A New Generation: The Success of Generation Y in GCC Countries - Dr. Carina Paine Schofield and Sue Honoré
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A New Generation:
The Success of Generation Y
Oman
Qatar
Saudi Arabia
UAE
in GCC Countries
Saudi Arabia
Bahrain UAE Dr. Carina Paine Schofield
uwait Qatar
Kuwait
and Sue Honoré
audi Arabia
February 2015
Qatar OMAN
atar UAE
Oman
Qatar
UAE
BAHRAIN
UAE
UAE Kuwait
Saudi Arabia
ait SAUDI ARABIA UAE
ain Kuw
UAE KUWAIT Bahra Kuwait
Saudi Arabia
Qatar
Saudi Arabia
QATAR
UAE Saudi Arabia Qatar
Saudi Arabia
Kuwait
Qatar
Saudi Arabia
Qatar
Oman
UAE
Oman
an
Acknowledgments
The authors would like to thank all those individuals who participated in this research.
We would also like to thank all the other people in the Midde East and the UK who helped
make this survey a reality. We would particularly like to acknowledge our colleagues
Alex Davda, for his contribution to all stages of the project, and Khaldoon Al Doory,
for his valuable advice.
© Ashridge Business School 2014
All rights reserved. Except for the quotation of short passages for the purpose of criticism
or review, no part of this publication may be reproduced, stored in a retrievable system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or
otherwise, without the prior permission of Ashridge.
For more information please contact research@ashridge.org.uk
Ashridge Business School
Berkhamsted
Hertfordshire HP4 1NS, UK
ISBN: 978-1-910025-08-6 www.ashridge.org.uk
Table of Contents Foreword ................................................................................................................................................................................................................................... 1 1 Introduction ................................................................................................................................................................................................................. 3 2 Key Findings .............................................................................................................................................................................................................. 5 3 The Pressure to Succeed ............................................................................................................................................................................. 7 4 Career Success ................................................................................................................................................................................................... 11 5 Generational Perspectives ....................................................................................................................................................................... 15 6 Formal Learning and Development ................................................................................................................................................ 21 7 Generation Y and their Managers .................................................................................................................................................... 25 8 Conclusions and Recommendations ............................................................................................................................................ 31 Appendices ....................................................................................................................................................................................................................... 33
About this Research This project differs from previous work (by Ashridge and others) in that it focuses on the local population and covers all six GCC countries. A survey of 300 Generation Y people across the six countries explored the drivers of the pressure to succeed, important factors in career success for Generation Y and sources and format of mutual learning and development opportunities for Generation Y with their older work colleagues. Comparisons are made between countries and by gender within country. The findings from the research show that Generation Y in the GCC countries is a strongly motivated workforce, with a number of opportunities for organisations and individuals to exploit in order to pave the way for the future. The results are summarised in this report.
Foreword
Each generation is different from the one that went before, but Generation Y, defined here as those aged
30 years and under, has taken a bigger step forward. Driven by new technology changing at an ever-
increasing pace, globalisation and greater international communication capabilities, changes in societal
norms and in family and educational upbringing, Generation Y has burst into the world of work.
This generation has been in the work environment for a number of years and is beginning to shape
processes, attitudes and learning and development. The workforce is now strongly multi-generational,
often containing three generations, with different backgrounds, all working together. It is therefore
important to understand Generation Y and their interactions with their colleagues in the modern
workforce.
Whilst Generation Y is a global phenomenon with an increasing preoccupation amongst organisation
leaders around the world, it holds significant importance in the Gulf Cooperation Council (GCC) countries,
with the region’s demographic youth bulge and strategic focus on localisation. Unique insights into the
regional characteristics of Generation Y are essential therefore to informing and shaping regional talent
management and leadership development strategies.
This research specifically examines the viewpoint of local Generation Y employees (rather than
expatriates), across the six GCC countries: Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the United
Arab Emirates (UAE). It examines the successes and aspirations of young people at work in their local
environments, exploring a range of topics from drivers of success to learning and working relationships
with other employees. It provides a unique insight into this generation in different countries in the Middle
East and will be of interest to a range of stakeholders, including Generation Y as well as employers and
managers of Generation Y in the Middle East.
Rory Hendrikz
Director, Ashridge Middle East
1
Who is
Generation Y?
2
1
Introduction
Who is Generation Y? GCC country perspective
Generation Y (Gen Y) is defined here as the group of The Gulf Cooperative Council (GCC) is a regional
people aged 30 years and under. This generation has cooperative system between six Gulf countries: Saudi
been written about and researched for a number of years Arabia, Kuwait, Bahrain, Qatar, United Arab Emirates (UAE)
now, and there has been much publicity about how widely and Oman. The GCC which was formed in 1981 was based
different it is from those which have gone before. Much of on the need to reconstruct identity. The principle of a single
the media coverage of Gen Y has focused on character culture, common religion, language and the similarity of their
traits which have shown them in a negative light, as regulations and economic and social conditions were key
disenfranchised, antisocial technophiles with short attention factors that facilitated the establishment of the GCC.
spans and poor communication skills. Media articles
therefore tend to focus on how to motivate young people The world has changed dramatically, so both global and
and how older generations can adapt to Gen Y. However, local culture have an impact on Gen Y. Rapid changes
the reality is far more complex. in technology, communication, human resourcing and
business models, combined with shifting political and
Gen Y has now settled into the workplace, so it is cultural norms, provide a very different background for
interesting to see the trends that have emerged over the Gen Y’s workplace when compared to that of their parents.
last decade. Overall, there is a consensus that Gen Y:
• has grown up in a very different environment to previous Previous Ashridge research1 has found many aspects of
generations Gen Y that apply around the world, such as Gen Y’s:
• comes to the workplace with different skills • focus on self
• is motivated by different things • peer orientation rather than respect for hierarchy
• thinks differently about learning and development • preference for a strong work-life balance.
