caracteristicile generatiei y
TRANSCRIPT
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Global WorkPlace Innovation
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Global WorkPlace InnovationCopyright 2010, Johnson Controls. Confdential. All Rights Reserved.
Intellectual Property Johnson Controls, Haworth and iDEA.
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LIST OF FIGURES ...................................................5
EXECUTIVE SUMMARY...........................................7
KEY FINDINGS ....................................................10
INTRODUCTION .................................................13
WHAT IS OXYGENZ .............................................14
Research question .............................................14
WHO ARE THESE YOUNG UPSTARTS? ...................17
WORLD DEMOGRAPHICS .....................................22
WHO IS THE GENERATION Y IN USA ....................24
WHO IS THE GENERATION Y IN INDIA..................26
WHO IS THE GENERATION Y IN CHINA ................28
WHO IS THE GENERATION Y IN UK ......................30
WHO IS THE GENERATION Y? ..............................32
Digital, Connected, Social ..................................32
Challenging .......................................................32
Scarce ................................................................33
Transformational ...............................................33
DIFFERENCES EMERGE ........................................34
Traditionals .......................................................36
Baby Boomers ....................................................36
Generation Y ......................................................37
Generation X ......................................................37
METHODOLOGY .................................................38
DESIGN APPROACH ............................................42
BRANDOCRACY ..................................................44
OXYGENZ RESULTS .............................................46
Choice Of Company ...........................................48
Location.............................................................50
Travel ................................................................52
Ways Of Working ................................................55
Creativity & Productivity .....................................58
Behind Creativity & Productivity .........................60
Facilities Management........................................62
- Reception & Security ........................................62
- Catering ..........................................................64
Environment ......................................................66Workplace ..........................................................71
- Style ................................................................71
- Lighting ...........................................................74
- Art @ Work ......................................................75
Emotional Engagement ......................................78
Workspace .........................................................80
Social Networking ..............................................84
Collaboration .....................................................86
Technology ........................................................90
How technology is transforming work ................92
CONCLUSION .....................................................94
India ..................................................................98
China .................................................................99
USA .................................................................100
UK ...................................................................101
WHAT ARE THE IMPLICATIONS FOR EMPLOYERS? 103
FOOTNOTES .....................................................106
KEY SPONSORS .................................................110
PARTNERS ........................................................113
AUTHORS .........................................................114
CONTACTS ......................................................117
Contents
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Figure 1: Who are the Millennials, aka Generation Y? ......................... ............................ ............................ .. 19
Figure 2: World Population in 2009 .......................... ............................ ............................ ............................ 22
Figure 3: US Demographic pyramid, 2009 .......................... ............................ ............................ ............... 27
Figure 4: India Demographic pyramid, 2009 .......................... ............................ ............................ ........... 28
Figure 5: China Demographic pyramid, 2009 ......................... ............................ ............................ ........... 31
Figure 6: UK Demographic pyramid, 2009 ................................................ ............................ .................... 32
Figure 7: Choice of Company: per age group, all countries ............................ ............................ ................. 48
Figure 8: Choice of Company for 18-25 yrs old ...................................... ............................ ......................... 49
Figure 9: Choice of Company for 18-25 yrs old, key countries ..................................... ............................ ... 49
Figure 10: Location of the office: per country, 18-25 years old ........................... ............................. ............ 50
Figure 11: Location of the office: Generation Y vs. Generation Y ........................ ............................ ............. 51
Figure 12: Mode of Transport: all ages, all countries ........................ ............................. ............................ .. 52
Figure 13: Mode of Transport: per age group, all countries ............................ ............................ ................. 53Figure 14: Mode of Transport: per country, 18-25 years old ........................... ............................ ................. 53
Figure 15: Choice of car per age group ............................ ............................ ............................ .................... 54
Figure 16: Pattern of Work: Generation Y 18-25 yrs old, all countries ......................... ............................. .... 55
Figure 17: Preferred Level of Mobility: Generation Y 18-25 yrs old ......................... ......................... 56
Figure 18: Pattern of Work: Generation Y 18-25 yrs old, all countries ......................... ............................ ..... 56
Figure 19: Flexible Working Pattern preferred vs. expected: per age group, all countries ......................... 57
Figure 20: Flexible Working Pattern preferred vs. expected: per country all countries for 18-25 yrs old ...57
Figure 21: Creativity: per age group, all countries ................................................... ............................. ....... 58
