More than 75 per cent of the workforce in the services sector in India is made up of new generation employees. These employees are collaborative, independent, adaptable, tech-savvy, goal-oriented, diverse and creative, and smart organisations need to leverage these skills to their advantage. Indian Institute of Management Rohtak’s third HR summit on managing new generation employees in the services sector focussed on this very issue.

Amit Malik, Director of HR, Aviva Life, said that more than the age, it is the employee’s mindset that determines whether he/she is a new generation worker.

“The key is to treat the new generation employees as a sophisticated segment of internal customers and the organisation’s policies as products,” added Malik.

Discussing diversity at the workplace, Preeti Narain, Vice President-HR of GE Capital, emphasised that diversity in terms of coexisting views is more relevant today than gender, colour or race. Narain also added that new generation employees have become more sensitive and minor issues are easily escalated which should be curtailed. According to Sanjeeva Dubey, Asia-Pacific Delivery Lead of IBM, work life and fun need not be compartmentalised today and employees should be given the flexibility to design their work habits.

“The sense of loyalty needs to be strengthened so that they don’t become rolling stones.”


Discussing the challenges in a world of seamless teams, virtual organisations and networked systems, Deepak Gupta, Vice-President and group head HR of Karvy, said: “Virtual organisations provide flexibility to new generation employees and are a great source of savings for the organisation. However, due to the work-from-home culture, a sense of isolation is prevailing which is a potential source for dissatisfaction.”

Virtual organisations are a reality today as economies are forcing organisation to reduce costs, improve productivity, said Suryanarayan Iyer, Head-Consulting Practice, Corner Stone on Demand. There is a downside, however. Physical and emotional contact is absent and there are inhibitions arising from the lack of face-to-face interactions, creating anonymous organisations. Iyer suggested that a framework is needed to ensure that employees have an avenue to voice their problems.