Are glass ceilings breaking and sticky floors not sticky anymore?

A study on Gen Z and Gen Y compensation and benefits

structure.
Ruta Padhye.

Phone. No. 8830604993 Email ID: padhyeruta@gmail.com

Prof. Gopa Das.

Phone No. 9284147021 Email ID: gopa.das@imdr.edu

Abstract:

Glass Ceilings is the metaphorical invisible barrier that prohibits certain individuals from being
promoted to management and executive-level positions within an organisation or industry. The
phrase is widely used to describe the obstacles that women and minorities experience while
attempting to advance in a male-dominated business hierarchy. When women remain in lower-level
positions in their careers. The "sticky floor," like a glass ceiling, keeps women in lower standing in
the workplace even when they are granted exceptions by their administration. This study examines the
different compensation and benefits structures that are created by the employers for Gen Y and Gen Z
employees and the progress the women of these generations have made in the past few years. The
study also shows the different perks and benefits women of this generations demand and expect from
their employers.

Introduction:

Motivating and retaining employees is an essential factor for any organization. Companies
cannot keep their employees with high salaries alone; they also have to develop
compensation packages that address with needs of the employees. The dynamics of all
businesses have changed over the past few decades. Focus on engaging employees, providing
competitive compensation packages, attractive incentives, etc., are some ways companies
practice retaining and satisfying employees. Employees are now addressed as 'human capital
and not merely as commodities of a company. While compensation can help the employees
afford a particular lifestyle, it can also increase the chances of the employee being loyal to the
company. Employee engagement through providing different compensation structures to
varying levels of employees has been practiced very commonly nowadays. Employees today
correlate compensation and benefits with job satisfaction and employee retention.

Wages and salaries are a primary human resource function today. Apart from compliance
with procedures and regulations, aspects such as cost to the organization and employee
motivation through compensation and benefits schemes have increased the percentage of Gen
Z and Gen Y employees loyal to the company. Generation Z wants a variety of bonuses and
incentives in their ideal workplace. To attract young talent, make sure your perks are flexible
and personalized. Contrary to popular belief, Generation Z likes conventional benefits such as
fringe benefits, ESOPS, retirement plans, etc. However, they place a premium on more
tailored incentives and quick employee rewards.

The term "glass ceiling" refers to a discriminatory barrier that prevents women or people of
colour from advancing in occupations that are already pretty decent, typically in middle
management. 'Glass Ceilings' was first coined by Marilyn Loden when she spoke as a judge
at the 1978 "Women's Exposition" in New York. This concept was later popularized in 1986
in the Wall Street Journal article discussing the corporate world's hierarchy and how inviable
barriers were created that prevented women employees from getting promoted in their career
paths. The equality gap varies by country and may be influenced by cultural attitudes that
discourage women and minority groups from working. Companies in India have responded to
the gender gap by concentrating on diversity initiatives. This involves recruiting people who
are mainly responsible for boosting the representation of women and minorities in
management positions. Companies may guarantee that the most competent applicants occupy
decision-making roles by concentrating on measures that decrease or remove the glass
ceiling. Surprisingly, only some feel there is a glass ceiling to break through. Only one in
every six Baby Boomers believes it exists. This makes it all the more common that almost
one-third of Gen-Z thinks it does what older generations regard as usual, whether consciously
or unconsciously, is being called into question. In spite the fact that it is still in its beginning
stages of work, Generation Z is not hesitant to speak out about what it perceives. Generation
Z believes that employers should do more to support diversity and inclusion within the
workplace, and that a glass ceiling impedes women's and different groups' growth.

Sticky floors are a discriminatory employment phenomenon that maintains a specific group
of people at the bottom of the work hierarchy. Most of those affected by the "sticky floor" are
"pink collar employees," such as secretaries, nurses, or servers. Clerical or service positions,
commonly associated with the "sticky floor," are held by over half of working women. In the
21st century, Gen Y and Z employees are trying to eradicate these biases and ensure that the
sticky floors are not sticky anymore. Many women from Gen Y want to become independent.
Companies adapting to changes over the generations are promoting hiring more women than
men and are appraising women to become CEOs and managers.

