My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!

1. GETTING THE BEST OUT OF YOUR TALENT –
WHATEVER THE GENERATION
A white paper considering the ever changing generational dynamics in the workplace and how
we develop talent to maximise organisational & personal growth as we look ahead to the 2020
workplace
Authored by:
Mr Jeremy BLAIN
Managing Director, Cegos Asia Pacific
March 2013

2. Contents
1. Overview – Tackling the Generational Divide
2. The Multi-Generational Workforce – What Does it Consist Of?
2.1 The Traditionalists
2.2 The Baby Boomers
2.3 Generation X
2.4 The Millennials
2.5 The i-Generation
2.6 Asia – Generational Variations by Country
2.7 A Wide Variety of Attributes
3. Managing an Ageing Workforce
4. Helping Generation X (and Y) Step Up to Leadership Roles
5. The Role of Technology
5.1 A Negative Influence?
5.2 The Continued Need for Human Interaction.
5.3 Can In-House Departments Keep Up?
5.4 Communications between Generations
5.5 Personalising Learning
5.6 Flattening Hierarchies
5.7 Don’t Assume that Age Means Technology Laggard
5.8 Securing a Balance between Openness & Traditional Constraints
5.9 Putting the Right Technologies in Place
6. How Learning Can Improve Multi-Generational Collaboration
6.1 Classroom Learning
6.2 Mentoring/Coaching
6.3 Blended Learning
6.4 Technology-Led Learning
6.5 Informal Learning
6.6 Are Learning Needs Being Met? Worrying Signs from Asia
7. The Growing Role of Communities of Practice
8. Tackling the Cultural Dimension
8.1 The Regional Element
8.2 The Office Culture
8.3 The Dangers of Pandering
9. Companies Leading the Way
9.1 Ayala Corporation
9.2 Bank Mandiri, Indonesia
9.3 Goldman Sachs
10. Best Practices for Cross Generational Talent Management – A Check List
11. Conclusions- Are We Really So Different?
12. References
13. About Cegos Group
14. About Jeremy Blain
1

