Advanced Human Resource Management

This paper discusses the demographics and attitudinal differences of Generation Y and their implications on human resource management. It evaluates the key success factors of the engagement strategy employed by Briscoe Group and provides recommendations for employee engagement. The paper also discusses the evaluation of the engagement strategy and concludes with the importance of training and development for Generation Y employees.

Running head: ADVANCED HUMAN RESOURCE MANAGEMENT
Advanced Human Resource Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction:...............................................................................................................................3
Generation Y:.............................................................................................................................3
Key Success Factors of the strategies employed by Briscoe Group:.........................................5
Recommendations for the Employee Engagement:...................................................................6
Evaluation of the Engagement:..................................................................................................7
Conclusion:................................................................................................................................7
References:.................................................................................................................................9

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Introduction:
The paper is focused in the description of the demographics of the Generation Y and
along with that, the paper identifies the attitudinal differences of the Generation Y with the
previous generation. In addition to this, the paper discusses regarding the implications of the
Generation Y on the human resource management. Considering the case of the Briscoe
Group, the paper evaluates the key success factors of their engagement strategy in addition to
the process in which the selected organization measures and evaluates the success of their
implemented strategy. Apart from this, the paper identifies the probable alternative strategies
that can be introduced in the organization for improving the employee engagement inside the
workforce with a precise focus on the younger workforce of the organization.
Generation Y:
The Generation Y is the generation which indicates the individuals belonging to it
should satisfy the age range of 25 to 39 years (Bolton et al., 2013). The term “Generation Y”
came from the concept and the nomenclature of the previous generation. As the previous
generation which includes the birth year restriction starting from 1965 to 1979 is termed as
Generation X, the next generation is termed as Generation Y in alphabetical order
(Luscombe, Lewis & Biggs, 2013). The individuals belonging to the Generation Y are also
referred as the Millennials, the Internet Generation, iGen and the Net Generation (DeVaney,
2015).
The general attitudinal differences amongst individuals of both the generations X and
Y is pretty much influenced by the improvement in the technology. Gafni and Geri (2013)
commented that the individuals of the Generation Y is significantly tech-savvy. The
individuals of the Generation Y prefers to communicate with the usage of the technology
whereas the Generation X are seen to be comparatively less technology based. The

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preferences of the individuals of Generation Y towards the technology is seen to be
significant and that is pretty evident with the urge of the individuals in incorporating the
technology in their operations. On the other hand, the Generation X individuals are observed
to be less affected with the presence of the technology owing to their inadequate knowledge
regarding the proper handling of the modern technology. Acar (2014) highlighted that the
Generation X employees have comparatively lesser amount of improved competency in terms
of managing the technology and the impact of the innovation, whereas the General Y
individuals, owing to their comparative edge in the effective management of the technology,
are generally observed to better manage the presence of technology in their operations.
However, considering the emotional intelligence of the individuals, it is observed that the
Generation Y individuals are more affected by the emotions and that is pretty evident with
the higher extent of risk associated with the decision making of the individuals of Generation
Y.
Considering the human resource management and the scope of ethical practice, the
Generation Y individuals are observed to be notably inclined towards the incorporation of the
ethics in their business operations, which is relatively less prominent amongst the individuals
of the Generation X. In addition to the point of ethics, Luscombe, Lewis and Biggs (2013)
highlighted a crucial characteristic for the Generation Y individuals which is the urge of
improving. Considering the training aspect of the human resource management, it is
comparatively easier to educate or train the individuals who belong to the Generation Y as
the individuals are seen to have the characteristic of being open to the development or
training. On the other hand, the Generation X employees are seen to be comparatively more
apathetic regarding the improvement of their skills and the competencies and that at times
becomes major issue for the human resource managers to manage. In organizational context,
the Generation Y employees are generally observed to be more focused towards their job and