Although the standing of women in India has grown significantly over the years, there are
still some societal contradictions. Previously, the division of labor between men and women
was reasonably apparent. On the one hand, males were required to go outside, while women
were expected to stay home and care for their families and children. On the other hand, the
20th century brought with it a gleam of optimism, particularly for women. The workspace
was limited to the house and kitchen. Offices and board rooms were made available to
women. The business sector embraced women with open arms and provided equal
opportunities. It gives special consideration to its female recruits. Today's millennial
generation has developed a new concept of feminism that embodies independence, self-
assurance, and optimism.

However, owing to gender disparity, there are still flaws in the workplace. Women in the
twenty-first century are continually waging this war and demonstrating that they can compete
with males. They have established themselves as self-sufficient workers rather than family
breadwinners. Women want employment not simply to make money but also to gain interior
fulfilment. Many of them have now advanced to prominent positions in the corporate sector.
When comparing Gen Y women to prior generations, there is a noticeable difference in
demography, values, beliefs, perception, and entire lifestyle. Many thinkers, however, believe
that the ladies of Gen X and Gen Y are nearly identical and may be considered one.

The case study focuses on the different compensation and benefits schemes that have
changed and evolved over the years and in other generations. The pandemic has had an
impact on these compensation schemes. It has also changed how companies compensate their
employees. Glass ceilings are cracking gradually and reducing the gender gap. The most
recent HR trend, diversity inclusion, is on the rise, and companies are trying to hire more
women employees and are promoting equal pay for equal jobs. This case significantly talks
about the impact on the pay structures of women employees who beat the stereotypes. In
today's world, Gen Z and Gen Y employees are demanding different perquisites and
compensation from their workplace.

Objectives:

1. To study impact of Glass ceilings and sticky floors on career development.

2. To study compensation and benefits demanded by Gen Z and Gen Y employees.
3. To analyse the different ways by which both generations evaluate compensation and
benefits.

Literature Review:

According to Karon Warren (Generation Z (Gen Z): Definition, Birth Years, and
Demographics. Published by Investopedia on August 29, 2022) many demographic analysts
refer to the present generation of young people as Gen Z. The Pew Research Centre defines
Generation Z as persons born between 1997 and 2012. The eldest members of this generation
are approaching the age of 25, with many having graduated from college, married, and
beginning families. They are the generation that follows the millennials (born between 1981
and 1996). As a result of the COVID-19 epidemic, members of Generation Z confront a more
uncertain future than many earlier generations. According to the results of the Transamerica
poll, Gen Z today has little to no financial stability. Gen Z employees are more likely than
earlier generations to report they are just scraping by to cover basic living expenditures (50%)
and paying off educational loans (35%). Furthermore, they have only saved $2,000 in
emergency reserves, and 30% have delved into their retirement funds. In addition, about one-
third of Gen Zers have cut their day-to-day costs as a result of financial burden caused by the
epidemic.

In a research study done by Shivani Inamdar from Symbiosis International University (Gen
Y Women in the IT Sector in India: A Review and Research Agenda) the youthful
demographic that has lately begun to enter the labour field is commonly referred to as
Generation Y, millennials, Next Generation, or Generation Me. They are thought to have
been born between 1982 and 2000. However, because there is no universal agreement on the
precise birth years of this generation. The phrase "Gen Y," which refers to the youth
population, is gaining popularity these days. Their open-mindedness, frankness,
inventiveness, and multi-tasking approach distinguishes them from previous generations.
They are technologically adept and can easily work in a digital world. They do not believe in
hierarchical structures and prefer a more relaxed and pleasant attitude in their working lives.
This attitude of GenYers toward work culture distinguishes them from traditionalists, and the
gap between them arises not only in terms of demography but also in terms of thinking and
approach. Managers today are having difficulty distinguishing the distinctions and
similarities between this tech-savvy generation's attitudes and views and those of previous
generations. The generation Y population is rapidly growing all across the world. Today, Gen
Y accounts for over 25% of the global population (Gibson, 2013), with a sizable proportion
residing in India.

