For many years, “age” and “generation” have been common lenses through which many organizations have viewed their workforce. But today’s workforce is more complex than ever, limiting the value of any single demographic lens. This raises the question of whether traditional workforce segmentation approaches that are anchored in generation should remain the focus of future workforce strategies.
One reason is that careers have become more dynamic and complex, loosening the historical correlation between age and career progression. Rapid technological and organizational change means that workers must now reinvent themselves several times throughout their working lives. Another reason is that workers are becoming more vocal about their needs. Each generation expresses their needs differently to find fulfillment at work.
MetLife identifies five factors that organizations should consider in workforce segmentation (1):
- Demographics such as age, gender, income, education, and life events
- Firmographics such as job tenure, company size, industry, and role
- Attitudes toward life such as optimism for the future, future versus present orientation, orientation toward change, and sources of pleasure/stress
- Attitudes toward work such as work-life balance and retirement
- Needs from employer such as career development support, salary, benefits, work culture, and work subject matter
Tackling these different types of workforce segmentation requires a different approach through learning, leadership development, career development, and talent acquisition. If these different segmentation types become more personal and more dynamic, their impact on business outcomes can be greatly enhanced.
Nevertheless, the complexity of approaching these different types in parallel should not be underestimated. It demands that organizations find ways of measuring, tracking, and responding to individual characteristics that are invisible to most organizations today.
New technologies, such as research and profiling tools, can help collect and analyze workforce data and support organizations to segment the workforce in different and productive ways. This allows the organization to focus more on its employees’ various requests and interests.
The postgenerational approach holds the potential for organizations to meet workers’ needs and expectations in ways that are more meaningful to them and more beneficial to the enterprise, paying ongoing dividends in enhanced engagement and performance.
In this series of articles, we will introduce you to each of the 2020 Deloitte Global Human Capital trends and show how organizations can work within an environment shaped by the fusion of technology and people to embed purpose, potential and perspective into the DNA of how they operate. If you would like more information on The postgenerational workforce—From millennials to perennials, please contact the Deloitte Banking and Human Capital Leader, Pascal Martino (firstname.lastname@example.org).
And if you would like to view the full 2020 Human Capital Trends report, please download it here: https://www2.deloitte.com/lu/en/pages/human-capital/articles/human-capital-trends.html
Stay tuned for the continuation of our series in September with “Superteams: Putting AI in the group” to learn why groups of people and intelligent machines working together will be the next step in artificial intelligence’s (AI) continuing integration into the world of work.
(1) MetLife, Building stronger engagement through employee segmentation, 2018.
Article by Deloitte Luxembourg
Publié le 27 juillet 2020