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they take it seriously to continuously improve themselves. Having said that, the general
disturbances such as the excessive usage of the social media and online platforms are pretty
prominent in case of the Generation Y employees. On the other hand, the Generation X
employees have the tendency of making sure that they comply with the guidelines of the
organizations in the minimal manner. The tendency of them in this regard is pretty prominent
with such a work culture which is restricted to the shift timings only. The individuals of the
Generation Y are seen to be bit different in this aspect and that is pretty visible with their urge
of serving the organizations after their shift time as well. Acar (2014) provided a significant
justification in support of the above mentioned fact while claiming that the main trigger for
the Generation Y employees are much required establishment in the professional world. The
individuals of Generation Y are observed to be more inclined towards the risk taking in
comparison to the Generation X employees and that has the potential to affect the decision
making of the Generation Y individuals.
Key Success Factors of the strategies employed by Briscoe Group:
The selected corporate group was able to frame a customized on- job nationally
recognised training and development programme in the name of Customer Service Award.
The dynamic developmental activity had the provisions for the employees in earning 22 New
Zealand Qualifications Authority Unit Standards in various fields such as the communication,
customer service and other relevant legislations. This played a crucial role in motivating the
employees for the achievement of the improved skill and the competencies which will enable
them to meet the required quality standards for the production of the optimum quality
services to the customers of the organizations. The training was significantly helpful for the
mentioned group as it enabled it to identify the developmental needs of their employees in an
efficient manner which is pretty evident with the case of Thomas. The training not only
enabled the organization to identify the developmental needs of their employees but also the

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effectiveness of the training was pretty prominent in the improvement of the communication
skills of Thomas.
The main influential factor for the training was the scope for the employees to work
through their content at their original pace over six to eight weeks while the store managers
provided their support in the form of the coaching sessions, time off for the study along with
verification of the workbooks for the necessary comments on the progress of the employees.
This was of great significance in the improvement of the confidence of the employees inside
the organizations.
Recommendations for the Employee Engagement:
The importance of the employee engagement in the modern business world is
observed to be notably high and that is pretty evident with the selected company’s urgency in
the rescheduling of their induction tools. The company is expected to make sure that they
introduce appropriate performance measurement tool for the effective elaboration of the
performance expectations from the employees of the organization along with formation of the
sequential steps for the better identification of the developmental needs of the employees and
to provide the best sated solutions in a comparatively more efficient manner. In addition to
this, the employees of the organization are expected to be introduced to the relevant
employee engagement sessions for the improvement of their understanding regarding their
job, the required level of skills and the competencies that are required to efficiently meet job
requirements and to establish a better understanding between to the other employees. The
activities could be cricket, football or rugby match viewership or team dining. The
improvement in the involvement of the employees towards the organization is in need to be
conducted with the efficient introduction of the rewarding policy for the employees of the
organization which includes both intrinsic and extrinsic rewards.

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Evaluation of the Engagement:
There is absence of any predefined method for the evaluation of the excellence of the
engagement strategy of the selected organization. However, the selected business group was
observed to evaluate their strategy on the basis of the increase in the level of confidence of
the employees of the organization. In addition to this, the change in the thought process of the
employees which is pretty evident with the increment in the consideration of the employees
for the retail industry as a sector which requires a certain level of expertise, had the potential
to be considered as a major success for the strategy. On top of this, the evaluation of the
qualification of the employees of the selected group provided the much required basis to the
organization for measuring the success of their strategy. Other than this, the company had the
expertise of evaluating the success of the strategy on the basis of the customer satisfaction
and that is pretty prominent with the comments of Leroy Sisnett. In addition to the point of
customer satisfaction Leroy Sisnett also commented about the application of the concept of
productivity for the effective evaluation of the success of the engagement strategies employed
by them. Apart from this, the decrement in the employee turnover rates of the group was
significant in stating the measuring the success of the engagement strategies of the mentioned
business group.
Conclusion:
On a concluding note, it is pretty evident that the need of the training and the
development amongst the employees of the Generation Y is pretty high. The selected
organization is able to develop a significantly efficient training programme for their
employees. However, the scope of development in the engagement of the employees is pretty
prominent in case of the selected organization and for sustainable improvement, the company
needs to make sure that they improve the tools in such a manner that elaborates the

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company’s expectation to the employees in a better manner and introduces an efficient
rewarding policy.

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References:
Acar, A. B. (2014). Do intrinsic and extrinsic motivation factors differ for Generation X and
Generation Y. International Journal of Business and Social Science, 5(5), 12-20.
Bolton, R. N., Parasuraman, A., Hoefnagels, A., Migchels, N., Kabadayi, S., Gruber, T., ... &
Solnet, D. (2013). Understanding Generation Y and their use of social media: a
review and research agenda. Journal of service management, 24(3), 245-267.
DeVaney, S. A. (2015). Understanding the millennial generation. Journal of Financial
Service Professionals, 69(6).
Gafni, R., & Geri, N. (2013, February). Generation Y versus generation X: Differences in
smartphone adaptation. In Learning in the technological era: Proceedings of the
Chais conference on instructional technologies research (pp. 18-23).
Luscombe, J., Lewis, I., & Biggs, H. C. (2013). Essential elements for recruitment and
retention: Generation Y. Education+ Training, 55(3), 272-290.