Priya Cherian, (Rewards vs Culture: What’s the preference of Indian Millennials & GenZ?
Published by: People Matters on 04th November 2021) shared her views about the
importance of good monetary and non-monetary rewards that Gen Zers expect from their
employers. Given the recent pandemic's impact, Gen Z is more inclined to prioritise money
above other concerns when they enter entry-level occupations, a feeling shared by previous
generations. While remuneration is important, it is not the only factor that young employees
seek for in an organisation. Following remuneration, workers now inquire about employee
engagement, morale, flexibility, and a work environment favourable to productivity. Most
employees, particularly those with experience, take a long-term view of their career
development and recognise the strong link between a nurturing workplace, professional
growth, and higher pay in the long run. They recognise that learning and progress are
determined not only by experiences and abilities, but also by the amount of exposure they
will receive at work. In fact, a global Gallup poll found that 'caring about employee well-
being' is one of the top three criteria for employees across all workforce generations. People
care about diversity and inclusion, equity, and ethical corporate behaviour because they want
a good job and a fulfilling life. According to Eleanor Chilvers (The employee benefits that
Generation Z need – and why? Published by: Engage Health Group on 1st November 2022)
recent college graduates and younger professionals today are part of "Generation Y (Gen Y),"
often known as "Millennials." In India, the job trends of this generation contrast with those of
previous generations. The "Greatest Generation" desires stability, changing occupations a few
times throughout their lives. The "baby boomers" and "Generation X" have grown restless,
working an average of 11 jobs throughout their lives. However, individuals of Generation Y
will hold up to 20 different occupations, each lasting less than three years. Recruiters and
company owners trying to employ Millennials must understand what will draw prospective
Gen-Yers to their organizations and what will keep them there.

In this article, Chris Martin, a research economist,(Workplace Equity by Generation: Baby

Boomer, Gen X, Millennial & Gen Z Stats. Published by: Syndio on August 4, 2022) pointed
out that equal pay is significant to Gen Z. They are more likely than previous generations to
apply to a firm that pledges to equal pay and to leave a job if they discover their employer
does not have a pay equality policy. Pay fairness is the most critical gender-related worry
among female Gen Z employees, but they are also more hopeful about gender equality than
previous generations. Millennials are most likely to believe they are not earning a fair wage
or a fair share of profits. This view may be due, in part, to the fact that millennials make 20%
less than baby boomers at the same period of life while having greater education levels. This
bias puts them on a lower path to wealth accumulation because they are not only delaying
home ownership but are also paying off student loan debts. N.Hima Bindu, Asst. Prof, at
Sridevi Women’s Engineering College (A Study on Glass Ceiling and its Impact on the
Career Development of Women at Workplace. Published on: January 2022) said that women
have less prospects for advancement than males, implying strong gender favouritism in
organisational advancement. The research aims to get information and guidelines in firms
that ensure equal employment opportunities for employees, particularly women. In
comparison to males, there are far more women who are brilliant, expressive, problem
solvers, fosters, critical thinkers, and stress managers, but who are unable to demonstrate
their abilities. For decades, it has been observed that the women in senior managerial
positions are very low, despite having good academics, a wealth of knowledge, quality, and
efficiency, and this is only due to barriers such as mental blockage, prejudices, and the glass
ceiling phenomenon. The glass ceiling is a strong barrier of transparent nature that prevents
women from climbing the corporate ladder. The study strives to identify elements that
contribute to the glass ceiling, which in turn affects women's career advancement, and aims
to determine which characteristics are the most detrimental to women's career development
opportunities.
According to Elwira, a content creator, (How to structure an employee benefits package for
Gen Z. Published by: Pacific Prime on January 22, 2021) Gen Z employees' pay structure and
their employers' demands are an important aspect of today’s pay structure. Employee benefit
packages must be ready before Generation Z joins the workforce. Because Gen Zers are more
money conscious, they are more likely to stay with their initial employment for a more
extended period, given that essential benefits are offered. As they are more concerned with
owning and purchasing than with "experiencing," pay, comprehensive health insurance, and
training and development programs will be crucial to them. If an employer pays for all work-
related costs, Gen Z will feel more comfortable and may opt to stay with their employment in
the long run. Workplace health insurance is generally considered a standard component of
employee benefit packages. While Generation Z members are high achievers eager to work
hard, they want their company to meet all of their job-related demands. These demands
include vision, dental, maternity, and even wellness benefits. Since a Gen Z employee is
particularly concerned about money, providing financial counseling sessions or loan payment
assistance will help to create trust and loyalty with your organization. Explaining the
necessity of saving and assisting them in developing future goals is one strategy to keep a
young employee.