3. 1. Overview – Tackling the Generational Divide
The global workforce today is more diverse than ever. Whether it is race, nationality, religion, gender, or age
group, employees are working with people with different viewpoints, philosophies and belief systems. This
demographics shift is particularly pronounced when dealing with different generations in the workforce –
generations that can sometimes span almost 50 years.
These generations consist of traditionalists, born between 1925 and 1945 – a pool where many have already
come to the end of their careers; Baby Boomers, born between 1946 and 1963, and many of whom occupy
today’s leadership positions; Generation X, born between 1964 and 1980, and who stand ready to take over
these senior positions (if they have not already done so); and what is known as Millennials or Generation Y, born
between 1980 and 2000, and where the majority are now in the workforce. In addition to this, we have a new
generation – what I will call the i-Generation. Born after 2000, the i-Generation will be taking up positions over
the next decade.
From the different mindsets to the varying communications styles, the embracing of technologies, work
patterns or other variables, these different generations offer considerable and widely differing challenges to
today’s organisations and their cohesiveness. In short, managing these different generations can raise a series
of fundamental questions relating to workforce effectiveness. For example:
• How can business leaders become better at managing multi-generational teams?
• How can companies embrace the unique skills and aspirations of all generations to ensure complete
integration and maximum employee engagement?
• How can organisations best maximise the vast pools of knowledge of older generations?
• How can organisations best manage leadership and management transitions between the different
generations?
• How can learning be better personalised to meet the needs of different generations?
• Is there a need to adapt learning products, content and delivery methods for a more multi-generational
workforce? And what is the role of L&D departments? Are they up to the challenge?
• And how do organisations need to evolve and reinvent themselves to meet the challenges of the generations
of the future?
With a particular focus on Asia, this paper will tackle these and many other questions as we explore these
complex issues in greater detail. Areas we will cover will include:
• An overview of the four (soon five) generations. What are the different attributes of each generation? And are
they really that different?
• Tips on how to manage an ageing workforce and how to maximise the value and huge volumes of knowledge
of older generations.
• How organisations can help Generations X and Y step up to leadership roles and whether there is a
management and leadership training deficit in Asia.
• The role of technologies and whether they are a positive or negative influence on the integration and
empowerment of generations.
• The different forms of training, how they are meeting generational needs, and are HR and L&D departments
keeping up?
• The growing roles of Communities of Practice.
• The cultural dimensions in managing diverse workforce.
• An examination of Asian Companies who are really ‘talking the talk’ in generational management.
• Finally, we will end with a series of highly practical suggestions as to how to best manage multi-generational
workforces.
While there is no ‘catch all’ solution, the paper will argue about the importance of striking a balance between
understanding these generational differences without resorting to blanket stereotypes. And above all, it will
stress that every individual – whatever their age whatever their generation – has a unique role to play in the
organisation. The whole is only as good as the sum of its parts. Here, training and L&D will play a crucial role
facilitating this.
Let’s start by examining these different generations in greater detail.
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4. 2. The Multi-Generational Workforce – What Does it Consist Of?
Without resorting to stereotypes and while we will almost certainly be guilty of generalisations at times, let’s look
at these generations in greater detail - the Traditionalists, the Baby Boomers, Generation X, Millennials (figure
1) and the i-Generation.
It’s also important at this stage to lay down a caveat and stress the very different cultural influences that can
impact each generation. Baby-boomers, born during the post-World War 2 period are likely to have had a very
different experience in the US and in Western Europe than those born under the Cultural Revolution in China,
for example.
Traditionalists Baby Boomers Generation X Generation Y i-Generation
Duty Idealistic Work/Life I want.... Connected!
Logic Competitive Portable Careers Tech Literate Face-to-Face?
Discipline Questioning Flexibility Positive
Loyalty Dislike Change Confident & Collaborative
Legacy Continually Evolve Want Meaningful Work
Figure 1
2.1 The Traditionalists
Many of the Traditionalists (born between 1925 and 1945) are already in retirement. For those still in the
workforce, however, they tend to be characterised by a sense of duty and loyalty. For them, a lifetime career at
one company is not an alien concept. Traditionalists value the idea of stability and would like to feel that they are
leaving a legacy for future generations. Their work style tends to be a linear with a set hierarchy, a disciplined
and established way of doing things and a focus on stability. Traditionalists also come with strong interpersonal
skills and an impeccable work ethic.
Against the backdrop of the huge changes the global workforce has undergone over the last few years from
the financial crisis to technology innovations, it’s not surprising that many traditionalists still working are feeling
increasingly alienated from today’s workforce.
It’s also clear that despite the influx of younger workers, many workforces still have large ratios of older
populations – likely to continue as we live longer and pensions come under greater strain. In the UK, for
example, the Chartered Institute of Personnel Development estimates that a third of the UK workforce will
be over 50 by 2020. The same is the case in Asia, which will be examined in section 2.6, where Japan, for
example, has one of the world’s oldest workforces. The United Nations also predicts that 28% of the Chinese
population (currently only 11%) will be over 60 by 2040.
What do these characteristics mean from a business-wide standpoint?
As is also the case with Baby Boomers, Traditionalist, while often coming to the end of their careers, are huge
assets to an organisation. The knowledge and expertise they have gained can be enormously valuable to other
employees and every attempt should be made to ensure that it is harnessed - whether though mentoring
schemes, trainings sessions, or lunch & learns. These different forms of delivery will be discussed later in the
paper.
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5. 2.2 The Baby Boomers
“We never had it so good.” If there was a phrase to use to describe Baby Boomers (born between 1945 and
1963), this would be it. The majority of Baby Boomers (with the notable exception of China – see separate
box) have lived in an era of plenty with almost uninterrupted global growth and rising standards of living. No
generation has had so much plenty and abundance with no perceived limits to expansion and progress.
In the workforce – where many of them are CEOs and senior managers today – they tend to be idealistic,
competitive and value stability over chaos or unstructured change. To their eternal credit, however, Baber
Boomers never stop learning and are constantly adapting to meet changing business requirements and
technology innovations.
One of the biggest challenges organisations face with Baby Boomers is how to manage their transition out of
senior leadership roles. Talent management, succession planning and how organisations recruit, retain and
develop talent for the future will be vital here.
China’s Baby Boomers – The Unlucky Generation
Few global generations have faced so many obstacles as China’s Baby Boomer
generation. The second largest age-group in Chinese history experienced famine in the
late 1950’s and in the 1960’s the Cultural Revolution which put an end to many Baby
Boomers’ education. It was only with the economic reforms started in 1978 by Deng
Xiaoping that opportunities started opening up for them. Today, on many occasions,
younger workers are being preferred to Chinese Baby Boomers.
2.3 Generation X
While some are already in leadership positions, Generation X (born between 1964 and 1980) represent the
‘leaders in waiting’. Generation X are looking for greater flexibility in their working practices with an enhanced
focus on career portability and work-life balance. On the whole, they tend to be more informal in their working
styles than their predecessors and are looking for greater flexibility in the workplace. They are likely to work less
hours in the office, for example, than previous generations.
From an organisation-wide standpoint, one of the greatest challenges Generation X pose to companies is how
to prepare them for leadership, transfer knowledge and ensure a seamless transition from Baby Boomers.
Furthermore, many Generation Xers will be managing Baby Boomers and older workers still in the workforce,
leading to a leadership transition the likes of which corporations have never experienced before and which
needs to be handled carefully to avoid divisions. In addition, not only will Generation X need to lead Generation
Y effectively but they must also welcome and inspire the new i-Generation who may expect to work in very
different ways from previous generations.
2.4 The Millennials
Millennials or Generation Y, born between 1980 and 2000, tend to know what they want and are representing
more and more of the modern workforce.
“In just five years, potentially more than half of the workforce will be composed of members
of the Millennial/Gen Y generation (born after 1981) who have grown up immersed in
technology and social media”
ASTD 2010 State of the Industry Report
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6. In India, for example, the average age of the modern workforce is just 25 leading to a greater engagement in
work, learning and personal growth. This highly ‘Millennial’ workforce is more demanding of organisations, and
yet often their leaders in L&D and the wider business are Generation X or Baby Boomers. This can lead to a
growing disconnect with employees having to take learning into their own hands (see separate box).
Typically, Millennials are positive and confident, used to working in teams, and are often happy to multi-task with
varying responsibilities, reporting lines and job profiles. Linked to this, they like work places where influence and
collaborative work is more powerful than hierarchy and where innovation and new ideas are always welcome.
They are also highly technology literate and use technology fluently as they go about their daily lives with
a blurring between technology in the workplace and in their personal lives. While being comfortable with
technologies, however, many still crave human touch - a point that is all too often missed when this group is
targeted for development.
Millennials expect their companies to support them through the necessary Learning & Development. Research
from management consultants Deloitte, for example, shows that more than half (53.7%) of Millennials stated
that employees should provide them with opportunities for advancement in order to retain them. On the latter
point, if the economic circumstances allow and if they feel their needs are not being met, they won’t hesitate to
look for alternative opportunities.
A Dramatic Shift in the Learning Mix – What Our Survey Found
The Cegos 2012 Pan-Asian survey – ‘Major Learning Trends & Indicators towards 2013 within the Asia
Pacific Region’ – shows an increasingly dynamic and varied multi-generational workforce where, in
countries such as India, Millennials are coming more and more prevalent. Top-line trends include:
• Acquiring new skills being the key motivation for training with 87% of the Asian learner
population having received training over the past 12 months.
• A growing number of employees prepared to pay for their training.
• That Millennials are forcing a change in the training mix in dramatic fashion through new forms
of learning, such as mobile learning.
• How many Asian employees are leapfrogging traditional methods to embrace mobile learning.
For example, 22% of Indian employees use smart phones for their training.
Yet, despite this, there are significant concerns as to whether these needs are being met – particularly on
the part of companies and their HR/L&D Departments where Baby Boomers and Generation X prevail.
Examples of organisations not delivering training include the fact that in countries, such as Singapore
and China, where there is widespread smart phone and tablet penetration among the population as a
whole, the implementation of mobile learning is still in its infancy.
In addition, less than one in three Asian Pacific employees go to their HR and L&D departments for
information on training and as few as one in ten learners in either Hong Kong or Singapore; and one in
four Indian employees cite training as being insufficient in their current roles as a key motivator for training.
What do these characteristics mean from an organisation-wide standpoint?
There’s no doubt that Millennials can be challenging and highly demanding for organisations. For example,
there is an increased expectation for appropriate development, personal growth and ‘life-long learning’ and an
increasingly vocal learner population. L&D departments ignore these growing expectations and enthusiasm at
their peril!
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7. If, however, organisations can harness their skills, capabilities and enthusiasm successfully, Millennials can be
enormously positive assets to organisations. To this end, one of the greatest dilemmas facing organisations
today is both how to attract and retain Millennials as well as integrate them into the organisation for future
long-term development. Learning to calibrate their expectations is also crucial as David Rodriguez of Marriott
International stresses.
“Learning to calibrate their expectations is a big challenge for Generation Y. Gen Ys are
famous for their expectations regarding rapid advancement, feeling they can leapfrog over
their Gen X brethren and challenge the Baby Boomers”
David Rodriguez, Executive Vice President & Chief Human Resources Officer, Marriott
International Inc.
2.5 The i-Generation
Finally, there is the i-Generation (or Generation Z) – born on or after the year 2000 and likely to start entering
the workforce in the next five to 10 years. So rapid are the changes in the global economy, workplace and
technology environment that only a fool would confidently predict what their expectations will be when they
finally enter the world of work.
What is clear, however, is that they will be the most ‘connected’ generation in history and organisations must
develop fast to accommodate them. Analysis from Nielsen Research, for example, who scrutinised mobile
phone bills, found that American teenagers are texting a staggering 3,146 text messages a month. This is a
seriously connected generation!
With this generation due to enter the workforce in less than eight years or less, this is likely to dramatically
change the game for learning provision and empowerment – and planning must start now. One requirement
which we will mention later in this paper will be to actually further develop human and face-to-face skills and
help this generation get a grip on the reality of a more structured workplace, compared to the very flexible,
virtual existence they currently lead.
2.6 Asia – Generational Variations by Country
So how is this multi-generational workforce reflected across Asia? The answers vary from country to country.
India, for example, has one of the youngest workforces among the world’s largest economies with a median
age among the population of 25 (compared to 34 in China) (Source: Morgan Stanley) although this is predicted
to rise to 30 by 2020.
The UN Population Division estimates that, over the next 10 years, India’s working age population is set to grow
by a cumulative 138 million. This compares with an increase of 33 million in China, 12 million in the US and
declines of 8 million in Japan and 18 million in Europe.
In contrast, more than a quarter of Japan’s population is over 65. Indeed, a 2008 UBS report using United
Nations data, found that four of the world’s 10 fastest ageing populations are in Asia with Japan number two
followed by Singapore, South Korea and Hong Kong. In Australia, according to IBM, the number of individuals
aged between 60 and 64 still in work is likely to double by 2016. While not as severe as Japan or Australia,
the United Nations predicts that 28% of the Chinese population (currently only 11%) will be over 60 by 2040.
Furthermore, despite its fast growing older population, the Organisation of Economic Cooperation & Development
(OECD) states that South Korea has one of the youngest working age populations among OECD countries.
6 © CEGOS 2013

