Name: Unlock Potential Across Generations: Enhance Your Multi-Generational Employee Experience
Uploaded: 2025-06-26T03:56:09.109Z
Duration: 40 min 4 s
Description: Unlock Potential Across Generations: Enhance Your Multi-Generational Employee Experience

Transcript for "Unlock Potential Across Generations: Enhance Your Multi-Generational Employee Experience": Oh, so you corporate types are rock stars? Well, that's as ridiculous as rock stars being corporate types. Workday's AI agents are making you all rock stars. Sorry. Habit. Proceed. So that's a slide. Any questions? And now with Workday, we can manage our people and AI agents. I'm sorry. Who are they? Oh, interns. We're interns. Good night. I'll see you tomorrow. Hello, everyone. My name is Marvin, and welcome to the looking forward webinar. Today, we have with us Dominic Shire, senior principal solution consultant, to share with us about unlocking the potential across different generations in the workforce with Workday. As always, I want to remind you of our safe harbor statement. This presentation may contain forward looking statements, and customers who purchase Workday services should make their purchase decisions upon services, features, and functions that are currently available. Without further ado, I would like to pass the time over to Dominic. So, Dominic, please. Hello. Welcome to our looking forward webinar series. And today, we'll be talking about the multigenerational workforce with Workday HCM. Now before we actually jump into the demo itself, let's look at the background about the multigenerational workforce. You probably know this better than I do, but just lay it I just wanted to lay it in the whiteboard to share with you the key characteristics on the and the profile of the different types of multigenerational workforce we have in the organization today. So if you look at my whiteboard, you probably are very familiar with this already. But all the same, let's take a look. So first and foremost, we have the baby boomers, then we have the Gen X, and then also the millennials, and also the Gen z's. Alright? And if you realize about this, each of them are unique. And I'm not trying to stereotype them in any way, but I just wanted to generalize some of the unique characteristics about each of these different workforce and the impact they have in your organization and how work them work their HCM can assist you and assist them as well. Alright? How do we want to harmonize them and empower them and value them for their uniqueness? First and foremost, each of them have unique characteristics. When I say characteristics, I mean, for example, the boomers want something stable. Right? They want something stable in organization. They want x something else altogether. You probably know this as well as I do. Okay? Then we also have the values. Values in terms of work life balance. Gen x, for example, wants something stable, a balanced work life. Alright? The millennials want integration work and life, whereas for the gen z's, the separation altogether. So it depends. Different workforce, different requirements, different needs. We'll take a look at that shortly, how Workday can help you. The next, tech adoption. So for the boomers, highly adaptable. Gen x millennials, very savvy. But the Gen z's hyperconnected. They always they always on their mobile device, for example, laptops, hyperconnected with each other with the organization. How do we cater for this as well? Motivators and goals. So for the boomers here, you already probably know success through sacrifice, for example. Yeah. The Gen z's high they want independence, and, also, they have high expectations for the millennials. For Gen z's, they want clear clear expectations set out for them, and that's what they need to do. And these are just some of these characteristics for this multigenerational workforce. Oops. Running out of space. Let me try to squeeze in. And last but not least, the challenges. So once again, this is not to stereotype them, but just to give you an idea about the generalization of the different types of workforce. So when we talk about general challenges, baby boomers resistant to change. That's what you may think. Right? Resistant to change. And they they they have a mindset that's very fixed in their ways, but not necessarily so. Alright? We'll see how they can adapt. What's new in the organization, they can adapt as well. Alright? And in terms of direct feedback in terms of feedback, in terms of challenges, baby boomers, millennials, they have different requirements. For example, the millennials like face to face feedback. Right? The gen x prefers to avoid micromanagement. Alright? And gen m the gen the millennials and gen z's prefer face to face direct feedback. And for Gen z's, they like short feedback, but direct as well. K? In in essence, if you look at all this and I cut through all these unique requirements for all these multigenerational workforce, it forms like a a jigsaw. Right? A jigsaw. So how do we piece this jigsaw to come out with a harmonious workforce? So that's when we look at the different workday solution, where we want to harmonize the different generational workforce in your organization. And as I mentioned earlier on, we want to harmonize them to ensure that they are valued and empowered. Right? So once again, not to stereotype, but just to generalize to give you an idea. You cannot put people into a bucket based solely on their age. The whole idea here is to understand the