• approaches work relationships differently.
At the same time there were areas that were found to
It is essential for organisations around the world to learn have a stronger local emphasis, such as a drive for high
more about Gen Y and understand its expectations of level academic qualifications in the Middle East. Some of
work. The common trends that are appearing in both these local themes deserve extra emphasis. The impact
this generation and the workplace require attention and of globalisation and modernisation in the GCC countries
analysis, because, importantly, the members of Gen Y are has resulted in various socio-cultural implications. The
the managers and leaders of the future. rapid growth and relative youth of the population have
allowed expatriates to dominate the workforce and have a
It is important to recognise that Gen Y is not a group of direct influence on the national cultures and on economic
homogenous clones. It is made up of individuals with a markets in the GCC countries. The demographic of the
wide range of skills and behaviours. This, and all other working population in GCC countries is unique, with a
research into Gen Y, demonstrates general trends and high population of very young managers and a mix of
highlights key areas for discussion. It is up to individuals to local and expatriate leaders. Yet, as in the rest of the
apply this information in their own workplace context and world, understanding the needs and drives of this young
with their own colleagues. population is critical.
3
Key Findings 4
2
Key Findings
76% of Gen Y say Career success is: Older colleagues
play an important role
SUCCESS
pressure to succeed ‘a high salary’
is ‘strong’. ‘knowledge & expertise’ in Gen Y’s success:
It comes from within and ‘good work-life helping with experience,
themselves. balance’ communication
and patience
DEVELOPMENT
Gen Y can help older Gen Y in
colleagues: GCC countries Gen Y want to develop
with technology, value ‘qualifications’ ‘people’ & ‘leadership’
and determination to and ‘formal training’ skills to succeed
succeed
Gen Y females are
Gen Y want ‘visionary’
The main differences looking for their
PEOPLE
and ‘democratic’ rather
in the generations: managers to change
than ‘commanding’
Gen Y ‘speak their mind’ their style more
managers
than males are
Figure 1: Key findings
5
The Pressure to
Succeed
63
The Pressure to Succeed
What pressure is there on Generation Y the pressure is ‘very strong’ (50% and 52% respectively).
to succeed?
The prevailing economic and cultural environments have a A higher percentage of males (79%) than females (70%)
strong influence on the drive to succeed in individuals. In report the pressure to succeed in their career is ‘strong’,
the GCC countries this ‘pressure’ is very positive and can and over half of males (51%) report this pressure to be ‘very
provide a strong motivational force in the workplace. strong’. Overall, the pressure to succeed was felt most by
males in the UAE (81% reported a ‘strong’ pressure
Over three-quarters of Gen Y (76%) report the pressure to to succeed).
succeed in their career is ‘strong’. The percentage of
Gen Y who report a ‘strong’ pressure to succeed is highest 81% of males in the UAE feel strong
in Qatar (80%) and the UAE (80%), and lowest in Bahrain pressure to succeed.
(66%). Around one half of Gen Y in Kuwait and Oman report
Overall Bahrain Kuwait Oman Qatar Saudi Arabia UAE
Very strong 46 40 50 52 48 42 44
Fairly strong 30 26 26 24 32 34 36
TOTAL STRONG 76 66 76 76 80 76 80
Weak / No pressure 24 34 24 24 20 24 20
Table 1: Pressure to succeed, by country (%)
Female Male
Weak/No Very Weak/No Very
pressure strong pressure strong
Fairly Fairly
strong strong
Figure 2: Pressure to succeed, by gender (%)
7Who is driving Generation Y to succeed in work?
Where does this pressure to succeed come from in GCC nationals? Is it extrinsic or intrinsic?
Myself Family Society Religion
(all countries) (UAE) (UAE) (Saudi Arabia and
Oman)
Figure 3: The pressure for Gen Y to succeed in work comes from…
Overall Bahrain Kuwait Oman Qatar Saudi Arabia UAE
Myself 59 56 69 64 63 67 37
Parents/family 18 21 13 10 23 12 30
Religion 8 9 8 14 2 14 2
Society in which I live 5 3 3 2 7 2 14
Friends 3 3 0 0 0 2 9
Manager 2 6 3 0 5 0 0
Organisation/Business leaders 2 3 0 2 0 2 5
Politicians/Government leaders 1 0 0 5 0 0 0
Table 2: Sources of the drive for success, by country (%)
Gen Y locals who feel pressure to succeed in their careers report that the strongest drive comes from ‘myself’ (59%).
This figure was higher for Gen Y in Kuwait (69%) and Saudi Arabia (67%) compared to other countries, and was higher for
females (66%) than males (56%).