8. To maintain the level of skills in its factories and ensure that institutional expertise is passed on between
generations, Japanese company Kobe Steel Ltd started in 2004 to offer yearly contracts to a select few
employees over 60, focusing mainly on technicians because the company wants to retain their skills until
newer generations are ready.
If you look at Asia from a pan-regional perspective, there is an increasingly young workforce. When Cegos
conducted a comprehensive Pan-Asian survey last year, for example, which covered over 2,600 respondents,
54% were 34 years of age or younger.
There are clearly a large number of generations working side by side within Asian organisations.
2.7 A Wide Variety of Attributes
As one can see, these different generations represent a huge variety of attributes and personality traits. The
result is that, on occasion, such diverse characteristics may lead to conflict and tensions. For example, Baby
Boomers might view Millennials as spoiled or indulgent or Millennials might view Baby Boomers as old fashioned
or technology laggards. Figure 2 illustrates some potential flash points based on a book ‘When Generations
Collide’ by Lynne Lancaster and David Stillman.
Figure 2
On the flip side, however, such a diverse sets of skills can also be highly effective when working in harmony
together resulting in a more complete and successful organisation.
The rest of this paper will examine ways in which this can be achieved, starting with tapping into the unrivalled
skills and knowledge of the older workforce populations.
The Generational Challenges
• Traditionalists – Maintaining Their Engagement.
• Baby Boomers – Transition and Succession Planning.
• Generation X – Preparing Them for Leadership Roles.
• Generation Y – Integration & Retention.
• I-Gen – Handling an Even More Technologically Conversant Generation.
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9. 3. Managing an Ageing Workforce
One of the greatest challenges in managing generations today is how to get the most out of the older populations
within the enterprise. Furthermore in some sectors where there are skills shortages, it’s an absolute necessity
(see separate case study).
To date, however, there is little training conducted on how to manage older workers. A 2010 survey from the
Chartered Institute of Personnel and Development, for example, found that only 7% of organisations offer
training to line managers on managing older workers.
There is a need here to harness the years of expertise and wisdom and ensure that the older generations are
as equally engaged as younger generations. Here are some suggestions as to how this can be achieved.
Key Facts – Asia’s ageing Workforce
• Japan is now the world’s oldest country. By 2040, Japan is projected to have the highest
median age, with half of its population aged 54 and over.
• China and India have the largest older populations in terms of absolute numbers.
• Parts of Asia are ageing the fastest, including Japan, China, Hong Kong and Singapore.
• Singapore’s older population is due to more than triple by 2040
Source: An Aging Workforce: 2008 International Population Reports, UN Population Fund
• Value Their Experience. Put older generations in mentoring roles, ask them to lead training sessions or
assign them to lead special projects. Creating a platform where they can share their expertise will ensure
significant benefits across the organisation.
• Focus on Flexible Working. Flexible working can be a useful means of allowing employees to achieve
a better work-life balance, can help older workers stay in work longer and also make the transition to full
retirement less abrupt. Findings from professional services firm, Tower Watson’s Work Asia study, for
example, showed that flexibility was the most important thing employees over the age of 50 were looking
for.
• Keep up the Training. Just because an employee has had a 40-year career behind him or her, it doesn’t
mean that they don’t need training. New skills can always be acquired and existing skills and approaches
refreshed. Whatever delivery mechanisms are used (and we will go into more detail on this in section 6),
older generations must receive just as much training as other generations.
• Ensure Healthy Communication Channels. As is so often the case, communication is key. When younger
generations are sometime managing older generations as is sometimes the case, don’t ever second guess
their thinking and beliefs. Make sure that there is an open forum for sharing feedback, beliefs and ideas.
We will examine some of these forums, such as classroom training and Communities of Practice, in this
white paper.
• Don’t Keep Telling Them Who Is Boss. Older generations are used to company hierarchies. They understand
who is boss and don’t appreciate people pulling their weight.
• Find Ways of Motivating Them. Motivating older employees can be more challenging than with younger
ones, in particular as the ‘promotion carrot’ is not as effective. Training and Learning & Development can
again play a crucial role here.
• Focus on Talent & Performance Not Age. The bottom line is that managing older generations is most
successful if you focus on the people and what they bring to the organisation. Every individual has the
potential to bring real value to the organisation, irrespective of age.
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10. Managing older generations can be integral to the success of your organisation and preventing talent shortages.
Make sure that this is done effectively or you and your organisation will face the consequences!
Tackling Skills Shortages in the Oil & Gas Industry
A recent study by Booz Allen Hamilton found that around 50% of professional staff in the
oil & gas industry is between 40 and 50 years old, while barely 15% are junior recruits.
This is compounded by the fact that up to half of the current workforce is likely to retire
for future generations.
within the next ten years. In such circumstances, it’s vital to tap into the expertise of
older works, ensure effective knowledge transfer, and protect older employees’ legacy
“Opening the doors to older workers is a major benefit... it will help organisations retain
knowledge and experience, widen the recruitment base and could lead to more customers
and greater profits.”
Soumenu, Executive Chairman, Manpower India
4. Helping Generation X (and Y) Step Up to Leadership Roles
Just as managing an ageing workforce is a significant challenge, so is helping younger generations, such as
Generation X, step up to leadership roles. This requires considerable interaction between Baby Boomers who
tend to occupy these leadership roles. Furthermore in newer flatter organisations, Generation Y is also starting
to take on strategic roles requiring enhanced collaboration with Baby Boomers and Generation Xers.
In such circumstances, it’s essential to have a harmonious relationship across the different generations. To
ensure that today’s diverse teams are effective, leaders must adopt approaches that acknowledge the new
multicultural environment. Specific skills that will be crucial to a seamless transition include:
• Tapping Into Older Generational Knowledge. This is a recurring theme throughout this paper but can’t be
over-estimated. Make sure that the younger generations are mentored so they can step up to their new
roles and also have the skills to reach out to Traditionalists and Baby Boomers.
• Work on Building Trust. An open forum and open dialogue for exchanging ideas is again vital. While the new
leaders will need to establish visions and strategic approaches for the company, this can be achieved in
such a way that older generations aren’t simply ‘told what they need to do’ – the quickest way to alienate a
hugely important part of the workforce.
• Don’t Rush into Decisions at The Expense of Collective Discussions. Whereas Baby-Boomers are
comfortable talking, discussing and hashing out issues face-to-face, there’s a danger that impatient and fast
moving younger generations with technology at their fingertips might move too quickly. Encourage them to
take a step back at times.
• Integrate the Millennials. Focus on the challenges facing Generation Y and their specific characteristics and
look to further integrate them into a collaborative workforce environment which in turn will prepare them for
future leadership roles. It’s also important to manage their expectations along the route to senior positions.
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11. • Prepare for the i-Generation. Prepare for the entry of the i-Generation and the very different challenges they
will bring. Skills will include managing the expectations of this new generation and helping them get a grip on
the reality of a more structured workplace, compared to the very flexible, remote, location free and
collaborative existence they are used to.
With the Nielsen research showing an average of 3,146 text messages sent a month among US teenagers,
the challenge may well be to actually build more human skills again, particularly in relation to sales, service
and communications roles! While the workplace will change, these core skills will remain critical to managing
change, collaborating remotely and getting things done.
A Management Training Deficit in Asia?
Against this backdrop, it’s essential that organisations invest in the necessary management training to help the
newer generations step up to leadership positions as well as give them the skills to manage older and younger
generations.
To date, however, our research has tended to find a management training deficit. The Cegos Pan-Asian
survey informing 2013 learning and learner trends, for example, found that only 12% of Asian employees are
undergoing management skills training. Figure 3 draws out this figure by Asian country with China leading the
way but countries, such as India, lagging behind.
Figure 3
5. The Role of Technologies
What about the role of technologies in managing generations? Many commentators point to both negative and
positive influences. Let’s first examine the potentially negative influences.
5.1 A Negative Influence?
A number of people view technology as a cause of friction between generations. While the newer digital
generations are bringing social networking and other technology tools into the workplace and are able to
communicate and learn from all types of devices, there is a danger that the older generations might feel
increasingly alienated having less access to and knowledge of such developments.
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12. In this way, there is a perceived danger that technologies can actually exacerbate generational divides, creating
gaps of knowledge within an organisation where some employees will have access to a greater number of
knowledge delivery channels than others. However, as one will see from some of the points below and the
separate box, any negative perceptions about technology are balanced out by companies who are harnessing
and integrating technology to engage their human capital from recruitment right through to integration and on
the job activities.
5.2 The Continued Need for Human Interaction
Another potential threat from technology is that it can prevent face-to-face human interaction with employees
all too willing to hide behind emails, Facebook status updates and tweets. In this way, there can be a lack of
clear communication regarding information disseminated within the organisation and a potential for ‘them’ and
‘us’ scenarios between generations.
This also comes at a time when much of our research points to a growing desire for human interaction. In Asia,
for example, our 2013 pan-Asian survey found that 79% of all learners receive classroom training.
Whether this preference for classroom training continues is one of the sixty million dollar questions. Will younger
generations – more informal, connected, remote and reliant on a new language (see www.urbandictionary.
com !) – influence a whole different way of communicating? Or will the human interaction, as it is now, be as
important as ever? With more technological innovation alongside human interaction, it may well be possible to
strike a balance between the two.
5.3. Can In-House Departments Keep Up?
Despite the continued focus on human interaction, there’s no doubt that technology is changing the workplace
as we know it, fostering greater openness and flexibility.
Another challenge, however, is whether traditionally rigid and inflexible IT departments are able to keep up with
this increased focus on flexibility and openness. The numerous newspaper stories on how many organisations
are banning rather than embracing new social networking tools in the workplace might indicate we have some
way to go here.
That being said, however, it’s apparent that many older generations are embracing technologies every bit as
much as younger employees. Cegos’s recent 2012 pan-Asian survey on major learning 2013 learning trends
and indicators, for example, found that countries, such as Japan, Singapore, South Korea and Hong Kong all
had strong technology penetration but also represented four of the world’s top 10 fastest ageing populations.
For any potentially negative influences, technology can also be used as positive force in generating greater
cohesiveness between generations. This can be achieved in a number of ways.
5.4 Communicating Between Generations
Technology can play a crucial role in fostering communications between generations. Through company-wide
intranets, learning management systems, company Facebook pages and much more, different generations
can feel part of a broader company strategy and vision for the future.
One word of warning, however....It’s important not to adopt a ‘catch all’ communications strategy and force
people to use just one technology platform. Many Baby Boomers, for example, may prefer to communicate on
the phone or in person whereas for Millennials email, text or instant message may be more popular. The key
here again is to personalise and be flexible.
On the subject of communications tools, many organisations today still continue to remain suspicious of social
networking tools, such as Twitter and Facebook. When used effectively, however, it’s my belief that such forums
can be an important means of not only harnessing the skills and interests of Millennials but also encouraging
improved communications across the organisation.
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13. The encouraging news here, however, is that more organisations are starting to harness the power of such
tools. More than half (51%) of US Chief Information Officers in a recent survey by Robert Half Technology, for
example, said they permitted employees to use social media sites like Twitter and Facebook on the job as long
as it’s for business purposes.
How Companies Are Using Technology to Engage Their Employees
• Last year, PepsiCo handed out more than 4,500 iPhones to its army of hourly employees who
drive around to stores making sure products are placed correctly.
• 41% of the top 500 companies in China are using Chinese social media (Source: China Internet
Watch).
• 89% of companies plan to hire through social networks (Source: Kenexa).
• Walt Disney has a Social Dashboard, AT&T a Social Connection and Yahoo a Social Career Hub
(Source: Kenexa).
5.5 Personalising Learning
Technologies can also play a key role in personalising learning – both in terms of content and delivery methods
– and can therefore have a major influence over meeting the needs of different generations. While we will look
at different learning techniques enhanced by technology in Sector 6, it’s important to stress that technology
can enable learning materials to be personalised and contextualised to suit each and every user, whatever his
or her needs, delivery device and generation. Such personalisation, however, must not happen at the expense
of a fragmentation of learning across the organisation.
5.6 Flattening Hierarchies
Technology can also flatten hierarchies. No longer is access to the CEO or senior Directors guarded via their
Personal Assistants. It can be via Twitter, Emails or a variety of other technology tools. In this way, employees
just starting out – Millennials – can have access to Baby Boomers in senior positions and vica versa. The result
is flatter and more egalitarian organisations.
“Our vision is to be the most digitally-enabled company in the world...To achieve this we are
innovating...across all major business processes: from ‘molecule to shelf’...and from ‘idea creation
to consumption.’ We’re getting flatter, faster and simpler. We’re creating a technology-enabled
culture through which consumers, employees and business partners seamlessly collaborate and
interact from anywhere and at any time”
- Robert McDonald, Chairman & CEO, Procter & Gamble
5.7 Don’t Assume that Age Means Technology Laggard
It’s also important not to assume that, just because they represent older generations, Traditionalists and Baby
Boomers are more averse to new technologies. Our previous research has regularly pointed to the fact that
older generations are often technology leaders as well. Between 2009 and 2011, the number of over 55’s
becoming members of Facebook, increased by 41%, according to Nielsen.
By using and personalising the technology and adapting it across generations who can effectively ‘choose’
how to use it, what tools to use and how it can ‘talk’ to other technologies, there’s no reason why technology
can’t be equally applicable to all generations.
12 © CEGOS 2013