background behind this workforce, but not necessarily to stereotype them. Alright? It's just a generalization. So with that out of the way, let's take a look at how Workday Solution is gonna help your generational multigenerational workforce. And we're gonna look through some of these unique SKUs that you might already have heard of, but not exactly sure of how Workday can help you in your organization. Alright? So let's jump into the demo and look at the different Workday SKUs. Let me log in as a HR administrator. You're probably already infinitely familiar with Logan McNeal. So let me sign in, and let me go into full screen. So as you already know, this is the Workday's landing page. And in terms of the different generational workforce in work in your organization, you'll notice that these are different cuts that we already have in Workday. But you could also use Workday extend to create new cuts that's first that delivers personalized information for the generation your multigenerational workforce. They all appreciate personalized info. Doesn't matter whether it's boomers, x, millennials, or z's. Yeah. So for example, in this screen here, you'll be able you'll be able to see that you can actually link to your IT service management system, alright, to get specific information that tells you you have six open tickets, and three of them are in progress. You could also link it to your workbot, for example, to track your OKRs that tell you your team has 78% achievement based on these OKRs. Alright? And, of course, you can also link it to Pick n employee voice that you will see later this shortly in this demo on how you can engage your employees. So these cuts were all created using Workday Extend. So Workday Extend is a separate SKU that allows you to create cards for delivery of personalized information to your multigenerational workforce. And as I mentioned, they all appreciate personalized info. Alright? Now as a HR service director, I'm very quickly going into my worker analysis dashboard. In this dashboard itself, you might think that's a standard Workday dashboard, But what we have done here is to use Prism, another Workday SKU that bring mount different different HR systems, alright, in your organization and correlate them to the different age group of your workforce. So, for example, you may have subsidiary two, subsidiary one, and an acquisition that you did recently, all using different HR system, not Workday. But you could blend all these data together and report accordingly to give you a holistic view. So at one glance, you can see, based on your different generation, how they are paid in this example. Employee pay by generation. And very easily in Workday Prism, you could actually drill down to see the details even though they are from a different HR system. So Prism Analytics brings in external data, blends in with Workday to give you a holistic view. Alright? Now in this story line that I want to share with you, they're going along the line of an acquisition. So assuming your organization has acquired another organization and you want to monitor this new workforce that you have acquired. So you're a bit concerned of this acquisition. You want to care for your employees in this acquired organization. So we're taking a look at this acquisition, and we can realize the different workforce, the generational workforce here. Alright? So based on this, let's take a look at what we are going to what I'm gonna show you next, people analytics. K? Let's take a look. Let's go in and look at people analytics. So what is people analytics? Now people analytics is a AI powered solution that gives you prioritize dynamic, easy to read information about your HR data. And how we do that is that we create stories from this data using AI to correlate all the different KPIs and metrics. So in a short while, you can see that. But before as it as as the dashboard loads, you will notice that people analytics comes delivered with different categories of information that you want to track. And at the same time, it generates the necessary story for you. Story means augmented analytics. Because if you know about Workday or you know about dashboards in general, when you see a number, it doesn't really make much sense unless you're able to correlate all these data together. So Workday's AI solution does all this correlation for you, and it generates a story. And that's what we mean by augmented analytics. All this powered with AI. Alright? And at the top of my mind, I'm concerned about the acquisitions that we have done. So I wanna take a look at the attrition. Typically, when you acquire, you do know people tend to leave. So let's focus on the retention and attrition here. So I click on that, and immediately, I get a retention and attrition overview. Now these are all predelivered based on best practice in people analytics using your HR data. Again, once again, it's prioritized, dynamic, and and easy to read in terms of a story that's generated. You will notice immediately, for example, in customer service, you are seeing an increase in the attrition. Similarly for global support in North America and also San Francisco. So there's a steady increase of attrition in your organization, and you're probably thinking, this might be due to the acquisition. So you're a bit more you are now very concerned. What is the pulse on the ground? Are my multigenerational workforce, are they actually happy? Are they engaged? So let's take a look. Alright? So when you talk about