3G

�Generation

�Gender

�Geography

“Preparing for a diverse workforce”

Workplace “G” Spots

About Us

Asia’s first specialist recruitment firm to dedicate solely to the travel, tourism & hospitality sector and now Training & Development.

All members of the TMS Asia Pacific team worldwide are from a travel, tourism and/or hospitality background

MORE THAN JUST RECRUITMENT

Established in 1994. Today, TMS Asia Pacific is the largest

travel HR consultancy firm in this region and recently opened a training institute in TMS Academy.

Fast Facts

• The Labour pool is actually shrinking!

• Working age population across Asia to contract – more people

leaving workforce than entering

• 67% of all new jobs created Globally will be in ASIA by 2020.

• A DBS report estimates 99,000 jobs losses in Singapore during this crisis.

• US - 2.6 million job losses in a 4 months period alone

A diverse workforce on market recovery

The Talent Crunch

• A shortage of specialist skills in every Asian country is the greatest challenge facing leaders in the next 3 years

• No doubt contributing to continued emphasis on people as much as profits.

• Local Asian companies are inhibited in their global expansion plans because of insufficient talent

• Staff management and development is ranked as more time consuming than engaging with suppliers or customers and strategic planning

� attributed to the need to be personally involved in keeping important projects on track, in part due to “understaffed management teams

• Strong people development skills will become moreimportant for the AsiaLeader in the next threeyears

� Seen as being as important asstrong strategic thinking moreimportant than the ability towork across cultures ordrive change.

Redefining “People Skills”

-60000

-40000

-20000

0

20000

40000

60000

80000

1950

1954

1958

1962

1966

1970

1973

1977

1981

1985

1989

1993

1997

2001

2005

2009

2013

2017

2021

2025

2029

2033

2037

2041

2045

2049

Contraction in working age population begins 2017

Contraction - Singapore

1950 2007 2050

Source: KPMG Property Advisory, UN Statistics Division

Net growth in working age population (15-64)

60,000

China

Japan

Thailand

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020 2030 2035 2040 2045 2050

1950 2007 2050

2025 contraction

Net growth in working age population (15-64) over 100 years

200000

0

400000

800000

200000

600000

Other Key Asian Countries due for contraction:-

• South Korea by 2015

• Indonesia by 2035

Fact - Asia

1G Generation Gap

• Major demographic shift; companies facing aging workforce

• Employers to struggle to retain and recruit talents – Gen Y’s rapid career changes

• Career planning - not just vertical growth but developing marketable skills that employees can take away

• Much less likely to respond to traditional command-and-controltype of management still popular today

• 24yrs old, born 1985 (typical GY 1978 – 1994)• Only child of baby boomer parents• Living at home with no financial commitments• Highly educated, just finished her Marketing

Degree from Australia• Prefers “deals” not contracts and “mentors”

not bosses

Meet Gen Y

Britney LEE

• 25yrs old, born 1984 • Single child of divorced parents• Matured to adulthood prosperous times• Not committed to marriage, mortgage,

children & career• Highly creative, opportunistic and global in

his thinking• He wants INSTANT gratification

Levi TAN

• Gen Y change careers fast; create frustration for employers

• Gen Y are pampered,nurtured and programmedwith a slew of activitiessince toddlers – bothhigh-performanceand high-maintenance

• They want to be CEOat 26, but onlyprepared to do 35 hours a week to get there

• Grown up questioning parents, and now they're questioning employers

Understanding Gen Y

Understanding Gen Y

• To understand GY, think McDonalds not Home Cooked Meals.

• For $5.85 at McDonalds you can get a good meal in 5 minutes. Compare this with 2 hours of shopping, cooking and washing up for your “great” home cooked meal.

• GenY will take the good offer now, over a great one tomorrow.

