Gen_Y Research Report-For Webinar

8/16/2019 Gen_Y Research Report-For Webinar

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Career AspirationsCareer Aspirations

and Attributes of Indianand Attributes of Indian

Generation Y @ WorkplaceGeneration Y @ Workplace

A Research StudyA Research StudyA Research StudyA Research Study

in Partnership within Partnership with

IKYA Human Capitals,IKYA Human Capitals,

MTHR GlobalMTHR Globalandand

The Academy of HRDThe Academy of HRD

in Partnership within Partnership with

IKYA Human Capitals,IKYA Human Capitals,

MTHR GlobalMTHR Globalandand

The Academy of HRDThe Academy of HRD


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RESEARCH OBJECTIVE

AN EXPLORATION AN EXPLORATION

OFOF

HOW THE MOTIVATORS & VALUES OF GEN Y AREHOW THE MOTIVATORS & VALUES OF GEN Y ARE

WITHWITH

THEIR CAREER ASPIRATIONSTHEIR CAREER ASPIRATIONS

@ WORKPLACE @ WORKPLACE


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INTRODUCTION

Gen Y population

in India is 25.47%

of world

population (IndianPo ulation

Bureau, 2009), but

not all are

‘employment

ready’

Generation Y professionals’

skills and potentials are crucial

if economies are to move up

the value chain.


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THE RATIONALE FOR THE STUDY

Lack of validated Indian

Studies on Indian Gen Y

population

We laugh at

stringent rules

and

unproductive

processes at

workplace

We ask ‘Y’

‘how’ ‘what’

‘when’

often, till we

are ready to

proceed…

so answerus!

With a smilewe fight

workplace

challenges.

So lead us and

we can do

anything!


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QUESTIONS ADDRESSED

• What are the Indian Gen Y professionals’ career aspirations,

motivations and value preferences?

• What are the relationship between career aspirations with

motivations and value preference?

• Are there any differences in the career aspirations, motivations

and value preferences of the Indian Gen Y professionals from

different zones of India, gender, work-experience, size of

organization and industry?

• What are current challenges and opportunities posed by the

Indian Generation Y at workplace today?

• What HR policies & processes will make them engaged and

happy?


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LITERATURE REVIEW

Understanding Generational Blend

Traditionalists/Salients (born 1922–1945)

•

• •

Baby Boomers (born 1946 – 1964)

•

• • •

•

• • •

•

• •

•

•

•


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Understanding Generational Blend:

Gen Y in India (born 1980– 2000)

•, , .• • , , •

• .

Generation X (born 1965 –1979)

•• • •

• • •• .• , • .

• • • •, • 24/7• .• • •

.. ..

.• • • • • ,

• •


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RESEARCH

DESIGN ANDMETHODOLOGY

, 4 (,, )

(185) , (17) (183)

2011 2011

The Gen Y

in our study,

is the

born between

the years

1981-1991,

and

limited to the

workingGen Y

professionals

in urban

locations

of

India.


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DATA ANALYSIS, FINDINGS AND

INTERPRETATIONS

Date of Birth

• 61% between 1981 - 1985

• 35% between 1986 - 1991

Gender

• 41% Gen Y Female

• 51% Gen Y Male

Work Experience

• 21 % (1981-1985 ) from 2- 8years

• 80% (1986- 1991 ) 6 months to4.5 years.

Educational Qualification

• 60 % post graduates

• 29 % graduates

ro e

of theRespondents


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DATA ANALYSIS, FINDINGS AND

INTERPRETATIONSDATA ANALYSIS

Sector

• 74% Service Sector

• 23% Manufacturing Sector

Service Industry

• 5% BFSI

• 17% Consulting & Professional Services

• 15% Education Sector

• 8% Healthcare Sector

• 3 % Tourism And Hospitality

• 9% Infrastructure

• 24% IT

•Profile

• 5% Retail

• 6% Telecom

Organization Size

• 39% 1000+ workforce size

• 12% 501-1001 workforce size



Manufacturing industry

• 14% Automotive

• 3% Cement

• 11% Chemical

• 14% Consumer Electronics

• 20% Power And Energy

• 4% Steel

of theRespondents


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CAREER ANCHORS DEFINED

• Managerial Task/Competence

– Strong desire to climb the corporate general management ladder

– Competence lies in a blend of analytical, interpersonal, and

emotional skills – Accept challenge, crisis, group conflict and work under conditions of

incomplete information and high uncertainty.