the multigenerational workforce in the previous dashboard and people analytics, we have data to manage your very much your very diverse teams. Yeah. And this is all equitable management. You treat them all the same. Doesn't matter which workforce, which generation they belong to. The whole idea in Workday dashboard is equitable management, diverse management. Alright? And just before we leave people analytics, we also have what we call the VITE index, value, inclusion, belonging, and equity. We look at the workforce in this perspective to give you an idea what's your score like in this area. So you'll see later on how we talk about belonging in the organization, especially when you talk about acquisitions here. So it gives gives you a overall score, the outcomes, the group scores, so on and so forth, the acquisitions, which metrics are below parity, etcetera. All these are predelivered in Workday People Analytics. Alright? Now let's move on. So at the top of our mind is the attrition. We are seeing a trend of people leaving the organization after the acquisition. Now I'm concerned. I want to hear the pulse on the ground to actually understand, are people really leaving, and why are they leaving? Is there something that's amiss that I need to address? So let's go into Workday Peak on employee voice. Now Workday Peak on employee voice is a continuous survey tool that runs in the background. You can schedule it to prompt your employees for survey inputs maybe every week. And you might be thinking every week might be too often, but all these are configurable. Once a week, you can just deliver maybe four or five questions. And from these questions that employees provide answers, AI comes in and forms a pattern on what they are happy and unhappy about. And the questions each week are automatically generated based on AI, based on past answers they've provided. And from there, we can form a pattern on how this employee actually feels in the organization. As an example, in Workday, we have employee voice for every Wednesday that actually powers the workforce in Workday itself, just to let you know. Yeah. So here, when I enter into Workday, Workday Peakon, employee voice, I can immediately see my engagement score, 6.6, which is, out of 10, sounds pretty low. So that might be something that my employees are a little unhappy about. Also notice, Pecan employee voice has a true benchmark. True benchmark takes in consideration certain characteristics and attributes that might skew the data, especially pertaining to tenure and possibly age. So when we talk about the multi generational workforce here, age is a factor that may skew some of this data. And because of the large amount vast amount of data that we have, we can use what's called the true benchmark. So this is unique to Workday Workday Peakon employee voice where we can account for demographic attributes that could skew the engagement score. We align it, readjust it to tell you what's your true benchmark based on past historical data. And all these characteristics are configurable. So at one glance, I can see my engagement score. I can see it's actually a 7.8 if I take into consideration these attributes and to realign that. I can see the trend of my improvement plus point one over since June. Alright? I can see in the latest round how many people have answered, what's the aggregated inputs, and what's the score accuracy. It's pretty high. Yeah. So at one glance, I get the state of my current engagement. But at the same time, if I scroll down, I can see areas that my my workforce may have concerns or unhappy about. Don't feel as much engaged. Alright? So I can see drivers on the engagement here. For example, management support is one area that falls below the bottom five, so is reward. Some of my strength what's so good about the organization is the fit, the significance, and friend's peer relationship. I could scroll down to see specific segments of my organization, and I can correlate that to what I saw earlier in people analytics in the different, state, different cities, why people are leaving. I can try to correlate that as well. Yeah. So I can see highlighted segments. I can see areas or groups or departments that I need to pay attention to. I can see also the values, specific topics that were raised, so on and so forth, yeah, and all the comments that my employees and workforce have provided. But now let's focus on my driver. So I do know that management support in this attrition that's in that seems to have increased attrition. And because of the acquisition, maybe this area, I need to pay attention to in greater detail. So let me go into management support here, and let's drill down into this particular driver. Alright? That seems to be highlighted. That is a area I should pay attention to. Yeah. So, again, I can see an overall score, k, against true benchmark. But what I'm concerned about is why are my people leaving? Let's look at their comments. So I'm going into the topics here, and let's go into the comments. And just to let you know, comments are anonymous. Alright? But they are direct from the employee to me. So as a manager, I'm able to see all these comments, but I do not know where it's coming from. I just know it's from the ground somewhere in the organization. Right? So I can see all these details. Let's focus on all the comments itself. So let's go into the comments. And here, say, from to the to the grapevine in the organization, through the chats I have in my pantry, I hear