2GEast meets West

Opinion - West:Assertive, Confronting

East:Passive, Accepting

Common Cultural Characteristics

Fusion - combining widely differing ethnic or culture, styles or techniques between East and West

Way of Life - Focus on self/ own needs Sense of family/ belonging

Characteristics

Management - West:Equality, lateral, loyalty, encourages feedback & open communication

East:

Status, power, dominance, non-communicative style

Characteristics

Connections

West:Sociable, enjoy meeting new people from different counterparts

East:

Connect within the same group or own acquaintance

Time

West:Time is of essence

East:Flexible timing

Case Study

• Different social norms and languages among international workforce

• Cultural differences between “Guai Loh”& Hong Kong local employees

• Integration of cast members -embracing Disney’s principle “All for One and One for All”

• Change Management: Instill Disney’s global values, culture & process excellence into Disney Hong Kong

Hofstede Model

WestIDV/CDV Independent/ individualistic

UA Open culture, freedom of opinions

PD Consultative or democratic

MAS/FEM Gives notes of recognition for staff accomplishments.

LTO Respect all cultures.

EastIDV/CDV Fosters strong relationships,

commitment to groupUA Embrace variety of ideas,

thoughts and beliefs.PD Autocratic - Subordinates

accept hierarchical structureMAS/FEM Competitive, individual

achievementsLTO Ordering relationships by status

and thrift.

PROCESS PRODUCT PEOPLE

3Ps

Job rotations

Understanding Operation Process

“You Better Believe It”Understanding Service Excellence dependant on Guest expectations

- Employee Involvement

- Employee Development

- Employee Performance & Recognition

• “Early on, we promoted the heck out of successful transfers and now we have lots more people moving into different departments”

• “The cast members started competing with each other to see who could get and give the most recognitions”... “In celebration of the success of the programme, Morley organised a cognition party attended by five hundred cast members”

• “Cast Care Network…Not only has it helped with conflict resolution, it has helped increase the dialogue between cast members”.

Outcome

Greg Morley, Director of HR Disney

• Relationship Oriented• Multi-taskers - Good at time

management• Active Listeners - speaks

briefly and waits turn• Talk/ Detail-Oriented

– Not missing points• Sense of self through sharing

feelings• With success - points outward• With failures - points inward

3GMars vs. Venus

• Independent• Focused on tasks• “Caves” for problem solving• Talk - gain status and negotiate

– solve problems using the least words possible.

• Works aggressively through directives - if all fails, punts

• With success - points inward

• With failures - points outward

Managing Martians: DO• Allow them to work independently • Motivate the “Hero Factor” by appealing to their ability to

get the job done • Praise and reinforce them by appreciating the TASKS• Manage their stress by allowing “cave time”• Act as if you trust he will succeed

DON’T• Offer unsolicited or excessive

advice/help• Over focus on gathering all potential

problems of a situation• Manage stress by asking them to talk about it• Act as if you do not trust he will succeed

Do’s & Don’ts

Managing Venus: DO• Allow for more collaborative work• Motivate by appealing to their ability to help the group• Praise and reinforce by emphasizing the importance of

group/organization• Manage stress by listening• Pay attention and positively comment on the “little

things” she does

DON’T• Solve problems too quickly (listen first)• Focus exclusively on task and ignore the relationship• Wait for Venusians to bring up problems - ask about

their concerns• Withhold positive feedbacks

Do’s & Don’ts

• Marketing efforts should not only be focused on your customer, but to potential employees

• What sets your company apart from others? What is your USP? “Why should I work for you”?

• Do you have a CSR program/ policy? Today’s Talents wants to make a positive difference to society and are appealed by companies that are Socially Responsible

• Be prepared to be interviewed! 360 degree interviews

• Make employment decisions onthe spot

Paradigm Change

Who is Responsible?

• Talent Management starts from the top. CEO, MDs, Directors etc.

• Appreciate and understand your talents and constantlywork on keeping them

• Identify Talents long term goals early, work closely with them and help them gain the critical skills and experience needed to progress within the company

Motivators

Why employees leave?

Career Development – 54%Work condition/ Boss – 21%Money – 16%New Experience – 7%Other – 2%

33% list Money as their 2nd Choice

Motivators cont.

Why employees stay? (what do employees want)

Career Development – 44%Recognition – 33%Work condition/ Boss – 21%Other – 2%

Money – 0%

Motivators cont.

• 44% put Money last as their decision to stay.

Thank You

ASIA PACIFIC

TMS

My email -andrew@tmsap.com