800
Drive to succeed comes from 'myself'
%
80 80
70
60 60
50
40 40
30
20 20
10
0 0
Bahrain Kuwait Oman Qatar Saudi Arabia UAE
Male
Female
Figure 4: The drive for success comes from ‘myself’, by gender and by country (%)
Females appear to feel a stronger personal drive to ‘Religion’ was more of a driver for males than females
succeed than males, apart from those in Kuwait. The (10% and 6% respectively) and for those in Oman and
highest figure was for females in Saudi Arabia - 81% Saudi Arabia (14% for both) compared to other locations.
reported the drive for success comes from themselves,
compared to 58% of males agreeing. Oman also showed Local Gen Y employees feel a strong drive to succeed
a strong gender difference with 78% of females but only and see that it comes from within themselves. Managers
54% of males agreeing. should recognise and support these ambitions. There is
also a great opportunity to tap into the motivation of young
After ‘myself’ the next biggest driver was ‘parents and women in the GCC countries.
family’, which was reported by just under one-fifth
of Gen Y (18%). In the UAE the influences were more The strongest drive for Gen Y to succeed in
evenly distributed, with 37% coming from the individuals their career comes from themselves.
themselves, 30% from parents and family and a strong
contribution also coming from ‘society’ (14%).
9Career Success 10
4
Career Success
What does career success mean to Generation Y?
It is clear that career success is particularly important to Gen Y in GCC countries, but how is success defined by this generation?
Salary
Knowledge
and expertise Work-life balance
Figure 5: Career success to Gen Y is…
Ranked in
Rank
top 3 (%)2
High salary 1 54
Knowledge and expertise 2 46
Good work-life balance 3 37
Reputation/Respect 4 34
Opportunity to be creative/Innovative 5 30
Recognition for my achievements 6 26
Job status 7 21
Making a difference 8 18
Independence in work/Working for myself 9 18
Connections with people 10 15
Table 3: What does career success mean to Gen Y?
11Findings around what career success means were fairly In terms of gender differences, career success seems
consistent across all six GCC countries, with ‘high salary’, to mean similar things for males and females: with ‘high
‘knowledge and expertise’ and ‘work-life balance’ salary’ being ranked in the top three factors by 53% of
appearing consistently in the top three factors for Gen Y males and 54% of females. ‘Knowledge and expertise’
across the region. However, there were some significant was ranked in the top three factors by 48% of males and
differences: 43% of females. However, ‘reputation/respect’ appears
•A lmost half of Gen Y locals in Bahrain and Qatar (46%) to define success more for females than males, along with
rank ‘work-life balance’ in their top three factors. This ‘independence in work’. ‘Work-life balance’ was ranked
figure is significantly higher than the percentage in Kuwait in the top three factors by 39% of males, but ‘reputation/
and Saudi Arabia (26%). respect’ ranked higher than ‘work-life balance’ for
•A significantly higher percentage of Gen Y locals in Saudi females (35% and 33% respectively). A significantly higher
Arabia rank ‘knowledge and expertise’ in their top three percentage of females than males also ranked ‘job status’
factors compared to Gen Y locals in the UAE (56% and in their top three factors (27% and 17% respectively).
36% respectively).
•A significantly higher percentage of Gen Y in the UAE
(32%), Kuwait (24%) and Qatar (24%) rate ‘job status’ in
their top three compared to Bahrain (8%). A high salary is the most important definition
•A significantly higher percentage of Gen Y locals in of career success for both males and
Bahrain (24%) and Qatar (24%) rate ‘independence in females across all GCC countries.
work’ in their top three compared to Kuwait (8%).
% ranking in top three factors
Males Females
Work-life balance (56) High salary (64)
Bahrain
High salary (60) and Knowledge and
High salary (54)
expertise (60)
Kuwait
Opportunity to be creative/Innovative (48)
High salary (66)
and Knowledge and expertise (48)
Oman
Knowledge and expertise (50) High salary (80)
Qatar
High salary (63) Knowledge and expertise (60)
Saudi Arabia
High salary (48) High salary (57)
UAE
Table 4: What does career success mean to Gen Y? Highest % of respondents ranking factor in top three,
by country and by gender (%)
‘Reputation’, ‘respect’ and ‘job status’ are females in Qatar, with 80% ranking it within their top three
more important to females than males when factors of career success. There were some notable
defining success. exceptions: a higher percentage of males in Bahrain
ranked ‘work-life balance’ in their top three factors of
Overall, a high salary appears to be the most important career success (56%) compared to ‘high salary’ (52%);
definition of career success for both males and females in Qatar males ranked ‘knowledge and expertise’ (50%)
across all GCC countries. This figure was highest for significantly higher than salary (40%). In addition, females
12in Oman and Saudi Arabia also ranked other factors higher
than salary. Therefore, rather than a generic approach to career
development, the subtleties of what career success is to
These findings illustrate the way that GCC Gen Y nationals Gen Y should be recognised by organisations who are
define career success and that this may differ to other serious about developing and retaining their talent in the
regions around the globe. The role of society and family are GCC region. The research suggests organisational leaders
key drivers for success in the GCC and they may influence should also consider how they can provide their Gen Y
the personal views of career success. For example, an female employees with opportunities to enhance their
individual with a high salary and good work-life balance reputation and improve how they are seen by the rest of
can support their family and those with high levels of the business.
knowledge and expertise can contribute to the growth of
their society.
What does Generation Y need to succeed?
Gen Y locals were asked to describe the one biggest thing that they thought could help them succeed in their career.
Some key themes emerged from their responses:
Development/Education Experience Respected/Acknowledged/
Commitment/Determination Self-confidence Appreciated
Figure 6: What will help Gen Y to succeed?
