Human Resources and Employment in Changing Times Bettina Bender, CM Murray LLP, London U.K. David Garland, Epstein Becker Green, New York USA Erin Kuzz, Sherrard Kuzz LLP, Toronto Canada

Overview of Discussion Are working relationships fundamentally changing – away from employment with a single employer, and perhaps away from employment at all? What does this mean for human resource professionals in XB context?

Overview of Discussion Is the workplace changing to meet the needs of the ‘millennials’ or ‘Gen Y’s’ and does it need to? How is that impacting XB assignments? Is the role of older workers changing? What is the impact of the economic crisis on the workplace and employees’ expectations and behaviour? New job market entrants – is there a ‘Lost Generation’?

The Four Generations Traditionalists (born 1922-1945) Baby Boomers (born 1946-1964) Gen X (born 1965-1980) Gen Y/Millennials (born 1981-2000)

Relationship with Authority Traditionalists: Respect for authority and hierarchy Seniority/job titles respected Boomers: Challenge authority Desire flat, democratic organizations

Relationship with Authority Gen X’s Unimpressed by authority Competence and skills respected over authority Gen Y’s/Millennials Respect for authority who demonstrate competence Flip traditional roles by teaching superiors how to use technology

Relationship with Organization Traditionalists: Loyal to organization Career = security Boomers: Loyal to the team Career = self worth

Relationship with Organization Gen X’s Loyal to the Manager Career = one part of life Gen Y’s/Millennials Loyal to colleagues Career = indivisible from life, but doesn’t have to be in one place

Impact on Talent Development How do the characteristics of Gen Y’s impact on talent development strategies? Need for affirmation Need for change Need for constant challenge/development Willingness to move; perceived lack of corp loyalty Perceived lack of ‘patience’ Instant gratification

Impact on Talent Development How do the characteristics of Gen Y’s impact on talent development strategies? Desire to network/be ‘plugged in’ Role of social networking ‘Work/life balance’

Significantly increased variability in relationships ‘Traditional’ XB assignment XB move with localised terms Commuting XB (with or without family) Remote working What are the most effective strategies to manage the organization’s expectations of the wants/needs in respect of XB assignments?

Is it all about the money? When dealing with Gen Y’s, what are the drivers of a successful XB assignment? Challenge? Profile? Improving/enhancing qualifications? Career path/progression? Flexible benefits (buying/selling holiday, childcare etc) How do these impact traditional XB assignments?

What about the other end of the spectrum? Workforces are aging; population growth not keeping up How is this impact XB assignments? Considering more senior employees for XB assignments? Do generational differences enhance success of XB assignments for older workers? No young families; fewer ‘work/life balance’ issues?

To Conclude - Are there international trends to be observed? - What are the regional/country differences? - Are differences based on economic factors/culture/demographic? - XBHR Predictions for the Future!