Acorrding to Sakshi Sharma and Parul Shekhawat (Glass Ceiling for Women: Does it
exist in the modern India?) the primary necessity of companies in the modern era is
responsiveness to the business environment and achieving efficiency for competitive
advantage. Women's empowerment can assist organizations in reaching their full potential.
Nonetheless, women face impediments that impede their advancement in organizational and
managerial hierarchies. Though education has traditionally been a female-dominated field,
the situation is entirely different in private colleges, where a glass barrier persists for women
when it comes to advancement or being assigned difficult work. The current empirical study
seeks to validate the glass ceiling measurement model; detect changes in the degree of glass
ceiling in Indian society, notably private colleges; and investigate the influence of age,
education, position, and wealth on perceptions of the glass ceiling. In this article, Tushar
Agarwal (Are There Glass-Ceiling and Sticky-Floor Effects in India? An Empirical
Examination. Published By: Oxford Development Studies 41(3) on September 2013) the
gender pay differentials in the Indian economy's rural and urban sectors are examined in this
article. The hypotheses of a glass-ceiling effect (a more considerable wage disparity at the top
of the wage-distribution range) and a sticky-floor result (a broader wage gap at the bottom)
are investigated. The findings demonstrate the glass-ceiling impact in the rural sector and the
sticky-floor effect in the urban sector. The primary pay difference is deconstructed using a
counterfactual decomposition approach to discover the contributions of attributes and factors.
The findings indicate that women face labor-market discrimination. Furthermore, women at
the bottom of the salary distribution spectrum experience more prejudice than those at the
top.

Smt. Nabanita and Smt. Paramita Chatterjee (Effects of glass ceiling on women career
development in India) pointed out that although there is a major rise in the number of women,
women's access to higher-level management jobs remains limited. Several types of research
have proven this. The glass ceiling effect refers to the phenomenon of stifling women's rise to
top management positions (GCE). It is consequently essential that companies (both private
and public) launch an awareness campaign and include equal employment opportunities in
their company or organizational policy. The findings show a negative relationship between
the Glass Ceiling and Women's Career Development, as well as that Individual factors,
Organizational factors, and Cultural factors significantly impact Women's Career
Development. The current article investigates gender disparities and discrimination against
women in the workplace. The main barriers to women's labor-force participation are a lack of
education and skills. It also emphasizes the significant effects of the Glass Ceiling on
women's career development (WCD) at the executive and small business levels. The Twelfth
Plan envisions a significant increase in skill development for women, from traditional skills
to emerging technical digital skills, to assist women in breaking gender stereotypes and
moving into higher-skilled jobs. According to Andre Brown (What millennial workers want?
How to attract and retain Gen Y Employees) the gender-related salary differentials in rural
and Generation Y's concept of the ideal employer represent a down-to-earth combination of
idealism and pragmatism, of care for self and others, according to this article. They all
believe that organizations should help both individuals and society as a whole. At the same
time, they are hesitant to jeopardize their career security and expansion for broader values.
Andre Brown, from the corporate accounting department, says that nothing is satisfying than
to know that what you do for a livelihood has a beneficial impact on the lives of individuals
in your town, country, or even the planet. On the other hand, tuition reimbursement, health
insurance, and incentives serve to attract staff." When asked to rate the relevance of 11 job-
related characteristics, poll respondents' salary, perks (including health insurance and 401(k)
plans), and prospects for professional growth and progress were prioritized. Factors such as
the company's leadership, reputation, and in-house training programs were at the centre.

According to Manoj Agarwal (Managing compensation & benefits of a multi-generational

workforce. Published by: People Matters) Millennials are well-known for their emphasis on
monetary rewards. Thus, while designing the Remuneration & Benefits package, monetary
compensation should be given special consideration. As a result of their capacity to thrive in
a competitive market, this generation is likewise driven by variable income. Benefits that
represent goals, such as professional advancement, mentorship, and support group
involvement, might influence employee retention. They also value specific, substantial, and

genuine recognition. Gen Zers have been seen extensively operating in changing workplace
situations - across jobs and across businesses. This group values monetary rewards, but the
fact that they may be affiliated with numerous groups or communities at the same time allows
them to be reasonable in their remuneration expectations. Nonetheless, they would
necessitate alot of flexibility in terms of working conditions and engagement periods.

In this article Turra Mohammed (Are Gen Y and Gen Z the Leasing Generation? Published
by Times of India on April 11 2022) said that Gen Z and Gen Y want financial freedom and
want to be independent. Indian millennials and Generation Z are avoiding long-term financial
responsibilities that come with owning high-value assets such as a home or a vehicle. While
convenience and connection are important concerns, flexibility is the need of the hour. And
acquiring goods such as homes and automobiles does not help you achieve that goal. The
major conviction of these two generations is in the current 'pay as you go' model. And leasing
is fully consistent with this. It all boils down to a shorter commitment at the end of the day.