One central theme concerned education and feeling valued and respected were other key factors that
development, which should be continuous throughout Gen Y locals felt would help them succeed in their career.
a career. Gen Y locals detailed the need for: training and
development; education (qualifications/certificates) and also There is a major opportunity for success. The themes
self-development in order to succeed. Another central theme described can be addressed by both organisations and by
was the need for a commitment to work: with high levels of individuals. Many of the themes recur in other responses
perseverance; determination; and devotion to work. throughout the survey, suggesting they are central areas to
be explored through discussion and coaching, in order to
Gen Y locals described how they felt that greater levels of maximise the experience and achievements of Gen Y.
self-confidence (and also self-belief and self-esteem) would
help them succeed. This supports earlier work which explains Gen Y believes that the biggest actions
how although Gen Y are viewed as very confident by others, that lead to career success are continuous
they do not necessarily see themselves in the same light3,4. development and a strong commitment to work.
A greater level of experience; contributions to the
organisation being acknowledged and appreciated; and
13Generational Perspectives 14
5
Generational Perspectives
Multi-generational working is a key theme across the What is the biggest difference between
globe and no more so than in the GCC countries, where Generation Y and their older colleagues?
there is a higher proportion of Gen Y working alongside There will always be differences between generations; they
older generations in the same organisation. There is have grown up with different experiences. What is it that
also the dynamic of expatriates managing local staff and defines Gen Y in the GCC countries compared to previous
local managers with expatriate staff. The large number generations?
of different nationalities in the region adds a final layer of
complexity.
Speak my Instant
Share decisions Switched
mind
information on
26% 17% 16% 16%
I tell people what I think I am willing to share all the I would rather make instant I am always ‘switched on’
/ I speak my mind information I find. I don’t decisions than go to and in contact with people
keep it secret meetings
Figure 7: The biggest difference between Gen Y and their older colleagues
15I prefer electronic communication to face-to-face (30)
Bahrain
I tell people what I think/I speak my mind (34)
Kuwait
I would rather make instant decisions than go to meetings (22)
I am willing to share all the information I find. I don’t keep it secret (22)
Oman
I am always ‘switched on’ and in contact with people (22)
I am willing to share all the information I find. I don’t keep it secret (28)
Qatar
I tell people what I think/I speak 40
my mind (32)
Saudi Arabia
35
I tell people what I think/I speak my mind (34)
UAE 30
Table 5: The biggest difference between Gen Y 25
locals and their older colleagues, by country (%)
The findings were consistent for male and female Gen Y 20 each of the six GCC countries. The highest figure overall
locals overall. However, looking at males and females by was for females in Kuwait: 40% selected ‘tell people what
country highlighted some differences. The percentage of
15 they think/speak their mind’. In comparison, the percentage
females who stated the biggest difference between them of males who state the biggest difference was that they
10
and their older colleagues was that they ‘tell people what would ‘rather make instant decisions than go to
they think/speak their mind’ was higher than males, in 5 meetings’ was higher than females in all of the countries.
0
% I make instant decisions % I speak my mind
40 40 40 40
35 35
30 30 30 30
25 25
20 20 20 20
15 15
10 10 10 10
5 5
0 0 0 0
Saudi Saudi
40 Bahrain Kuwait Oman Qatar Arabia UAE Bahrain Kuwait Oman Qatar Arabia UAE
Female Male Female Male
35
Figure 8: I make instant decisions Figure 9: I speak my mind
30
25 The biggest difference between Gen Y locals and their older colleagues, by gender and by country (%)
20 16Learning from older colleagues at work
“ I believe that with experience comes real
Gen Y recognises and values the importance of older
colleagues’ experience, which was by far the most
”
business knowledge. commonly used word when Gen Y described how older
colleagues could help them succeed in their career.
Older colleagues play an important role in Gen Y’s career This term was typically used by itself, but was also used
success. When asked what they could learn from older alongside a number of specific work-related skills and also
colleagues to help them succeed in their own career, Gen to refer to general ‘life experience’.
Y locals described a number of skills, and several key
themes emerged from their responses:
Experience
“I want to learn Hard work “Communicating
how you make the Patience with customers
right decision” Communication is key”
Decision-making
“I need to develop “Life experience
patience and is what they can
perseverance” teach me”
Figure 10: What can Generation Y learn from older colleagues?
17“ Learning never stops and I’m learning
something every day from my
Another important theme that emerged from the data
included the high value placed on older colleagues’
communication skills: communicating with staff,
”
older colleagues.
managers, customers, and as one respondent noted:
“pesky colleagues”. A final theme that emerged was that
The Gen Y respondents also commonly describe the value of older colleagues’ decision-making abilities – skills in
of learning from their older colleagues’ hard work attitude judgement to make the right decision.
and high concentration levels as well as their devotion
to work. They describe older colleagues’ passion for work
and admire that they have a purposeful vision. Related
to this theme, Gen Y refer to the value of older colleagues’
high levels of patience and perseverance, recognising
that these traits are key to success at work.
Learning from Generation Y
When asked what older colleagues could learn from them to help them be more successful in their own jobs, Gen Y
locals feel they can play an important role in their older colleagues’ work success. Several key themes emerged from the
responses:
“Keep learning
“Older colleagues
all the time, even
can learn positive
when you are
energy from us”
older”
“We can teach
“Managers should
them modern
coach rather than
communication
command”
skills”
Figure11: What can older colleagues learn from Gen Y to be more successful?