14. 5.8 Securing a Balance between Openness and Traditional Constraints
In order to attract the new i-Generation, IT professionals are also going to have to find a balance between the
demands for greater flexibility and openness in technology operations with more traditional and rigid structures.
They must also consider other factors, such as security. Solutions might include cloud-based e-mail systems
which will be more familiar to older generations through to real-time communication tools, such as Skype and
Windows Messenger.
5.9 Putting the Right Technologies in Place
So how can organisations best introduce new technology-enabled ways of working?
Putting the right policies in place, rolling out new ways of working and educating the relevant people can be
a long process. At all stages, it must be a collaborative approach where all members of the team from all age
groups are included from testing and feedback right through to pilots and eventual company-wide roll-outs.
For example, employers should be encouraged to source ideas from employees as to the technology tools they
use outside the world of work and which could be used to positive effect in the office – something that might be
particularly relevant to the younger generations. The same is the case when soliciting the ideas of Traditionalists
and Baby Boomers. Listen to and communicate with everyone and technology can be a real power for good in
multi-generational management.
6. How Learning Can Improve Multi-Generational Collaboration
Training & Development and the role it can play in managing generations for the good of the organisation has
been a recurring theme throughout this paper.
With the advent of new generations into the workforce, we are seeing an increasingly driven learner population
that, along with new technological innovations, is leading to greater accessibility to learning and the more
widespread adoption of learning than anything seen previously.
These fast evolving trends on how learners learn, their learning preferences, the tools they use to learn with,
and who they engage with to source learning has a major impact on getting the most out of one’s talent –
whatever the generation. Let’s take a look at some if these delivery channels.
6.1 Face-to-Face Training
Face-to-face training, such as classroom training, can play an important role in meeting generational needs.
The very face-to-face nature of the interaction can foster improved collaboration between generations and an
understanding that we are ‘all in this together.’
Classroom training can also have specific goals. For example, managers can be taught on how to better
recognise and adapt to generational differences and such training can be used as a platform for older generations
to pass on some of their experience to younger generations and vice versa. Traditionalists or Baby Boomers
might be given the opportunity to sometimes lead training sessions, for example.
In addition, more informal face-to-face training, such as company ‘away-days’ have an important role to play. It
is in forums, such as this, that employees can learn about shared interests and can foster mutual respect and
acceptance across the organisation.
As the i-Generation enter the workforce, however, garnering support for classroom training may well become
more challenging with a clear need to demonstrate what classroom training means for participants and how it
can support individuals’ progress.
13 © CEGOS 2013