Gratification, commitment, and affordability are the three key factors affecting Gen Y and
Gen Z's attitudes on leasing and subscription models today.

In a research study done by Shivani Inamdar from Symbiosis International University (Gen
Y Women in the IT Sector in India: A Review and Research Agenda) with their upbeat
attitude, Gen Y females have entered society and are developing their own concept of
women. The young female workers have not only joined the professional world smoothly, but
they have also demonstrated their brilliance and persuaded everyone that they are essential to
the success of their organisations. Many corporations have publicly acknowledged that the
presence of females has had a positive influence on the organisation. Many of them argue that
having women on business boards has increased turnover, earnings, and return on investment.
In an article published by Economic Times (Cracking the compensation code: A Times Job
Study) a rise in the inflation and the cost of living have caused employees to reconsider how
they are rewarded for their job. According to the Times Jobs poll, most employees across
generations choose larger 'in-hand' compensation above other components of remuneration.
Almost 40% of baby boomers, 56% of Gen X, and 41% of Gen Y workers want more money
in their pockets. The desire for more in-hand salary is larger at the junior level, with nearly
60% of junior employees requesting more in-hand income.

According to Mastufa Ahmed (Want to retain Gen Z and millennial employees? Increase
pay and tackle climate change) Gen Z and Millennial research, Gen Zs and Millennials are
intensely worried about the status of the world and are attempting to balance their desire for
change with the obligations and restrictions of everyday living. They are dealing with
financial issues while attempting to invest in ecologically sound options. They are exhausted,
but many are taking up second jobs while advocating for more meaningful—and more
flexible—work. The expense of living (e.g., housing, transportation, bills, etc.) was cited as
the most important worry by Gen Zs (29%) and millennials (36%). Furthermore, 12% of Gen
Zs and 11% of millennials cited political instability, war, and international crises as their top
concerns. They do not feel financially secure, and they are highly worried about wealth
disparity on a societal level. Almost half of Generation Z (46%) and millennials (47%) live
pay check to pay check and are concerned about their ability to afford their bills.

Analysis and Findings:

The literature review and the case study gave deep insights into the work culture and the
disparities existing at workplace which aren’t focused on platforms. In today’s era Gen Y and
Gen Z women are breaking the glass ceilings and moving up the hierarchy ladder. Gender
discrimination in the workplace, colloquially known as the "glass ceiling," has emerged as
the most serious hindrance to women's success. The composure, women have risen up the
corporate ranks thanks to their expertise in finance, albeit their presence in senior roles is
restricted. The study has helped in understanding the obstacles that women employees face
on their route to progress, as well as highlighting the gains that ‘multi-task women’ have been
able to accomplish in breaking the glass barrier. The patriarchal culture and continuous
stream of orthodoxy that has flourished in India since ancient times have restricted women
their rights., On the other hand, the women, have been tenacious in overcoming the taboos
that confine them within the four walls of the house and breaking their way into the corporate
world. Women in the company today are advancing in their careers by receiving their due
respect and recognition. The women from these two generations want to break these taboos
and come up as being strong and independent. These women are successful in doing so and
today the young workforce is sometimes referred to as Generation Y are well qualified,
autonomous, and aggressive since they were born in an era of globalisation, communication,
and information technology. They are also more technologically savvy than previous
generations and feel at ease operating in a digital world. This tech-savvy generation
distinguishes themselves from previous generations by having high expectations of fast-track
advancement, handsome rewards, flexible work arrangements, and work-life balance. Female
Gen Y employees are also thought to be career-oriented, motivated, and financially
independent. They are equally at ease with digital technology as their male colleagues and
make extensive use of the internet and social media to maintain personal and professional
relationships. It has also been brought to light that by getting more women on board,
increased the total turnover of the business.