18It is of particular interest that a number of the key skills Gen Y believes their energy and ability with
described by Gen Y as something they can learn from technology can help their older colleagues.
their older colleagues are the same skills they feel they can
teach them. The research findings highlight that Gen Y is eager
to learn from older colleagues, and believe that older
As well as Gen Y recognising the value of learning from colleagues have valuable experiences and skills to
their older colleagues’ attitude and devotion to work, many share. Organisations have the potential to harness
members of Gen Y described how older colleagues could the demographic diversity in GCC countries, through
learn this from them – their hard work, their commitment understanding differences in perspectives and effective
to work, and their determination and motivation. knowledge transfer.
Furthermore, as well as Gen Y valuing older colleagues’
high level of patience, many also describe how older Equally, older colleagues can learn from Gen Y. The ability
colleagues could learn patience from them. These findings to share talents and knowledge rather than losing them,
highlight how human behaviour, consisting of individual gives a significant competitive advantage that could be
perceptions and viewpoints, is complex and requires harnessed by GCC organisations. It can start through
analysis and discussion at a one-to-one level to determine better learning, collaboration and understanding, especially
individual solutions. between Gen Y (offering a new style of communication and
IT skills) and older workers (with experience and patience).
In contrast, areas where Gen Y locals feel they can add
unique benefits to their older colleagues, is by helping
them to increase their speed in the workplace – making
decisions faster, providing a fast response, and in general,
“ Be more open – share your ideas and
”
information with us, so we both succeed.
fast working. A final theme that emerged was that Gen Y
feel they can share their knowledge of new technology to
help their older colleagues.
19Formal Learning and Development 20
6
Formal Learning and Development
Learning can be both informal and immediate, as well as
formal and structured. How do Gen Y employees in Qualification programmes are seen as the
GCC countries want to learn and what do they value as most important source of knowledge and
proof of their achievements? learning for Gen Y locals.
Formal training
Qualification Internet/electronic programmes
information sources
programmes 83%
85% 84%
Figure 12: The importance5 of different sources of knowledge and learning to help Gen Y succeed at work
Valuable sources of knowledge and learning The findings were fairly consistent across all six GCC
Gen Y locals were asked the importance of various sources countries, and across gender. However, there were some
of knowledge and learning to help them succeed at work. notably significant differences:
Over 80% of Gen Y respondents report ‘qualification • Over half of Gen Y locals in Bahrain (56%) rate ‘informal
programmes’ and ‘formal training programmes’ as training from colleagues’ as a very important source
‘important’. Around one-half of Gen Y respondents think of knowledge and learning at work. This figure was
these sources are ‘very important’ (52% and 49% for significantly higher than the percentage for all of the other
qualification programmes and formal training programmes GCC countries.
respectively). Over 80% of Gen Y also report ‘internet/ • Qualification programmes were viewed as significantly
electronic information sources’ are important (84%). more important for Gen Y in Oman and Qatar than Gen Y
Other sources of knowledge and learning listed as in other GCC countries.
‘important’ by over three-quarters of Gen Y include: • Company knowledge databases and networking events
‘executives/senior management’ (79%); ‘manager’ (78%); were viewed as particularly important in the UAE, (78% of
‘company knowledge databases’ (77%); ‘family/parents’ Gen Y locals in the UAE view these as ‘important’).
(76%); and ‘informal training from colleagues’ (76%).
21% Very important
56 Informal training from colleagues
Bahrain
58 Formal training programmes
Kuwait
70 Qualification programmes
Oman
64 Qualification programmes
Qatar
56 Internet/electronic information sources
Saudi Arabia
40 Qualification programmes
UAE
Table 6: ‘Very important’ sources of knowledge and learning at work (%)
What development does Generation Y want? 38% of Gen Y in Bahrain feel they need
In the survey Gen Y locals were asked which skills they to develop ‘people skills’ and 36% of
feel are most important for them to develop in order to those in UAE think ‘leadership skills’ need
help them succeed in their careers. Individual skills were development for career success.
clustered into overall skill topics.
% Bahrain Kuwait Oman Qatar Saudi Arabia UAE
People skills 38 20 18 18 32 30
Leadership skills 14 28 28 20 22 36
Team/Management skills 18 24 22 30 18 16
Business skills 14 16 14 4 6 6
Personal achievements 16 12 18 28 22 12
Table 7: Skills important to Gen Y to develop, by country (%)
‘People skills’ appear to be of particular importance
for Gen Y in Bahrain and Saudi Arabia; ‘leadership
skills’ are a focus for Gen Y in the UAE, Kuwait and
Oman and ‘team/management skills’ and ‘personal
achievements’ for Gen Y in Qatar.