• Technical / Functional Competence

– Actual work content is a primary concern & chief area of interest in

formulating career decisions. – Feelings of well being and competence aligned with subject or

discipline proficiency


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CAREER ANCHORS DEFINED

• Security and Stability : Job & preferred location, the driving andconstraining forces of both are tied to a personal sense of security,

certainty, and future predictability

• Creativit : need to demonstrate self-extension throu h buildin ,creating, inventing or producing something of their own

• Identity: need to be associated with a firm or occupation whichexternally or visibly enhances or substitutes for self definition

• Variety: diversity of challenges and the need to maintain flexibility ofresponses


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Gen Y working in1000+ workforcesize aspires for:

• Technical & functionalcompetence

• Geographical stability

Gen Y working in 1-

100 workforce sizeaspires for:

• Managerial task

• Individual andorganizational brandidentity

• Service & dedication toa cause

C

A

R

A

S

P

I

R

A

CO

M

P

A

NGen Y working in 1-100 workforce sizeaspires for:


• Individual and

organizational brandidentity

Gen Y working in101-500 workforcesize aspires for:

• Creativity


• Job stability

E

E

R

I

O

N

S

&

Y

S

IZ

E


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South zone and west zone inalmost all dimensions have high

and similar scores

There is significant difference forover all career aspirations

particularly for east zone whencompared with other three zones

(west, north and south). Eastzone Gen Y employees aspire tohave lowest level of overall careeraspirations, however, their overall

intrinsic motivation is higher

There is significant difference forintrinsic & extrinsic motivators& value preference particularlyfor north zone when compared

with other three zones (west, eastand south).


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Adequate earnings,

equitable pay andinteresting work are keydifferentiating motivators

among less and moreexperience cohorts in

terms of meandifferences.

In terms of valuepreferences there is

difference for monetaryorientation for the selectedtwo cohorts based on work

experience.


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Correlation analysis of Gen Ys’ career aspiration with motivations

and value preferences


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Freedom to work their own way v/s Responsibility to complete the task given

Open & Fun filled work environment v/s systematic & structured processes

Independence v/s handholding

Spendthrift v/s invests

Work hard v/s work smart

Work &life balance v/s want everything fast and now

Work & life balance v/s 24/7 access to internet

Want decision making power v/s tend to take decisions in haste

Learning attitude v/s seek Guidance only

Competitive v/s collaborative peers

Supportive management/leaders v/s despise micromanaging

Need emotional bonding with Organization v/s detached when see better opportunity outside

C

O

N

F

L

MO

T

I

V

O

F

G

Need high maintenance of hygiene factor v/s need meaningful & interesting work

Fat pay & job profile v/s learning and development opportunity

Job Hop for better opportunity v/s want stability till they get what they want

Want instant feedback of their performance v/s questions and deny if they think the feedback is insufficient

Want to retire at 40 v/s What to do after forty is not preciseFamily oriented v/s lack of time for family

High aspirations v/s not sure how to attain them

High energy v/s energy seldom channelized in bringing out their best

Open interaction v/s despise grapevines

Responsibility v/s stress

Time for Friends important v/s time at work equally important

Gives 100% to work v/s expects 100% care

C

T

IN

G

T

I

ON

S

E

N

Y


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CONCLUSIONS, LIMITATIONS AND

DIRECTIONS FOR FUTURE RESEARCH

• Conclusions

– Managerial competence, organization brand identity and sense of service are

Gen Yers’ focus in making their career decisions. However, a Gen Y employee

may have one particular primary aspiration and two or more secondary

aspirations. – Gen Ys are motivated by extrinsic factors, only marginally than the intrinsic

factors and they highly oriented towards achievement value.

– Overall career aspirations are positively correlated with intrinsic motivations

and values such as achievement, monetary and role orientations.

– Partial negative correlation is seen between the career anchors and intrinsic

motivations, such as, technical & functional competence - technically

competent supervisor, autonomy & independence - Equitable Pay,

geographical stability - equitable pay. – Some career anchors are partially negatively correlated with extrinsic

motivations, such as managerial competence vis-a-vis sound company

policies job stability vis-à-vis fringe benefits and alike.

– Further analyses showed there were significant differences within the different

cohorts, such as, industry, gender, location, work - experience and company

size, for overall career aspirations, motives and values.


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CONCLUSIONS, LIMITATIONS ANDCONCLUSIONS, LIMITATIONS AND

DIRECTIONS FOR FUTURE RESEARCHDIRECTIONS FOR FUTURE RESEARCH

• Direction for Future research:

– Gen Ys’ career aspirations, motives and values are shaped by their individual

socio-cultural background

– As Gen Y moves forward in their career & life stages, their career aspirations also

gets influenced by their personal and socio-cultural needs.

– North youth is not enough demanding for comfortable working conditions &sound

HR policies. Either it could be because of “satisfied lot” Low aspirations or-.

research

• Limitations:

– Inter and intra organizational factors have not been considered {for eg.

Comfortable working condition (as an extrinsic motivator) is very low at 18.71 (at

Delhi & NCR) as compared to west (54.84) & south which indicates thatorganization in the north zone may have less developed corporate culture}.

– Market variables are neglected, {for eg. In the eastern zone, job stability lower than

any other zone, maybe because of “socio-political effect”- more security feeling}.

– We have taken a single unit of analysis. Also, the underlying reasons of the

correlation analysis results remain inconclusive, but it gives direction for future

research.

– Generation Yers’ archetypes not explored. Scope of study limited to urban

locations


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