"CÓMO GESTIONAR LAS NUEVAS GENERACIONES EN LAS ORGANIZACIONES"

Introduction to the Conference on Managing New Generations in Organizations

Welcome and Context

• The event is introduced by Professor Juan Puga, who welcomes attendees from Arequipa and Chiclayo.

• This conference is part of the 19th exchange of business experiences, emphasizing critical analysis of best practices in business as a learning opportunity.

Importance of the Topic

• The focus is on managing new generations (X, Millennials, Z), which are reshaping workplace culture with their unique values and expectations.

• These younger generations prioritize flexibility, continuous learning, and work-life balance. They value collaboration and social impact.

Presentation of Jorge Vidal Caicho

Speaker Background

• Jorge Vidal Caicho holds a degree in Human Resource Management and a master's in Organizational Development from the University of Chile.

• He has over 25 years of experience leading human resource teams across various sectors including infrastructure, transport, mining, education, and consumer goods.

Professional Experience

• Currently serves as HR Manager at ANO Vial SAC, involved in a major project connecting multiple districts in Lima.

• Previously held key positions such as HR Manager at Cruz del Sur and Anglo American's Keyabo project. His career spans financial services to mining industries.

Insights into Modern People Management

Leadership Qualities Required

• Effective management of new generations requires empathetic leadership that fosters open communication and recognizes employee contributions.

Academic Setting Guidelines

• Attendees are reminded to remain seated during the presentation for note-taking purposes; questions will be addressed afterward. The session is being recorded for future reference.

Opening Remarks by Jorge Vidal Caicho

Initial Impressions

• Jorge expresses gratitude for the warm welcome and acknowledges improvements in university infrastructure over time.

Career Journey Overview

Introduction to Project Anillo Villal

Overview of the Presentation

• The speaker introduces a presentation aimed at sharing insights on how companies are managing new generations in the workforce.

• Emphasizes the importance of understanding these dynamics for both organizational members and entrepreneurs.

Demographic Shift by 2030

• By 2030, it is projected that 60% of Peru's economically active population will be millennials, centennials, or Generation Z. Organizations must prepare for this shift.

• This demographic change will impact not only traditional organizations but also entrepreneurial ventures as many attendees may pursue their own businesses.

Impact of the Pandemic on Business Models

Changes in Organizational Context

• The pandemic significantly altered business operations globally, including in Peru, necessitating adaptations in customer engagement strategies.

• A key focus is on customer satisfaction and long-term commitment post-pandemic; businesses have shifted from traditional models to digital platforms.

Digital Transformation Statistics

• Pre-pandemic sales were predominantly through physical agencies (60%-70%), but post-pandemic, digital channels account for 70%-80% of sales. This highlights a major shift towards e-commerce.

• Customer experience has become crucial as clients now have different expectations and behaviors compared to previous generations. Their loyalty can be less stable due to increased options available online.

Key Business Strategies for Success

Efficiency and Sustainability

• For businesses to remain profitable and sustainable, they must operate efficiently while enhancing customer experiences through innovation and technology adoption.

• Data analytics plays a vital role in decision-making processes by predicting consumer behavior based on collected data about preferences and trends over time.

Importance of Innovation

• Companies must continuously innovate or risk obsolescence; historical examples like Kodak illustrate the consequences of failing to adapt to technological changes effectively.

Talent Development in Modern Organizations

Adapting to New Technologies

• Developing talent that can adapt to evolving technologies is essential for business sustainability; organizations seek individuals who can navigate tools like AI and various programming languages effectively.

Future Workforce Considerations

Organizational Priorities in the Age of AI

The Role of Artificial Intelligence

• Organizations are increasingly integrating artificial intelligence (AI) into their processes, making it a common tool for enhancing efficiency.

• A notable application of AI is in customer interactions, where chatbots handle transactional communications, such as scheduling medical appointments.

• While AI adoption is accelerating, organizations must be cautious to avoid desensitizing customer service and losing the human touch.

Customer Retention Challenges

• Retaining customers long-term is a significant challenge; businesses must adapt to changing market dynamics and consumer preferences.

• The shift towards e-commerce has altered traditional business models, necessitating a focus on improving customer experience to ensure loyalty.

Employee Experience Matters

• Enhancing employee experience (employee experience or "employece") is crucial for ensuring high performance and quality service delivery to customers.

• Organizations should invest in understanding and improving employee experiences to foster better relationships with clients.

Sustainability and Corporate Responsibility

• Concepts like circular economy and ESG (Environmental, Social, Governance) are becoming organizational priorities for sustainability.

• New generations prefer companies that demonstrate social responsibility and sustainable practices when choosing products or services.

Understanding Generational Dynamics

• As of late 2024, generational representation in the workforce includes 22% Baby Boomers, 18% Generation X, 42% Millennials, and 17% Generation Z.

• Communication styles have evolved; younger generations favor instant messaging platforms over traditional methods like phone calls or emails.

Motivations of New Generations

Leadership Styles and Social Responsibility

The Importance of Contribution and Sustainability

• Individuals today seek to socialize, enjoy experiences, and contribute positively to society. This aligns with the concept of social responsibility and sustainable practices in businesses.

• Consumers are increasingly interested in purchasing from companies that demonstrate sustainability over time, ensuring a positive experience through responsible production or service design.

Evolving Leadership Styles for New Generations

• A growing trend is the search for purpose in interactions with companies during purchasing decisions, highlighting the need for adaptive leadership styles that resonate with younger generations.

Key Leadership Styles Identified

1. Collaborative Leadership:

• Promotes fluid human relationships and active listening, fostering teamwork and high motivation among team members.