22% Male Female
People skills
(including: Emotional intelligence; Influencing others; Resilience; 26 24 30
Communication; Networking)
Leadership skills
(including: Leadership; Motivation of others; Coaching; Strategic 25 26 22
thinking; Vision and direction)
Team/Management skills
(including: Decision-making; Working in a team; Performance 21 23 19
management; Developing others; Managing change)
Personal achievements
(including: Qualifications; International experience; Self-development 18 17 19
and learning; Self-management; Personal effectiveness)
Business skills
(including: Business awareness; Business skills relevant to a sector; 10 10 10
Technology use and exploitation; Political sensitivity)
Table 8: Skills important to Gen Y to develop, by gender (%)
The findings by gender show a fairly even distribution, The diversity of experience in the workforce in GCC
with about a quarter of Gen Y reporting ‘people skills’, countries has the potential to offer Gen Y significant
‘leadership skills’ and ‘team/management skills’ as competitive advantage in their careers. Those responsible
important to develop. People skills appear to be more for learning and development need to adapt their
important to females (selected by 30%) than males (24%). approaches to include the topics and sources of
knowledge that members of Gen Y really feel will help
Those who want to develop people skills were typically them succeed at work. Gen Y workers seem to value a
referring to ‘influencing others’ (32%) and ‘communication more holistic approach to learning combining a range of
skills’ (28%). ‘Leadership skills’ referred simply to formal and informal sources, but still with the emphasis of
‘leadership’ (35%). ‘Working in a team’ (31%) and receiving a qualification as a result.
‘performance management’ (28%) were the key areas of
‘team and management skills’ and ‘technology use and
exploitation’ (47%) was a critical area within ‘business
skills’. ‘Personal achievements’ focused on measureable
qualifications (32%) and ‘self-development and learning’
(35%).
Topics such as ‘influencing others’ and ‘working in a team’
are areas in which members of Gen Y believe they need
development. These needs point to subjects which leaders
could explore with their own Gen Y employees when
discussing career development plans. Individuals may or
may not desire or need the gender- or country-specific
skills found in this survey, but the research highlights an
excellent starting point for discussions into development.
23Generation Y and
their managers
247
Generation Y and their Managers
“
What sort of manager does Generation Y want?
In the Gulf, Gen Y locals have a mixture of local and
Good manager interaction with staff is more
expatriate managers, and also work for bosses who range
”
important than anything else.
from their own generation to those two generations older.
In the survey Gen Y locals were asked to describe the
‘current’ and the ‘ideal’ leadership style of their managers6.
Commanding Visionary / Democratic
Figure 13: What style of manager does Gen Y want?
25CURRENT IDEAL
Leadership style Leadership style
of manager of manager
Commanding
32 15
(“do what I tell you”)
Visionary
21 30
(“come with me”)
Affiliative
11 12
(“people come first”)
Democratic
20 27
(“what do you think?”)
Pacesetting
5 4
(“do as I do, now”)
Coaching
10 12
(“try this”)
Table 9: How Gen Y describe the ‘current’ and the ‘ideal’ leadership style of their manager (%)
Bahrain Kuwait Oman Qatar Saudi Arabia UAE
Now Ideal Now Ideal Now Ideal Now Ideal Now Ideal Now Ideal
Commanding 32 24 40 6 26 14 40 18 34 16 20 14
Visionary 20 20 20 38 26 28 14 32 24 24 24 38
Democratic 20 30 18 16 18 28 24 30 18 38 24 18
Table 10: Leadership style of manager, by country (%)
Gen Y describe how they want ‘visionary’, ‘democratic’ but only 6% see this as ideal. Instead the Kuwaitis are
managers rather than the ‘commanding’ managers that looking for visionary management.
many have currently.
Interestingly, with the exception of Kuwait, a coaching
When looking at the findings by country, Gen Y in Bahrain, manager is not highly sought after in GCC respondents,
Saudi Arabia and Oman want a ‘democratic’ manager despite the fact that this is a general desire of Gen Y
and Gen Y in Kuwait, Oman, Qatar and the UAE want a worldwide7,8.
‘visionary’ manager. Looking at the difference between the
current and ideal behaviour in a manager, Oman shows the
closest match. The biggest mismatch is in Kuwait where Gen Y wants more visionary and
democratic managers.
40% see their managers as having a commanding style
26Commanding
Commanding
35 %
Commanding
30
35
25
30
20
25
Coaching
Coaching Visionary
Visionary
15
20
Coaching Visionary
10
15
105
Male Current
50
Male
MaleCurrent
Ideal
0
Male Ideal
Affiliative
Pacesetting
Pacesetting Affiliative
Pacesetting Affiliative
Democratic
Democratic Male current
Democratic Male ideal
Commanding
Commanding
35
Commanding
30%
35
25
30
Coaching 20
25 Visionary
15
20
Coaching
Coaching
10
15
Visionary
Visionary
105 Female Current
50
Female
FemaleCurrent
Ideal
0
Female Ideal
Pacesetting Affiliative
Pacesetting Affiliative
Affiliative
Pacesetting
Democratic
Democratic
Democratic
Female current
Female ideal
Figure 14: ‘Current’ and ‘ideal’ leadership style of manager, by gender (%)
27Overall Gen Y females show a desire for greater changes in There are some further notable differences when the
their managers’ style and approach to them as employees findings are explored by gender in each country:
than males do. Looking at the three highest scoring types • Males in the UAE and Kuwait in particular are looking for
of manager (‘commanding’, ‘visionary’ and ‘democratic’) a much stronger ‘visionary’ manager
as viewed by gender, it is clear that females want a drop • Females across the GCC countries also want a manager
in 'commanding' manager style more than their male who is more ‘visionary’ than they have currently
counterparts. However, ‘commanding’ is the one manager • Males in Saudi Arabia stand out as seeking a
type that shows the strongest desire to change across both ‘democratic’ manager. Otherwise males are generally
genders and is therefore an area for managers to investigate accepting of the level of democracy shown by their
in terms of their style and how they are perceived. managers
• Females in Bahrain, Oman, Qatar and Saudi Arabia are
Gen Y females show a desire for greater changes also looking for stronger ‘democratic’ management
in their managers’ style and approach to them as but females in the UAE and Kuwait are looking less for
employees than males do. democracy than other countries.