15. “The constant use of technology will have damaging consequences for how i-gen communicate
at work. I don’t think they invest in face-to-face communications. Their ability to communicate
when managing staff or making presentations will be less honed than others, but they will have the
technological skills that the older generations may lack.”
Cary Cooper, Distinguished Professor of Organisational Psychology & Health, Lancaster
University Management School
What is also clear is that the face-to-face training mix is changing to favour less formal classroom training
and much more on the job training, coaching and group mentoring. It is also taking place far more informally,
particularly where communities of practice are prevalent and where peer-group learning is becoming a daily
activity.
6.2 Mentoring
Mentoring is another important learning tool and a platform for more experienced employees to share their
knowledge with newer ones as well as for older generations to learn fresh perspectives from Generation Y and
Millennials. Organisations can help facilitate such mentoring between different aged employees to encourage
more cross-generational interaction.
Whereas in the past, the role of mentor had tended to be relatively informal, this newly defined need has led to
a greater formalising of the practice. Older workers, for example, may be formally assigned to younger workers
with the goal of developing these individuals along career paths. Job sharing and performance reviews are also
being embedded in mentoring schemes today.
6.3 Blended Learning
Probably the ideal learning medium for training different generations, however, remains blended learning.
Blended learning and its combination of face-to-face and online elements is flexible enough to recognise
different learning styles and generational approaches. For example, older generations might tend to be more
comfortable with face-to-face training, whereas younger generations might be more willing to embrace more
technology-based learning.
Blended learning provides the best opportunity to find this balance and personalise an approach to learning as
much as we can when dealing across hundreds or sometimes thousands of learners
Today, there are marked variations in blended learning across Asia, according to the Cegos 2012 pan-Asian
survey. In Australia, for example, 100% of learners receive blended learning with Japan and South Korea and
Hong Kong following close behind. Individual learners in Singapore and China, however, have less variety in
the training methods used with only 17% of learners in Singapore and 7% in China receiving blended learning.
There is still a long way to go and if different generations are to gain to maximum value from L&D, blended
learning must be a key part of the toolkit.
“If there is harmony between the human element of the learning solution, and the technology
enabled part, there is a far greater chance to engage the widest learning population rather than
risk alienating one group or another through an unfocused approach that uses just one format.
In this respect blended learning helps us better develop the content at each stage of the course
appropriate to the learning goal, therefore making it more relevant and applicable to those involved,
and less ‘general’ in its nature….truly outcome focused.”
Jeremy Blain, Blended Learning and its Applications for Asian Companies Today, March 2012
14 © CEGOS 2013