people are unhappy about the acquisition, not so much about the acquisition itself, but they're not they not know they do not know if they will retain their current role or, internally, they can be mobile. They can be placed in other positions. Can they move within the organization itself? They are concerned about their career plans, their internal mobility. So let's look at the comments. Let's go into go to the semantic search. And from there, I can say maybe that what I hear is people are not sure about their career plans. So let's type career plans. And what day two AI is able to find comments correlated to career plans? So immediately, I can see these comments. For example, better career progression planning. Okay. So what I'm hearing on the ground in the pantry is actually true. People actually from the surveys are telling them telling me that they want to see how they can progress in the organization after the acquisition, for example. And I can scroll through the rest of the comments, and then you can see it immediately immediate indicator whether they are happy or set about this particular topic. Yeah. So So most of them, you can see the sad face and so on and so forth. And some are neutral. Right? Very rarely do you see positive. So in in essence, what they pick on employee voice gives you the pulse on the ground. They tell you how the employees are how much they are engaged, how they are feeling, especially after this acquisition. So at one glance, you can see that the concerns here pertains to career planning. So what are we gonna do about that now that we know that inward inward, upward mobility, internal career planning is an issue? So maybe as a HR service director, I'm going to create an FAQ for employees on how they can move internally in the organization, especially after this acquisition. So So let's take a look. Alright? How are we gonna do that? So let's go back into Workday, and let's look at Workday Help and knowledge articles. So Workday Help and knowledge articles gives you the ability to create documents, policies for your employees to assimilate. Alright? So pecon employee voice that we saw previously allows frequent feedback, and this is true for the Gen z's and millennials, also direct channel feedback for the Gen x, and confidential and structured feedback for your baby boomers. Okay? Now let's go on. How do we create an FAQ on career plans on inward mobility and publish it in Workday. Let's take a look. So let's go into Workday, and let's help article workspace. So this is Workday help. I'm going in there, and I'm gonna use AI to generate a career planning document that I can publish in Workday. Alright? So let me show you how that is done. So I'm gonna create a new article. Alright? And in this article, I'm going to ingest a career planning policy document that you might already have in your organization. And through AI, it's going to structure that as an FAQ for the targeted audience in your organization. So if you notice, there's a AI icon here. I'm gonna click on it, and I'm gonna select my file. So I'm gonna upload it from my desktop. And this is my career planning template GMS. Now this could be your policy in your organization on career planning. However, it looks like however many pages. I'm gonna ingest it. So I've ingested the career planning GMS document. I'll show you what this document looks like in a short while. But now using AI, I have various options on how I want to generate the article from this policy. So I can generate as a general summary. I can generate as a manager talking points. Or in this case, because on the ground, employees are a little unsure about their internal mobility or upward mobility in their career plans, what I want to create is a employee FAQ, frequently asked question. So I'm gonna configure this article and create an FAQ from this policy that I already have, and I'm gonna click generate. So what Workday does, it takes my policy for career planning, ingest it, applies AI, restructure it as an employee FAQ. And you can see here shortly, this is what is the outcome. And you might be wondering what does the original document look like. So let me share with you shortly here. So this is the introduction, the FAQ on why what's career planning and why career planning is important, and so on and so forth. But the key thing about Workday AI is that humans are in the loop. Humans make the final decision. So you are at discretion to alter this document before you publish it. Alright? AI doesn't have that power over you to say that, okay. This is what it's gonna be like. It's gonna just publish it. No. You have the final say. Humans in the loop. Humans make the final decision. This is called responsible AI. This is Workday's responsible AI. Critical piece in Workday. Alright? So this is all about how they can plan their career. And the nice thing about this is that I can say, oh, okay. What is Workday career hub? Alright. You can see career hub here. Maybe I want to put a link in this document to career hub. So I can say, okay. If you want to access career hub, besides giving them the instructions here, you can say, okay. Click here. And you want to create a link for here. So you can say, okay. Here is actually a link. So I'm gonna create a link to a Workday task or report. So I'm gonna say here, and it's gonna go into the career hub. So in when this document is published, when the employee reads this document, he's able to click here, and he brings them into the career hub to