gaia-insights.com
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MORE TOOLS & DISCUSSIONS

We hope this white paper has been useful for you and that you will enjoy seeing your Gen Y employees respond to the tips once you apply them. Wed love for you to share your experiences, comments and feedback with us in our social media forums. Leverage your manager peer community by telling them about your successes or asking what has worked for them. We look forward to hearing from you! Gen Y Lounge group on LinkedIn GAIA Insights on Twitter GAIA Insights on Facebook
FREE COACHING & CONTACT DETAILS

Are you dealing with a specific performance management situation that you would like to get personalized advice on? Would you like to discuss certain leadership challenges with a sparring partner? Do you have a question youd like to see answered by a senior expert? Benefit from our special offer of 30 minutes FREE COACHING. For more information, contact us. We look forward to hearing from you!
GAIA Insights Tel +41 79 847 1595 Email info@gaia-insights.com Skype gaia-insights
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ABOUT
GAIA Insights was established in 2012 by founder and Managing Director Martina Mangelsdorf. Martina is a dedicated Human Resources professional with more than a decade experience in Staffing, Talent Management and Leadership Development. Her functional expertise was built in small niche firms as well as in large multinational corporations such as DuPont and Novartis, where she held different positions of increasing responsibility. Most recently, Martina was Head of Talent Management and Staffing for region Latin America with Novartis Pharmaceuticals, based in the United States. She is the author of the German book "Generation Y" (Gabal Verlag 2014). Having lived in five countries and worked or travelled in over 50, Martina embraces life as a truly global citizen. She was fortunate to see a lot of the planets diversity and benefit from inspiring encounters when, in her late 20s, she fulfilled her childhood dream of backpacking around the world solo. This life changing experience shaped her view of human nature and led her to infuse her newfound insights into corporate talent management. Martina has always been fascinated with the personal development process and its impact on expanding potential. Specifically, she is intrigued by the role memorable experiences play in that process, serving to reconnect individuals with their own true sense of purpose. Influenced by the principles of gamification and positive psychology, Martina has developed energizing concepts which initiate positive behavioral change and result in sustainable leadership qualities that drive business. Realizing how corporations of all industries struggle to engage their next generation of leaders, Martina brought together her passions for people, the planet and for expanding potential by founding GAIA Insights.
GAIA Insights Tel +41 79 847 1595 Email info@gaia-insights.com Skype gaia-insights
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Cracking Gen Y's Engagement Code During The Performance Review

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CRACKING GENERATION Ys ENGAGEMENT CODE

CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

Whats it all about?

Enhancing Your Leadership DNA

Leveraging the Performance Review

CRACKING GENERATION Ys ENGAGEMENT CODE DURING THE PERFORMANCE REVIEW

MORE TOOLS & DISCUSSIONS

FREE COACHING & CONTACT DETAILS

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