1. 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

2. 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?

3. 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’?

4. The Four Generations Traditionalists (born 1922-1945)
Baby Boomers (born )
Gen X (born )
Gen Y/Millennials (born )

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

6. 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

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

8. 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

9. 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

10. 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’

11. 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?

12. 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?

13. 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?

14. 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!