plan their career. Alright? So this is the entire document. And, also, notice we include the source document to tell you how we actually created this FAQ. So if you are curious to what it looks like, let's take a look. I'm gonna download it. Okay? Alright. And and let me open it to show it to you, what it looks like. So this document itself, it's actually a five page document that tells you a long story about career planning. And then what we did was we summarize all this into a single page FAQ, concise, direct for your employees. K? Now before we publish it, let's define the language for this article. I'm gonna say English. And perhaps this is for HR. So HR document. And maybe I want to make this publicly available. Alright? And then doesn't matter location. Yeah. I'm gonna key in some text here, maybe career planning. Okay. So when employees key in the word career planning or mobility. Alright. These are all text that I could use when employees try to search for this document. Right? So I can do all that. And at the same time, I can preview it. But for now, I'm just gonna publish it. Alright? If you notice, I'm also able to generate different languages for these documents. So for organizations like yourself all over the world, how do you target your audience in different countries? You could actually generate this in different languages as well. K? You can add translation here, and we'll be able to do that for you for the supported languages. Right? Now all good. Now this is already published. I can take a preview of what it looks like. K. And also notice what I added to this document. K. So I can read through. All that is good. Now that it's published, I could also see in various forms what it looks like on a tablet, what it looks like on a smartphone. So it gives me that different perspective when this document is generated. All good. So this is where when we create this document, it's about getting instant answers. Alright? As an employee, when I want to know about career planning, it gives me instant answers, characteristics of the Gen z's and millennials. Self direction, Gen x, I want to know where I can go in the organization, and very structured. Okay? Let's take a look now as an employee perspective, how I consume and ask questions about career planning in organization, how this is being utilized. So let me log out as Logan McNeil, and let me go in as an employee. So now I'm going in as Marcus Severino. He's an employee. And maybe through the acquisition, he's now in the organization, and he has some questions about internal mobility, about career plans. So he's logging in to Workday. And as rightfully so, based on the piles on the ground, I'm concerned about internal movement. I'll go into my search, and I'll say, okay. Career planning. Keywords that I want to use pertaining to my options available after this acquisition. So I can see that I can go to career hub. I can start my development plan. There are also learnings I can undertake. But more importantly, I can see, oh, wow, article. So this is the article that we just created. Career planning and global modern services FAQ. I said, okay. Let's look at FAQ first, what options available, see what my questions are answered, and then decide to how I can plan my career. So I click on this FAQ, and you realize this is the FAQ that was generated earlier. And this is when it's pushed out, employees can consume it based on keywords. So in this case, I searched it using career planning, for example. So I can see the options available on how I can plan my career in GMS. So I can read through all these details. Alright. Are my questions answered? I can see where it's coming from, the actual policy itself as an employee. So I see the short form, but I also given the option to see the long form, so to speak. Yeah. I can see all this in Workday help articles or knowledge articles. K? And maybe my question is not answered. I wanted to know how long do I need to work in my current role before I can plan for my career and plan for my career plans or movement within the organization. So I don't see it being answered here. So what do I do? AI in what they help suggest other articles. Not sure if it's in there, but maybe it might be simpler if I just create a case. So create a case is where employees can have questions in entered, and it's being addressed by a team specific specifically to assist me in my question that I want to ask. Yeah. So my question is, how long do I need to work in my current role before I can move internally? So I say, let's create a case. So this is Workday help, where Workday gives you the ability to lock in cases to be addressed by a specific team. In many organizations, surprisingly, this is done using emails, and you lose track of whether emails are responded to. And you're talking about employees being multigenerational. They want to ensure that your questions are answered promptly, how you keep track, what's your service level agreement. Alright? How long do you need to take to respond to them? This gives you a system that fosters engagement. As I ask a question, I know my question is being locked. It's being addressed by a team. It shows me when it's being responded to. I know that everything is keeping everything is in in movement, so to speak. Yeah? So here, where I I don't see my question being answered, I will choose the case type. So as employee is pertaining to let's see. Internal mobility. That's right. So that's what I want to ask. And my case title is