PRESENTATION

Casestudy

VOIS
VINTAGE

Team - The Think Tank

 CONTENT AHEAD
Workforce segmentation (Age) 2

Workforce segmentation (Gender) 3

Workforce segmentation (Generational) 4

Workforce segmentation (Skills) 5

Workforce segmentation (Advocacy-Engagement) 6

Short term solutions 7

Long term solutions 8

1
 Workforce Segment on the basis of Age

18-29 30-39 40-54 55+

Wants to value theor Wants company to Works hard to be Wants expertise to be

own contribution value individual valued valued
New approaches to contributions Saving for a child's Planning for retirement
recruitment Balancing work and education Having company-
Values informal family; personal life Planning for sponsered health care
workplaces Flexible work hours retirement options available during
Volunteer opportunities Career advancement Dealing with the retirement
and flexibility including leadership stress of balancing Access to flexible job
Career advancement opportunities work and family; opportunities that support
oppertunities, Saving for a child's personal life simultaneous needs for
recognition education Taking care of an education, work, and
Further education Planning for older parent pleasure
outside retirement Dependent care is an issue
Access to social for about 1/3 of mature
networks and high-tech workers
tools Reduced physical demands
Saving for a home

2
 Workforce Segment on the basis of Gender

WORKING GOALS MEN WOMEN

Learning new things 6 6

Interpersonal relations 5 3

Opportunity for promotion 10 10

Convenient work hours 7 4

Variety 8 9

Interesting work 2 2

Job security 3 5

Job abilities match 9 8

Good pay 1 1

Working conditions 11 11

Autonomy 4 7

Rank order scale, from 1 (highest position) to 11 (lowest position)

3
 Generational-Based Workforce Segmentation

Generation Y or
Generation X (born Generation Z (born after
Baby boomers (born Millennial (born
between 1965 and 2000)
between 1946 and 1964) between 1981 and
1980)

2000)

Value compensation Have the mentality of Motivated by jobs Are curious, globally
and monetary benefits live-to-work and not that provide growth, focused, impatient, and
Tend to embrace the overly loyal to their flexibility, mobility, social-media savvy
social ideology of live- employers and a sense of Comfortable with big
to-work and view work Tend to be purpose and meaning data, gamification, real-
as a vehicle to financial individualistic, goal- Comfortable with time virtual
wealth and success oriented, self-reliant, multitasking, change communication, and
Favor individualism and unstructured, and innovation, and multitasking
expect to be rewarded impatient, informal, prefer instant and Desire mobility, pursue
for good performance and results-driven real-time feedback entrepreneurial

Comfortable with Value social endeavours, and embrace
challenging the status responsibility and change and abstraction
quo environmental
concerns

4
 Skills-Based Workforce Segmentation
Criticals Professionals

High value and uniqueness High value and lower uniqueness

Long term relational with the employees Medium to long term relational with the
High investment to retain employees
E.g: Managers, designers, etc. Lower investment to retain
E.g: Nurses, CPAs, Project Engineers, etc.

Doers Specialists

Lower value and uniqueness Lower value and higher uniqueness

Transactional contract (short/long term) Long term psychological contract
Low investment to retain Low investment to retain
E.g: Manual Labour, Admin, etc. E.g: Train driver, ATCs, casino dealers, etc.

5
 Engagement-Advocacy Workforce Segmentation
Gatekeepers Exemplars
High
The employees who are emotionally High-engagement staff members
detached but who actively support who are well-aware of the
social issues on a high level organization's social objectives and
If company values them beyond just a core values
paycheck and supports their social Retaining and increasing the number
ADVOCACY

objectives, engagement increases of exemplars is always a challenge

Blockers Triers

These employees demonstrate low Despite poor comprehension of the

levels of engagement and advocacy,
the worst situation of all
Recruitment mismatching unsuitable
candidate and employer, making
retention challenging to maintain
company and its goals, employees
are heavily engaged
Gen X or older workers with high
levels of human and social capital,
not concerned with sustainability

Low
ENGAGEMENT High
6
 Short-term solutions for retention problems

The significance of exit interviews. Create an exit interview program if you don't already have
one. To achieve high retention rates, it is crucial to hear from departing employees
focus sessions. Setting up focus groups with your staff to discuss the issue is the best way to
help stop a wave of turnover. This might reveal some personnel or minor adjustments you can
make to help re-establish trust. In a metro area where I had a high turnover rate, I discovered
through a series of focus group meetings that our retail schedules didn't account for the metro
bus schedule. I got everyone on the team together immediately to decide who took which bus
route and adjust the schedule. Without attending a focus group meeting, I would never have
discovered this crucial fact
Interviews at the skip level are productive. The senior leader and employee meet one-on-one
during skip levels interviews. The boss of the employee is the leader. After all, everyone has a
busy schedule, and senior leaders spend more time on long-term planning, growth, and
strategy than their staff.
Implement swift and noticeable changes. When a hole is found that could be causing turnover,
it's critical that you take quick, strategic action. Find ways to stand out by communicating with
employees other than the typical employee announcements sent via email and the company
intranet.

7
Long-term solutions for retention problems

A critical consideration should be employee feedback. Finding out if they are

happy and why or why not can be done in great detail through focus groups and
surveys.
Analyze the corporate culture. Is what you claim accurate, and is that a good
thing? An evil corporate culture may encourage employees to leave.
Analysis of pay, perks, and benefits. Before analyzing and benchmarking your
competition, this will help you better understand what you currently have and
where you stand regarding benefits, vacation, and other employee perks.
Evaluate your competitors. Anyone with higher retention rates than yours is worth
paying more attention to. Be sincere; acknowledging when the opposition gets it
right can be challenging.
Create changes and communicate them. Fix the issues instead of just identifying
them, and make sure your staff members can see the progress. Being perceived
as seeking solutions can significantly improve communication, allowing you to
identify problems earlier and take corrective action before they affect retention
rates.

8
Thank You.