%
Leadership skills: (including: Leadership; Motivation of others; Coaching; Strategic thinking; Vision and direction) 33
Team/Management skills: (including: Decision-making; Working in a team; Performance management;
27
Developing others; Managing change)
People skills: (including: Emotional intelligence; Influencing others; Resilience; Communication; Networking) 24
Personal achievements: (including: Qualifications; International experience; Self-development and learning;
8
Self-management; Personal effectiveness)
Business skills: (including: Business awareness; Business skills relevant to a sector; Technology use and
8
exploitation; Political sensitivity)
Table 11: Skills Gen Y feels their managers should develop (%)
Where should managers focus their own just under one-quarter want their managers to develop
development? their ‘people skills’ (24%), in order to help Gen Y become
As well as focusing on the skills they want to develop future leaders. There are very similar findings for males and
themselves, Gen Y locals were also asked what skills females. One difference is that the need for managers to
they feel are most important for their manager to develop develop ‘team/management skills’ appears to be more
in order to help them succeed. As in the earlier section, important to females (32%) than to males (25%).
individual skills were clustered into overall skill topics. The
findings show one-third of Gen Y want their managers to
improve ‘leadership skills’ (33%). Over one-quarter want 36% of Gen Y want their managers to
them to develop ‘team/management skills’ (27%) and improve their ‘motivation of others’.
28%
38 People skills
Bahrain
42 Leadership skills
Kuwait
30 Leadership skills
Oman
52 Team/Management skills
Qatar
40 Leadership skills
Saudi Arabia
36 Leadership skills - Team/Management skills
UAE
Table 12: Most important skill Gen Y feels their manager should develop, by country (%)
Gen Y who want managers to develop their ‘team/ It is clear from the experience of Gen Y in GCC countries
management skills’ were referring to all aspects of this skill that the leadership style of their managers is more
set, including: ‘working in a team’ (27%); ‘performance commanding and directive than their ideal. Gen Y is more
management’ (24%); and ‘developing others’ (24%). The interested in their leaders providing a vision and giving
most important ‘leadership’ skill Gen Y want their managers them with the opportunity to contribute their views and
to develop is the ‘motivation of others’ (36%). The ‘people’ thoughts. It may be that their managers developed their
skills they value typically refer to ‘resilience’ (30%). leaderships skills at a different time based on their own
organisational experience or the traditions of their own
Gen Y in Bahrain want their manager to develop their national culture (both local and expatriate). There are
‘people skills’ whereas Gen Y in Kuwait, Oman and Saudi opportunities for managers to review their leadership style
Arabia want their managers to develop their ‘leadership to gain the most from Gen Y and to further increase the
skills’; Gen Y in Qatar want their managers to develop motivation of this generation.
their ‘team/management skills’; and Gen Y in the UAE
“
want their managers to develop both ‘leadership’ and their
”
‘team/management skills’. Teach us to be leaders.
29Conclusions and Recommendations 30
8
Conclusions and Recommendations
“ Give us a chance to become tomorrow’s
professionals.
conversations between individuals and their managers
to explore their different perspectives will be of benefit.
Managers in the GCC countries have enormous
” Understanding is required from both sides. Even though
the Gen Y workforce is significant, there is a need for
this group to manage and adapt their expectations to
opportunities to engage with the highly-motivated Gen Y the realities of working in the Gulf. At the same time their
workforce, who are intrinsically motivated to succeed. The managers need to review their own approaches to working
young people are keen to gain qualifications and promotion with Gen Y.
and are prepared to work hard. They have a rich source
“
of multinational experience to draw upon from their older
colleagues and value that experience and their decision- Mixing previous experience from you
making capabilities. They want to learn leadership, and current experience from me will
”
influencing and managing teams. In turn, they feel they generate success.
can share new approaches to communication, meetings,
technology and their relationships with their managers.
Ideally they are looking for visionary and democratic The research points to differences in perspective and
managers, with improved people motivation and leadership needs in different countries and by gender, and it is
capabilities. Women in particular are looking for greater important to recognise that each individual, whether
changes away from a ‘commanding’ manager style. manager or Gen Y employee, requires a tailored approach
to career success.
Gen Y are not afraid ‘to speak their mind’ and voice their
opinions on change. At the same time they seek help Overall, there is enormous potential for Gen Y to be
in bolstering their internal self-confidence and sense of the most highly successful generation in the Gulf.
value to the organisation. There is evidence that two-way
31Endnotes
1
Honoré, S. and Paine Schofield, C. (2012) “Culture Shock: Generation Y and their Managers Around the
World”. Ashridge Business School Research Report.
2
% of Gen Y respondents who ranked each item in their top three factors of what career success means
to them.
Honoré, S. and Paine Schofield, C. (2009) “Generation Y: Inside Out. A multi-generational view of Generation
3
Y – learning and working”. Ashridge Business School Research Report;
4
Honoré, S. and Paine Schofield, C. (2012) “Culture Shock: Generation Y and their Managers Around the
World”. Ashridge Business School Research Report.
5
NET Importance is the sum of ‘important’ and ‘very important’ scores
6
Response options were based on Daniel Goleman’s model of six leadership styles (Goleman, D.,
(2000) “Leadership that Gets Results” Harvard Business Review. March-April 2000 p. 82-83).