how long do I need to stay in my notice as I type my case title, on the right hand side, the screen is being refreshed. All this is done using AI. As I type, what this looking at the words I use, it's trying to figure out if we already have knowledge articles that correspond to my case title. The whole idea here is to simplify the process of providing the instant answers that I need, Typical of the millennials and gen z's. Instant answer. That will also mean a managed workload for your team internally when addressing questions. Yeah? So how long do I need to stay in my current role before I can move internally, for example? Yeah. So this is my question title. So, again, it points me to the same document. Right? AI is in sync here, but the question was not answered. So maybe in my board sorry. So maybe the bot the the body of my text is the same as my description. Alright? And then I can go forward and click create case, and this will be locked and routed to a team. K? And you also notice a case number is generated automatically. So employee, Marcus Severino, knows that my question is being addressed internally by someone. K? By the same time, being a new employee, so to speak, through this acquisition, I want to feel be I want to be able to belong to the organization. I want to ensure that I contribute to the organization. How do I have a sense of building belonging? Alright. So in Workday, we have this SKU called journeys. So journeys is a structured guided access to a series of tasks that you want your employees to do. Alright? So next, we just go and take a look at Workday journeys. So as Marcus Severino, I already have a few journeys disseminated to me. For example, building belonging through the acquisition. I can talk about leave of absence here when I apply for leave, be it sabbatical or long term leave or whatever leave it may be. It guides me step by step what I need to do before and after my leave. I can also have a journey that tracks my career and progress, frequent check ins with my manager, yeah, typical of the generation multi generation workforce where they want constant frequent feedback. Yeah. But for now, I'm more concerned about building belonging. So in the back end, the organization through this acquisition is concerned about all the employees that have been acquired. How do we get them and assimilate them into the organization so that they can be immediately, productive, immediately contribute to the bottom line? So let me go in into this particular journey that was disseminated to me as an employee. So think about this way. When you acquire a new organization, you can create journeys for moments that matter. Alright? Whatever events it may be. In this case, an acquisition is an event. How you can disseminate the event to your employees to ensure that they feel belong to the employee feel belong to the employee. Yeah. It's also used for onboarding, offboarding, transfers, promotions, for example. So all these moments that matter, events that are part of an employee's career, work life can be structured and defined in the system. So when I'm going to open, building belonging let me open this journey. You will see a series of tasks that I need to do, and it's progressive. It is guided. That's exactly what the Gen z's and the millennials are like like. Alright? It's guided. Gen x streamline and support benefits retirement planning for the boomers. So you could create journeys for retirement plans, for example. Yeah. So I'm just going into one journey here, and you can immediately see the series of steps that I need to do in terms of building belonging. So, for example, understanding diversity and inclusion, recommended learning contents that might be needed as part of building belonging, and then giving my feedback and growing my capabilities and my career options. So if I go through this journey step by step, you will notice on the left hand side, it shows me the recommended steps that I need to do. This is where we are defined as being guided. Yeah. So I'm guided straight away for each step what I need what is to get done. K. Giving feedback, etcetera. All these details here. This is workday journeys. Another SKU, yeah, that you may consider. So in essence, we have seen numerous SKUs. Yeah. We have seen workday extend where we display the different cuts to deliver personalized content. We look at people analytics to track the attrition using AI, Yeah. Corelating data augmented with stories to help you take action immediately and also be informed of what needs to get done. Alright? Then we also look at pulse on the ground, pecan employee voice, hearing from the employees themselves. What are in their minds? Why are they not engaged? Why are they engaged? What needs to be done? We saw what they help to create knowledge articles where employees can consume, ask questions, create cases in the event that my questions are not answered. And finally, last but not least, Workday journeys, structured progressive guide for moments that matter for your employees. Alright? So these are the different SKUs you have seen today, right, that you may consider in how we can help your different generational workforce from the feedback, the types of feedback, the answers that you need to provide needs to be provided, for example, tracking attrition through AI, so on and so forth. So we hope that through this looking forward webinar, it is seen that these SKUs that you might consider on how you can help your organization forward. Thank you.