Canadian HR Reporter - Sample Issue

CANADIAN HR REPORTER May 1, 2017 FEATURES 15 EMPLOYEE ENGAGEMENT Bridging the gap Capgemini Canada nurtures collaboration, cross-generational communication through millennial council By Sanjay Tugnait T he entry of millennials into the workforce has been observed by many as a source of conflict or ten- sion. Differences in work styles and habits, grasps of technol- ogy, and lifestyle preferences have contributed to a widening cultural gap between gen Y and its predecessors. As a result, much attention has been placed on how to "put up with" or "deal with" the onslaught of millenni- als in the workplace — and the dialogue is often riddled with negative stereotypes. But what if corporations re- framed that perspective? Rather than approaching a multi-gener- ational workforce as a challenge to be overcome, what if corpo- rate cultures embraced it as an opportunity? Capgemini Canada, provider of consulting, technology and outsourcing services, works to recognize employee strengths and then harness them to benefit the individual, the group and the company. is is especially true when it comes to the ever-chang- ing face of the workforce. As more millennials carve out their own territory in the workplace (they are currently the largest genera- tion in the workforce), and as baby boomers work for longer (with life expectancies growing), the time to nurture cross-generational col- laboration is now. e benefits of collaboration cannot and should not be un- derstated. For example, younger employees gain valuable mentors who have decades of experience to share. Gen Xers and boomers gain a foothold with emerging tools and technologies. Companies also stand to benefit from cross- generational partnerships. Open communication, co-operation and collaboration lead to more innovative products and services, and higher levels of productivity. However, to foster such part- nerships, employers must provide the necessary tools, platforms and resources for employees to thrive. is belief inspired Capgemini to create a Millennial Innova- tion Council (MIC) — one of 11 employee resource group (ERG) initiatives created to support the company's diversity and inclusion program. e purpose of the MIC is to encourage collaboration across generations by providing a com- munity for millennials to inno- vate, create and lead. Based on its founding principles to nurture an open environment, encourage en- gagement and establish a sense of equality through fun social events, employees of all ages are invited to join if they want to connect with their younger counterparts. e MIC opened its Toronto chapter in 2016, co-founded by Stanley Rao, a passionate 20-some- thing senior consultant at Cap- gemini Canada, who knew he and his peers energized the company through their innovation and sense of community, but also strongly valued balance, engaging work, team-based culture, and fun. Rao recognized he and his peers had something special to offer Capgemini. ey all had a willingness to travel, collabora- tive personalities, were technol- ogy-savvy and were ambitious to grow. With this in mind, Rao and his co-founders sought to incorporate these principles into the MIC's engagement efforts to ensure millennials felt valued and their voices were heard. MIC has hosted several suc- cessful events such as Pokémon Go battles, an Ultimate Frisbee contest and a haunted house visit during Halloween. There was also a "Social Good Hackathon" that took place from March 31 to April 1. is collaborative effort was led by the MIC and included CIBC's Enterprise Innovation Team, Sandbox by DMZ (the community arm of Digital Me- dia Zone, a business incubator at Ryerson University in Toronto) and RED Academy, a design and technology academy in Toronto and Vancouver. e purpose was to provide three local charities with critical business and techni- cal solutions to help solve their organizational challenges. Furthermore, the Capgemini council works to help demystify the workplace experience for this much-stigmatized generation while providing a space to elevate the positive qualities each genera- tion brings to the table, in a casual, low-pressure environment. Part of the MIC's mandate is also to engage new employees from the moment they start so they have access to the resources they need to succeed from the onset. For example, some initia- tives include: a hackathon in sup- port of local Toronto charities, networking events to connect consultants and senior manage- ment and workshops discussing the latest trends in consumer technology. e MIC's efforts also recently helped Capgemini Canada secure a standing among Canada's Top Employers for Young People for 2017 by Mediacorp Canada. is award underscored the company's belief that investing in employees of all ages helps attract top talent and encourages them to invest their time and passion back into the company. A connecting thread for young employees is Capgemini's Ad- vanced Innovation Discover Centre, a 5,000-square-foot inno- vation hub where young employ- ees are encouraged to immerse themselves in technology and help shape ideas and insights into business models. These young employees have an opportunity to work directly with top clients and partner to create prototypes and rapidly evaluate new ideas. ey also gain access to Capgemini's Applied Innovation Exchange, a network of 14 innovation centres in cities around the world, includ- ing Paris, Munich, Singapore and San Francisco. ERGs like the MIC give employ- ees the opportunities to engage and connect with other like-minded colleagues. ese groups include Canada's Women LEAD (Leader- ship, Excellence, Action and De velopment), A 3 for African- American and Af- rican employees, and OUTfront for LGBTA employ- ees. All activities planned by the ERGs are required to con- nect with one or more of Capgemini's four Cs — commerce, culture, career and community — to ensure maximum benefit to employees and the business. ERG groups are im- portant for diversity and inclusion, as well as for the company's over- all business strategy. One main advantage is that dif- ferent perspectives at the table limit the prevalence of groupthink and improve creativity. With a broader, collective mindset, Capgemini can ex- pand the services it offers for different segments of the pop- ulation because it understands these diverse audiences. Welcoming a new employee to an ERG also facilitates a smoother integration into the company. As a global company, Cap- gemini is always striving to be more open, more innovative and more impactful. e Mil- lennial Innovation Council and broader range of ERG programs are a reflection of the company and an ex- ample of the value it places on diversity and inclusion. Sanjay Tugnait is the Toronto- based CEO of Capgemini Can- ada. For more information, visit www.ca.capgemini.com. As millennials carve out their territory in the workplace, and baby boomers work longer, the time to nurture cross- generational collaboration is now.

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