2. Transformational Leadership:

• Focuses on inspiring individuals to evolve continuously while promoting improvement and adaptability within organizations. This style is becoming more prevalent as it encourages reinvention for better service delivery.

3. Flexible Leadership:

• Adapts to situational needs of team members, offering autonomy and flexibility but can be complex due to varying individual requirements within teams.

4. Servant Leadership:

• Centers on serving others and developing team capabilities, creating an environment of trust and mutual respect between leaders and their teams.

5. AI-Driven Leadership:

• Utilizes data-driven decision-making processes empowered by technology, allowing individuals greater agency in their roles while minimizing repetitive tasks traditionally handled by humans. This style emphasizes efficiency and productivity as key business outcomes.

The Future of Empowerment in Decision-Making

• Empowerment will become increasingly vital as information accessibility grows; this leadership approach allows individuals to make informed decisions based on real-time data analysis rather than following rigid protocols established by past practices or technologies alone.

• As new generations enter the workforce (projected 60% by 2030), organizations must adopt AI-driven leadership styles that emphasize empowerment through information sharing for effective decision-making at all levels within a company structure.

Conclusion: Managing New Generations Effectively

• To manage new generations successfully, clear goals must be established alongside open communication about how employees prefer to be managed for optimal success within their roles in organizations moving forward into an increasingly digital landscape influenced by AI technologies.

Purpose in Business and Organizational Change

The Importance of Purpose

• Emphasizes the significance of having a clear purpose in business, especially as organizations evolve. A strong purpose is essential for marketing goods or services effectively.

• Highlights that businesses must impact society positively; mere profit-driven motives are no longer sustainable. Organizations should focus on purposeful business practices.

Setting Clear Goals

• Stresses the need for clear, achievable, and measurable goals within organizations. Regular reviews (quarterly) are crucial to ensure alignment with these goals.

• Advocates for ongoing feedback and transparent communication regarding performance among team members to foster high performance.

Communication Styles

• Suggests blending formal and colloquial language in leadership to build trust within teams. This approach can enhance relationships and communication effectiveness.

Technology as a Change Driver

• Discusses the necessity for companies to create environments where technology drives change, allowing employees to be active participants in this transformation.

• Notes that many companies are currently innovating by integrating technology into transactional processes, enhancing customer interactions through AI tools like bots.

Continuous Learning and Engagement

• Points out that new generations thrive on continuous learning and innovation. Organizations must stay ahead by incorporating new skills relevant to younger employees.

• Recommends involving younger employees in projects focused on automation and innovation to keep them engaged and motivated.

Generational Dynamics in Organizations

Balancing Experience with Innovation

• Discusses the complexity of managing diverse generational experiences within organizations. It’s vital to blend insights from older generations with the innovative spirit of younger ones.

Human-Centric Approach

• Emphasizes the importance of maintaining a human-centered approach amidst technological advancements, ensuring that people remain at the core of organizational strategies.

Preparing for Future Generations

Understanding the New Generations and Their Impact on Work Culture

The Intuitive Interaction of Younger Generations with Technology

• The speaker reflects on their experience as a parent, noting how children, like their 15-year-old son Salvador, naturally interact with smartphones from a young age. This highlights the intuitive capabilities of today's youth in using technology.

• The speaker emphasizes that the new generation is creative and curious but also tends to get bored quickly. Organizations must adapt to keep them engaged and prepared for future challenges.

Embracing Mini Projects for Engagement

• The concept of mini projects is introduced as a way to engage younger generations in the workplace. These projects can leverage AI to optimize processes and keep employees occupied.

• There is an emphasis on the growing importance of software engineering careers, suggesting that programming languages will become essential skills for future job markets.

Adapting Workplace Models for Generation Z

• A significant portion of job openings (70%) are now related to engineering or data analytics roles, indicating a shift in workforce demands that organizations need to address.

• The speaker shares personal efforts to stay updated by taking courses in artificial intelligence, highlighting the necessity for companies to evolve alongside technological advancements.

Attracting and Retaining Generation Z Talent

• A question arises regarding how organizations can attract and retain Generation Z talent, particularly focusing on well-being over salary based on studies from Deloitte and Gallup.

• Remote work preferences among younger generations are discussed; many prioritize flexible working conditions which have become increasingly relevant post-pandemic.

Leadership Styles That Resonate with New Generations

• Transformational leadership is identified as effective within organizations, promoting independence among teams while adapting rapidly post-pandemic.

• Future leadership trends may involve integrating artificial intelligence into management practices, empowering teams further towards autonomy in decision-making processes.

Strategies for Retaining Talent in Operational Roles

How to Enhance Employee Well-Being and Retention?

Importance of Employee Benefits

• The discussion emphasizes the significance of employee well-being, highlighting that new generations value access to benefits such as discounts on clothing, entertainment, and food.

• Implementing these benefits has been effective in improving employee satisfaction and retention. However, there is a challenge ahead as many industries require physical presence while younger generations prefer remote work.

Challenges of Remote Work Preferences

• Acknowledges the growing trend where younger employees are increasingly resistant to traditional office settings, preferring virtual or remote work environments.

• Suggests that organizations need to adapt by rotating employees through different roles internally to foster skill development and keep them engaged with new experiences.

Intergenerational Leadership Dynamics

• Introduces the concept of intergenerational leadership, advocating for collaboration among different age groups within the workforce. Each generation brings unique strengths that can enhance organizational effectiveness.

• Emphasizes breaking down barriers between generations to leverage diverse experiences for innovation and continuous improvement in workplace dynamics.

Recognition of Contributions