The study also gave insights about how the gender disparity is one of the driving factors for
workplace benefits disparity and how it has been affecting the growth of the gen z
individuals. The Gen Zers are demanding not only benefits and perks but also a job security
to lead a luxurious lifestyle. To tackle the challenge posed by the different generations and
the new method of working, organisations are likely to devise inventive, skill-based,
differentiated, and at times ad-hoc incentive systems. Concerns about wage fairness are
understandable in light of the new workplace and job design. More than ever, businesses
must establish their complete rewards philosophy and have a thorough grasp of what each
employee group expects from their Total Rewards programme. Total Rewards include hard
compensation (such as guaranteed cash, incentives, bonuses, equity, and so on); people
processes and programmes (such as health and wellness, flexi work, learning and
development, career, and performance management, among others); and HR rules (like leave,
benefits, promotion, succession planning etc.). Concerns about the cost of living may be a
symptom of the times, given high levels of inflation, but they also speak to issues that these
generations have been expressing for years: they do not feel financially secure personally,
and they are deeply concerned about wealth inequality on a broader societal level.
This study bought forward the needs of the millennials at the workplace, which aren’t
addressed to the fullest at times. Millennials are looking for some contemporary benefits that
their employers have to offer. This generation feels that they should feel empowered by the
kind of compensation and benefits schemes their companies provide them. The millennials
feel that their demands have been neglected by their employers have been neglected.
Employers are trying their best to meet this gap and have started offering different perks to
different generations. An organization's workforce generation mix is a crucial element in
determining remuneration and benefits packages. It is critical to stress that benefits should not
be tailored to specific employees depending on their age, since this would constitute age-
based discrimination. Tiered total compensation packages based on employee grades are the
best approach to conduct these intergenerational studies while remaining consistent with
equal employee opportunity regulations. Similarly, the HR recruiting function must carefully
evaluate the multi-generational component of the workforce, and the next part of this essay
series will address how generations effect manpower recruitment and selection.

The study threw light on the ways in which the employers have been rolling out rewards
which have been breaking down the walls of workplace cultures. Attracting the employees of
different generations with different compensations schemes have become one of the crucial
aspects of the companies. On the one hand, flexibility, transparency and a better work-life-
balance is what Gen Zers look for when the join any organisations. On the other hand, the
millennials look for monetary compensation, and also support from the organisation they
work for financially and non-financially. To have a good mix of generation in the workforce,
organisations must have different compensation structures. Organizations today are also
prioritising various components of remuneration and benefits based on whether they are
acquiring a new employee or keeping an existing one. The 'one size fits all' idea does not
apply here since managers must consider company demands to determine what is most
important. A customized compensation package is what employees prefer today.
Organizations have started considering adjusting their employee remuneration structure. To
accomplish so, however, they must first grasp the distinct characteristics and ambitions of the
various worker generations. To effectively manage a multigenerational workforce, employers
must first understand their employees' expectations.

Conclusion:
The Gen Z and Gen Y expect a fair amount of importance to monetary and nonmonetary
reward and recognition. They expect a great level of support from their superiors who can
help them move through the organization and gain practical exposure. They yearn for well-
balanced work life. Women in the corporate world today are breaking the glass ceilings and
tasting success. They have become more independent than ever and breaking the gender pay
gap and skill gap in the market. Today, the trend of equal pay for equal jobs is on a rise. Gen
Z and Gen Y women together are gradually cracking the glass ceilings and also putting an
end to the sticky floors. Since antiquity, women have faced discrimination in the workplace.
Women are frequently portrayed in our culture as nurturing, kind, soft-spoken, unselfish,
gentle, and sympathetic rather than aggressive, dominating, powerful, individualistic, and
independent. Women have always been viewed as dependent on their male counterparts,
rather than as the economic powerhouse. The veils of patriarchy have frequently kept them
out of the spotlight, instead offering them a seat in the back. To really break the glass barrier,
they must participate in all disciplines and at all levels without prejudice. Only increasing
knowledge and empowerment of tomorrow's leaders will be able to break through this
barrier. Let us hope that within the following decade, Indian women will have broken through
the glass ceiling and will be able to glimpse the blue sky without any obstacles. Although
women's personal empowerment may be ineffective in the absence of communal
empowerment, seeing women as a homogeneous group may be an equally naive approach.
Listening to clients and carefully assessing their resource bases, capabilities, and
vulnerabilities is critical if various financial assistance, policies, and programmes are to
achieve the objective of women's empowerment.

Both the generations look for competitive compensation packages before join the
organisations and also look whether these packages meet their expectations. They are more
likely to join the organisations if they find them attractive enough. Along with equal pay they
also look for balance and also expect for their packages to provide them with a luxurious
lifestyle. The HR must study these expectations and set their compensations packages
accordingly to attract the younger generation. Financial security is of utmost importance for
both the generations. Women of these two generations are more aware about the trends in the
market and look at their organisation for support for them to grow. They demand more
exposure anf to be treated equally at their workplaces.

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