7
Honoré, S. and Paine Schofield, C. (2012) “Culture Shock: Generation Y and their Managers Around
the World”. Ashridge Business School Research Report;
8
“Great Expectations: Managing Generation Y” (2011). Institute of Leadership & Management and
Ashridge Business School Report.
32Appendix I: About this Research Methodology In July 2014, an email invitation with a link to an anonymous questionnaire was administered via an external provider to an online research panel of local Gen Y graduate employees aged under 30 years in each of the six GCC countries: Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE. The survey was made available in English and Arabic. The survey consisted of nine demographic questions (country of residence, age, gender, length of time working since full time education, employer sector, size of organisation, industry sector, net income, marital status). They were followed by 11 closed-ended questions (including multiple choice, rating scale and ranking scale). Three open-ended questions were also included. The survey aimed to explore a number of key areas which were based on: our findings to date; the relevant existing literature; and on questions asked by existing and potential clients. The key survey topics included: the pressure of success, what is important to Gen Y in terms of career success, sources and format of learning and development, and relationships with and mutual learning opportunities with older colleagues. Respondents A total of 300 local Gen Y employees from Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE responded to the survey. The number of respondents was equal for each country (50). The group was made up of more males (62%) than females (38%). Over half of respondents worked in the private sector (61%) with the remainder working in the public (30%) or third sector (9%). Two-thirds of respondents (66%) have been working for less than five years. Research notes • When interpreting the findings, it is important to remember that the results are based on the opinions of those who took part in the survey and not the entire population of local Gen Y employees. • Any ‘significant’ differences referred to in the report are statistically significant (p
Appendix II: Previous Ashridge
Generation Y Research
The present research builds upon previous Ashridge research into Generation Y. At Ashridge our research
into Gen Y goes beyond the media hype and stereotypes and looks at any differences between the
generations in depth. Our research investigates:
• Is Gen Y actually different from previous generations? What has made them the way they are?
• What does Gen Y want from work and from their managers?
• Where are the conflicts and issues between generations?
• What are the appropriate ways of working with and developing this generation?
Our research programme has produced four previous reports:
The Millennial Compass: Truths about the 30-and-under generation in the
workplace The Millennial Compass
Truths about the 30-and-Under Millennial Generation in the Workplace
Research conducted in 2014 in partnership with MSLGROUP explored workplace dynamics
across the globe, with insights from millennials in Brazil, China, France, India, the UK and the
USA. An online survey and follow-up interviews examined what is most important to today’s
younger workers, what they want in their relationships with managers and their expectations.
Culture Shock: Generation Y and their managers around the world CULTURE SHOCK
Generation Y and their
managers around the world
Research conducted in 2012 explored Gen Y outside of the Western world (focusing on
the Middle East, India, Malaysia and China). Online surveys, focus groups and interviews
researched the manager-graduate relationship in the first few years of work and expectations Sue Honoré
Carina Paine Schofield
November 2012
of managers, graduates and organisations for their future leaders.
Great Expectations: Managing Generation Y
Research conducted in 2011 in partnership with the Institute of Leadership & Management
Institute of Leadership
& Management and
Ashridge Business School
Great
expectations:
(ILM) explored Gen Y’s expectations of work and the challenges of managing this managing
Generation Y
generation. Quantitative data were collected through an online survey covering two groups
of participants – graduate employees and the managers who have day-to-day experience of
working with and supervising them. The research population was largely based in the
UK/Europe.
Generation Y: Learning and working
In 2009 Ashridge conducted a research project into Gen Y’s attitudes and behaviour.
Qualitative (focus groups and interviews) and quantitative (online survey) methods were used
to collect data from participants of all generations (from Gen Y to Baby Boomers), providing
a multi-generational view of Gen Y learning and working including myths and realities about
behaviour.
All of the above reports can be downloaded from www.ashridge.org.uk/genyresearch
34About Ashridge
Established in 1959, Ashridge is one of the world’s leading business schools, with an international reputation for
world-class executive education and management development.
Its activities include open and custom executive education programmes, graduate programmes, organisation
development, online learning and applied research. Our approach is practical and results-driven, yet underpinned
by in-depth insight and research based firmly in the real world, generated through working with business leaders
across the globe.
Rankings
Ashridge is ranked as one of the top 20 business schools in the world by both the Financial Times 2014 and
Bloomberg Business Week 2013.
Accreditations
Ashridge is accredited by AMBA, EQUIS and AACSB – just 1% of business schools worldwide have this triple
accreditation.
EFMD
35Designed by Ashridge Design Studio 10/14 About this report This GCC Generation Y research, conducted in 2014 by the experienced Ashridge Business School team, examines the successes and aspirations of young people at work in their local environments in Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE. It is based on an online survey examining a range of topics from drivers of success to learning and working relationships with other employees. The report provides up-to-date region-centric research, which will provide insights for a range of stakeholders including Generation Y and employers and managers of Generation Y in the Middle East. Research Department Ashridge Business School Berkhamsted Hertfordshire HP4 1NS United Kingdom Tel: +44 (0)1442 841178 Email: research@ashridge.org.uk www.ashridge.org.uk/research Printed on paper that is 100% recycled or from sustainable sources. Registered as Ashridge (Bonar Law Memorial) Trust. Ashridge is committed to sustainable development: Charity number 311096. www.ashridge.org.uk/sustainabilty
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