16. 6.4 Technology-Led Learning
The emergence of the Millennials in the workforce over the last few years has also placed the onus on other
forms of learning, facilitated by technology developments, such as the latest e-learning innovations, mobile
learning and virtual learning.
Many Asian employees today are leapfrogging traditional methods to embrace mobile learning with a growing
trend towards tablet use for online learning and an increased use of smart phones, with India leading the way
with 22% of Indian learners using them (Cegos 2012, Pan-Asian survey).
Whereas, until recently, mobile technology was almost always used for social purposes (networking, location,
groups, Facebook etc), it is clear that the Millennials are driving the move towards more integrating technology-
based learning. This represents a shift in mindset towards embracing technology in all forms of people’s lives
while still retaining the human touch.
What influence will this have on multi-generational management?
Such is the growing learner demand for such forms of learning that it will be essential for L&D departments
to harness enthusiasm and expectations while ensuring that a technology chasm doesn’t grow with older
generations.
6.5 Informal Learning
With the Internet and related social networking tools providing a key medium for the dissemination of information,
informal learning is also today becoming increasingly prevalent. Saba Software estimates that up to 80% of all
learning is today informal.
While Generation X and HR/L&D departments continue to struggle to formalise such types of informal learning,
for the learning hungry Millennials it is second nature to them.
The very nature of informal learning is also allowing learners to move away from the traditional manager-led,
hierarchical structure and set their own learning paths. Engaging with informal networks also provides the
opportunity for sharing best practices across companies and generations. In this way, its’ flexible, loose nature
can play an important role across generations.
6.6 Are Learning Needs Being Met – Worrying Signs from Asia
Yet are L&D and HR departments meeting these evolving needs?
Once again, as has been the case in other white papers I have written, there is a danger that these growing
needs around technology-enabled learning aren’t being met.
As already mentioned, in countries, such as Singapore and China, where there is widespread smart phone
and tablet penetration, mobile learning has barely got off the ground. That said, there is a strong cultural tie
here where, with mobile devices being used strongly for social networking, collaboration and fun, it is only a
matter of time before they are used more widely in work and for more formal learning. Emerging markets like
Malaysia, Indonesia and India evidence how this can be done, and just how quickly a learning-generation can
be activated, if supported.
In addition, according to our 2012 survey, less than one in three Asian Pacific employees go to their HR and L&D
departments for information on training and as few as one in ten learners in either Hong Kong or Singapore.
As we see an even more active role from Asian Pacific employees in activating and designing training and an
even bigger explosion of mobile learning, it’s essential that L&D departments are able to keep up.
If not, the result will have significant ramifications for organisational development and generational management.
And this is even before the i-Generation enters the workforce!
15 © CEGOS 2013

17. 7. The Growing Role of Communities of Practice
Another important tool in meeting generational challenges is Communities of Practice (CoPs). A CoP is a group
of individuals with a common area of responsibility, or similar interests, united by a joint desire to develop and
grow by sharing ideas and best practices. In this way, CoPs have the ability to unite workers from all generations
as well as different hierarchal levels and cultures.
There are a number of significant benefits derived from CoPs:
• Knowledge Transfer. CoPs can plan an important role in transferring expertise and knowledge – particularly
pertinent with so many Baby Boomers due to retire.
• Up-Skilling Younger Generations. As part of broader talent management and L&D strategies CoPs can not
only help organisations harness the experience of older generation’s and close skills gaps but also up-skill
younger generations. CoPs provide an effective means to harness the enthusiasm of the younger tech-
savvy generations, providing a stimulating collaborative learning environment.
• Working Across Boundaries. CoPs tend to be self-selected, autonomous and inclusive so every individual
‘member’ can benefit regardless of their location.
• Breaking Down Communications Barriers. CoPs can break down communications barriers among individuals
from different levels within an organisation and with different functions and different geographical regions.
Their informal and dynamic nature based on continuous communication offers a social environment ideal for
building and nurturing relationships. CoPs can also provide a strong networking platform.
• Ensuring That Every Voice is Heard. The autonomy of CoPs can also help people – whatever their generation
– feel a valued part of the team or company where their opinions count and are contributing to the bigger
picture. This is particularly important in encouraging generations to work together and can, in turn, impact
productivity, staff retention and organisational performance.
• Formalise Informal & On The Job Learning. This should become an everyday and ongoing practice across
the organisation. If managed well, it can develop individuals as they work, build in mentoring within CoPs
and lead to project-by-project coaching which actively builds skills just as much as new knowledge.
It is this flexible and informal style of learning and collaboration that CoPs provide that it is ideal for managing
generations today. There’s no reason, for example, that the means in which Intel used CoPs to develop female
engineers (see separate box) can’t be replicated within a generational context.
A Community-Based Learning Approach to Develop Female Engineers at Intel
The role of women in the workforce has dramatically changed in the last 10 years. Today, more than 58
percent of graduates are women and many leading organisations like HP, IBM and PepsiCo now have
female executives at the helm. Corporate programmes that attract, develop and support women have a
crucial role to play in winning the war for talent.
Intel recognised that there is still a subtle bias against women in technical roles in many parts of the world.
Rather than simply train managers on the role of women and how to counter gender bias, Intel proactively
set up 32 community chapters called the Women at Intel network, empowering women to work together
as a local community and learn from each other. Corporate HR and learning and development teams
have helped to build and support these communities with infrastructure, communications and training,
but ultimately it is the communities themselves which surface cultural, training or leadership issues that
must be addressed.
16 © CEGOS 2013

18. 8. Tackling the Cultural Dimension
Managing diverse workforces today is not just an age challenge. It is a cultural challenge as well. There are a
number of ways in which these cultural challenges, alongside generational attributes, can also be addressed to
create a more cohesive workforce.
8.1 The Regional Element
Employees’ filters, perceptions and interpretations can be radically different not just on account of their age but
where they are based and the cultures they come from. These regional differences, along with age differences,
can lead to a fragmented workforce.
The challenge is to up-skill employees across offices and regions, developing a set of common objectives and
a common language of understanding. This should not, however, be at the expense of the unique cultural
attributes that add so much to an organisation.
And this realignment of regional and age differentiations is set to continue in Asia. A 2010 survey undertaken
among 700 chief HR officers and senior executives in 61 countries around the world by IBM’s Institute for
Business Values, revealed that some 45% of Indian firms and 33% of Chinese ones said that they planned to
take on staff in North America, while 44% and 14% respectively expected to expand into Western Europe.
8.2 The Office Culture
There are also ways in which the office culture can be re-evaluated to make it more amenable to different
generations working together.
Flexibility is key here, with it important that organisations enable individuals to adopt their preferred working
habits while at the same time having a uniform set of basic standards – a weekly sales meeting in the office,
for example. Crucial here is to have a greater focus on results rather than simply how employees get it done. In
this way, everyone can have the same criteria and measurements for success while customising the workplace
according to their needs.
Telecommuting and mobile working might be encouraged more with different generations benefitting from it
in different ways – for Baby Boomers it might be an opportunity to reduce the workloads in readiness for a
new generation of leaders taking over whereas for Millennials it might suit their more flexible lifestyles and any
aversion to being chained to a desk Monday to Friday.
A focus on collaboration and team work is also a key element in bringing different generations together.
While there are specific tools for achieving this, such as in already mentioned training sessions, this focus on
collaboration really needs to be embedded in the office culture.
Millennials, for example, often don’t tend to work at their best when faced with a rigid management and office
structure. They tend to prefer looser collaborations and sharing of information. This preference for team work,
however, can also feed into Traditionalists and Baby Boomers’ expertise with the leading of teams and sharing
of best practices by them to be encouraged. Together the result is a ‘win-win’ for both sides and increased
cohesion.
In addition, recognition programmes are an important means of enhancing morale and work well with all
generations. Everyone is looking for validation, approval and learning activities that can help enhance their
careers. Above all, any office culture needs to give all workers a voice and a forum in which to present ideas
with open communications across the organisation.
8.3 The Dangers of Pandering
One word of warning, however... While flexibility and the accommodation of different generations’ work
preferences is important, parity and a level playing field must be adhered to at all times. If certain generation
begin to feel discriminated against at the expense of another, then the problem can be magnified.
17 © CEGOS 2013

19. 9. Companies Leading the Way
So having examined the key challenges in the management of generations today, what companies are leading
the way and taking a strong proactive approach to managing their different generations? Here are some
examples:
9.1 Ayala Group
it is the country’s
oldest and largest conglomerate. The company has a portfolio of diverse business interests,
Ayala Corporation is a holding company for the diversified interests of the Ayala Group. Founded in the Philippines,
including investments in retail, real estate, banking, telecommunications, water infrastructure, renewable energy,
electronics, information technology, and management and business process outsourcing.
The company has focused on harnessing the skills of its older workforce as well as preparing for the future and
its Generation Y and i-Generation. All talent management programmes across generations are coordinated by
the Ayala Group HR Council that “rewards employees for their intelligent risk-taking, encourages strong ethical
behavior, and supports them in their determination to make things happen while guided by the loftier goal of
national development.”
Created in partnership with Harvard Business Publishing, the Ayala Leadership Acceleration Program (Ayala-
LEAP) is a formal leadership development programme that manages leadership transitions between generations
and builds a world-class pipeline of top talent. The program, which is customised for different generations, is an
innovative combination of self-study, online group collaboration, virtual seminars with Harvard Business School
experts, and face- to-face classroom discussions.
In the words of Ayala Group CEO Jaime Augusto Zobel de Ayala: “When I look across the group and the people
we have, there’s a tremendous diversity of talent. A large part of the job is to create the right environment so
they can all do what they are good at and come together to create something better. We strongly believe that
the whole is bigger than the sum of its parts.”
9.2 Bank Mandiri, Indonesia
Bank Mandiri, headquartered in Jakarta, is the largest bank in Indonesia in term of assets, loans and deposits.
Total assets as of Q3 2012 were IDR 588.4 trillion (or USD 59.8 billion) and its 29,000 employees are spread
among 2,000 branches. The organisation’s vision is “to be Indonesia’s most admired and progressive financial
institution.”
To achieve its vision and maintain its leadership position, Bank Mandiri needed to get high levels of productivity
from all its employees – no matter what the generation. To this end, Bank Mandiri implemented an enterprise
learning and training solution that will impact 17,500 employees across 700 branches and across all generations.
Another key programme has been Mandiri Easy (Employment Appreciation System) which maps people
according to what they put into the system and the value they bring to the organisation. “The whole concept of
being appreciated by the organisation is something we wanted to highlight. Our people are now the centre of
our policies and processes,” said Sanjay Bharwani. Senior Vice President at Mandiri.
Bank Mandiri has also provided tablet access across the enterprise and across generations.
This take-up links with the Cegos 2012 Pan-Asian survey which found that almost one in three (31%) Indonesian
employees use tablets in their day-to-day work activities.
18 © CEGOS 2013

20. 9.3 Goldman Sachs
Goldman Sachs has developed its own training programme, entitled “Four Generations Under One Roof”.
Based on economic research, the course highlights changing demographics and articulates the business case
for extending the talent pool to include all ages. Participants explore the typical traits of the various generations,
the key motivators for each group, and how best to manage people from multiple generations in the workplace.
The course is designed for all employees and the content has been adapted specifically for Asia. Recognising the
dangers of stereotyping on a global scale, participants consider how significant events in different geographies
are likely to influence the generations in different ways. The outlook and values of those who have experienced
Communism and the Cultural Revolution in China, for example, are likely to be very different to those who have
experienced the freedom of the 60s and 70s in Europe.
Goldman Sachs says the training is well- received and many participants discover that what they learn about
different generations is helpful and applicable to not just their professional but also their personal lives. Source:
Diversity & Inclusion in Asia Network
10. Best Practices for Cross-Generational Talent Management – A Check List
So what are the key prerequisites for the successful management of generations? Drawing on a number of
points already covered in this white paper, here’s a check list for organisations.
Listen & Understand. More than anything else, you need to understand your employees – their needs, wants,
work styles and abilities. Only then can you put in place an effective talent management programme that
engages and caters to all employees and generations. What does this entail? It requires listening to your
employees at every stage.
Communicate! Communication is crucial. Make sure that there are open forums for sharing feedback, beliefs
and ideas – classroom training or Communities of Practice, for example. Also don’t be afraid to embrace
the latest technologies to improve communications. Be prepared to go back to basics for human interaction
training when the i-Generation arrives. Their way of communicating now is quite different to those before and
there may be a need to do some workplace conditioning – keeping in mind the adapting workplace that will
also, in turn, change
Emphasise the Skills of Every Generation. Every employee from every generation has different skills and
every employee has a skill or area of expertise they can share with another. Show each age group the value of
what other age groups have to offer.
Avoid Stereotypes & Assumptions. While there are broad character traits, certain generations share and
which can help guide organisational strategy, don’t rush to categorise people. Who knows? They may surprise you.
Never Cast Away Knowledge. Everyone has unique knowledge about the organisation. Find ways of capturing it.
Use Technology as a Positive Force. Don’t be afraid of technology or see it as a barrier within the company.
It can be an enormously positive force as a means of communication, training, personalising learning and
flattening hierarchies.
19 © CEGOS 2013

21. Keep Things Flexible. From the personalisation of training to flexible working practices, managing generations
requires flexibility in operations. Too much rigidity can lead to the alienation of generations.
Training is a Key Unifier. Training is a key means of both developing and unifying generations. Don’t be afraid
to embrace the latest technology-enabled development, such as mobile learning, but make sure that it is done
in a collaborative way.
Embed Blending Learning Within Your Organisation. Make sure that blended learning is part of your multi-
generational development strategy. Blended learning has the flexibility to recognise different learning styles and
generational approaches.
Make Sure that L&D and HR Get With The Programme! It’s vital that HR and L&D departments meet the
needs and expectations of an increasingly vocal learning population. This shouldn’t just mean pandering to
newer generations, however. Any L&D strategy should be addressed towards all generations.
Invest in Management and Leadership Training. It’s vital that you prepare the next generations for leadership.
Effective management and leadership training can make this process that more seamless giving them the skills
and techniques to manager both younger and older generations.
Focus on the Outcome. For all the generational differences and internal processes, make sure that you
continue to focus on the eventual outcome – creating a successful, collaborative and high-growth organisation
that benefits all.
And, finally, Prepare Now for the i-Generation and consider what leadership and management means in the
2020 workplace when they arrive.
11. Conclusions – Are We Really So Different?
As outlined at the beginning of this paper, every individual – whatever their age whatever their generation – has
a unique role to play in an organisation’s success. The whole is only as good as the sum of its parts is a much
over-used phrase but it really is true.
For all the potential tension points and the dire warnings of intra-company friction, I truly believe that whatever
our different traits, we still share one common goal that should override all others – How we can all work
together for the shared success of the organisation.
Organisations who can encourage all employees to focus on this goal and work for the betterment of themselves,
their colleagues and the organisation as a whole will have a significant head-start as Asia’s business context
continues to evolve.
20 © CEGOS 2013

22. 12. References
• The American Society for Training & Development (ASTD), ‘State of the Industry Report, 2010’
– www.astd.org
• Booz Allen Hamilton – www.boozallen.com
• Chartered Institute for Personnel & Development (CIPD), ‘Managing a Healthy Ageing Workforce’
– http://www.cipd.co.uk/pressoffice/press-releases/ageing-workforce-essential080312.aspx
• Cegos, ‘Major Learning Trends & Indicators towards 2013 within the Asia Pacific Region’, Jeremy Blain
– www.cegos.com
• Cegos, ‘Blended Learning and its Applications for Asian Companies Today’, Jeremy Blain
– http://www.cegos.com
• China Daily, ‘UBS Report’ – http://www.chinadailyapac.com/article/business-dying
• China Internet Watch – www.chinainternetwatch.com
• Deloitte, ‘Generation Y – Powerhouses of the Global Economy’ – http://www.deloitte.com/assets/Dcom-
UnitedStates/Local%20Assets/Documents/us_consulting_hc_GenerationY_Snapshot_041509.pdf
• Diversity & Inclusion in Asia Network – http://www.communitybusiness.org/DIAN/right-1.html
• IBM, ‘Addressing the Challenges of an Ageing Workforce’
– http://www-935.ibm.com/services/multimedia/g510-3970-aging-workforce-asia.pdf
• IBM Institute for Business Values
– http://www-935.ibm.com/services/us/gbs/thoughtleadership/
• Kenexa – www.kenexa.com
• Lancaster, Lynne; Stillman, David, ‘When Generations Collide’
– http://www.amazon.com/When-Generations-Collide-Clash-Generational/dp/0066621070
• Marriott International – www.marriott.com
• Morgan Stanley – ‘Tracking the Talent Supply’ – http://www.morganstanley.com/views/gef/
archive/2009/20091126-Thu.html
• Nielsen Research
– http://blog.nielsen.com/nielsenwire/online_mobile/under-aged-texting-usage-and-actual-cost/
• Organisation for Economic Cooperation & Development (OECD) – www.oecd.org
• Robert Half Technology – http://www.prnewswire.com/news-releases/social-work-more-companies-
permit-social-networking-on-the-job-robert-half-technology-survey-reveals-122650448.html
• Saba Software – www.saba.com
• Towers Watson – www.towerswatson.com
• UN Population Division – http://www.un.org/esa/population/
• United Nations Population Fund – www.unfpa.org
21 © CEGOS 2013

23. 13. About Cegos Group
Cegos, Europe’s largest training organisation, is one of the major International players across the Asia Pacific
region, based at its HQ in Singapore, and with operations in China and Hong Kong. A network of region-
wide Most Valued Partners, and Collaborators, ensures Cegos can support Client training and development
anywhere, in any language, consistently and with a truly “Think Global / Learn Local” approach – meaning
Cegos is experienced at driving training in the Asian context, not just in the context of the origin country /
company.
The Cegos Group was founded in 1926 in France, and is one of the world leaders in professional training for
managers and their teams. In 2012, the Cegos Group achieved a turnover of $230 Million USD and trained
more than 200,000 managers internationally.
www.cegos.com.sg www.elearning-cegos.com www.cegos.com.cn
For more details, debate or discussion, please contact: jeremy.blain@cegos.com.sg or + 65 9069 3291
22 © CEGOS 2013

24. 14. About Jeremy Blain
Jeremy Blain is Managing Director for Cegos, Asia Pacific, where he heads up
Cegos’s Region-wide operations and activities from the company’s Singapore hub.
Prior to this, Jeremy was responsible for Cegos’ strategy for international expansion
through a value adding Global Distribution Partners Network.
An L&D entrepreneur responsible for growing Cegos’ business worldwide through
his various roles within the company, Jeremy has 10 years experience in the industry
as a managing director, partner, trainer, coach and program author. In previous
roles at Procter and Gamble, Pepsico and as CEO of his own business, Jeremy’s
background includes marketing, sales, operations and account management.
As one of Cegos’ senior executives, Jeremy is a frequent international conference
speaker and media commentator on topics related to the global L&D market.
Themes include: the integration of emerging and informal learning technologies;
the importance of performance measurement and proving ROI; developing ‘core’
leadership, management and commercial skills to achieve competitive business
advantage; and change management and how to implement successful international
training strategies.
For more details, debate or discussion, you can find Jeremy on LinkedIn
http://sg.linkedin.com/in/jeremyblain and also on Twitter at http://twitter.com/
learntheplanet
Jeremy has also published a series of white papers on issues relevant to L&D.
These are still current and available, and include:
- Major Learning Trends & Indicators towards 2013 within the Asia Pacific
Region, September 2012
- Communities of Practice – A Guide to the Business Benefits for Asian Companies,
May 2012
- Blended Learning and its Applications for Asian Companies Today, March 2012
- Developing Multicultural Leadership and Management Skills in Today’s Increasingly
Globalised Workplace, November 2011
- Global Themes & Trends – European, US and Brazilian Comparisons on the Key
Drivers and Issues in L&D Today, October 2011
- Learning in the Cloud – Opportunities & Threats, September 2011
- Cegos/ASTD global learning trends research: A comparison between what is
happening among learners today and the perceptions of learning professionals,
July 2011
- ‘Training Today, Training Tomorrow - An Analysis of Learning Trends Across
Europe and Global Comparisons’, May 2011.
- ‘Corporate Philanthropy: How Strategies are Changing and How Cegos is
Helping to Make an Impact’, May 2011
- ‘The Rise of Virtual Learning’, April 2011
- ‘What has L&D Learned from the Economic Slowdown’, March 2011
- ‘Informal Networks – How They Are Changing the World of Work’, December
2010
- ‘Exploring and Interpreting the Most Important Learning Trends across the
Globe’, May 2010
23 © CEGOS 2013

25. *******************STOP PRESS*******************
In partnership with the Singapore Training and Development
Association (STADA), Cegos Asia will be carrying out a
cross generational survey in the 2nd Quarter of 2013.
If you are interested to take part in this survey,
please contact us at learn@cegos.com.sg.
24 © CEGOS 2013

26. Cegos subsidiaries Partners
Cegos Asia Pacific Pte Ltd
460 Alexandra Road, Level 26, PSA Building, Singapore 119963
Tel: + 65 6809 3097 | Email: learn@cegos.com.sg | website: www.cegos.com.sg