Figure 22: Productivity: Generation Y, all countries ........................... ............................ ............................ ... 59
Figure 23: Reception Services: Generation Y 18-25 yrs old, all countries ........................ ............................ .62
Figure 24: Level of services across the industry sectors, the age groups, per country. ......................... ....... 63
Figure 25: Food Facilities on site, Generation Y, all countries ............................ ............................ .............. 64
Figure 26: Social Facilities on site, Generation Y, all countries ........................... ............................ .............. 65
Figure 27: Environmental Workplace: Generation Y 18-25 yrs old, all countries .......................... ................ 66
Figure 28: Environmental requirements for the workplace per age group, all countries ........................... 67
Figure 29a: Environmental requirements per industry sector, 18-25 years old, per countries ..................... 67
Figure 29b: Environmental requirements per industry sector, 18-25 years old, per industry sector ............68
Figure 30: Preferred style in the workplace per age group and country .......................... ............................ .72
Figure 31: Colours on the wall 18-25 yrs old, all countries .................................. ............................ ......... 71
Figure 32: Style per gender - 18-25 years old ......................... ............................. ............................ ............ 73
Figure 33: Finishes per gender 18-25 years old ............................................... ............................ ............. 73Figure 34: Preferred finishes in the workplace per age group and country ......................... ......................... 74
Figure 35: Level of Lighting in the office ........................ ............................ ............................ ...................... 75
Figure 36: Level of Art in the workplace - 18-25 yrs old, all countries ............................. ............................ .76
Figure 37: Preferences for Art in the workplace per industry sector, 18-25 years old, all countries ............. 77
Figure 38: Comfort with Space: all respondents per country .......................... ............................ ............... 81
Figure 39: Level of comfort with space, sqm per person, 18-25 years old .......................... ......................... 81
Figure 40: Individual workspace: Generation Y 18-25 yrs old, all countries ............................ ..................... 82
Figure 41: Individual space preferred at work, 18-25 years old, per country .......................... ..................... 82
Figure 42: Collaborative Environment: Generation Y 18-25 yrs old, all countries ........................ ................. 86
Figure 43: Access to collaborative spaces, 18-25 years old, per country ............................ ......................... 87
Figure 44: Choice of collaborative space: per age group ......................... ............................ ........................ 88
Figure 45: Choice of collaborative space: per industry sector, all ages .......................... ............................ .. 89
Figure 46: The Smart Workplace 2030 Johnson Controls 2009 ......................................................92
List of Figures
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The Generation Y values sustainability. The
Generation Y is flexible, mobile, collaborative
and unconventional.
The Generation Y prioritises opportunities to
learn, work colleagues and corporate culture &
value when it comes to deciding for which job
to apply for.
The Generation Y prefers workplaces in an
urbanised location with access to social
and commercial facilities, good public
Infrastructure and the ability to use public
transport or drive to work.
The Generation Y prioritises collaboration
and interaction in the workplace and requires
particularly access to dedicated team spaces as
well as ample breakout spaces.
The working environment of the Generation Y is
a place they emotionally engage with, a space
where they socialise in with other co workers
and a space which supports their health and
well being.
The Generation Y sees the workplace as a very
important factor and values it as a place of
learning and development.
The Generation Y privileges access to their
own desk rather than desk sharing or hot
desking (hoteling).
We must attach a great importance to diversity in
our workplaces and the factors that must be taken
into account when considering workplaces as a
likely strategic weapon in the battle to attract and
retain scarce young talent.
The advent of the Generation Y into the workplace is bringing new
changes that need to be addressed. The Generation Y is, perhaps,
the most digitally sophisticated generation we have ever seen.
They are looking for a sustainable environment offering a social
structure within both a physical and virtual environment.
The generation Y we studied, as we defined aged between 18 and 25, are techno-savvy and motivated
and they are bringing with them into the workplace a load of cultural diversity, habits and behaviours
inhibited in the way they act, work, communicate, exchange and relate to their environment, people and
their management.
This report identifies how important the workplace is in attracting, recruiting and retaining Generation
Y workers between the age of 18 to 25 years old and what factors contribute to talent management.
The report categorises the main factors that appeal to them and help enhance their full potential, under
seven categories: Real Estate, Facilities Management, Workplace, Workspace, New Ways of Working,
Information Technology and Human Resources.
The results prove that:
Executive Summary
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Travel:
The UK: a nation of walkers
The US and India: The car comes first
China: Public transport is a prime choice
Location:
China: The highest demand for rural settings
The UK: Back to the City and urban settings
India: Workplaces must be located in urban
setting to attract the younger generations
New Ways of Working:
The generation Y is a flexible workforce with a
high level of mobility
Young Women (18-25 years old) prefer more
flexibility than men
The 46-55 years old are the age group
preferring the most flexible working
The UK and the US Generation Y prefer to work
far more flexibly, while China and India expect
to work flexibly
Creativity and Productivity:
Creativity and Productivity:
Creativity is all about having the right PEOPLE
around
Productivity is all about having the right
TECHNOLOGY around
The magic formula is: Technology + Ambiance
& Atmosphere + People = a creative and
productive workplace
FM support services:
The 18-25 years old are the most demanding
generation
India has the most demanding workforce
Media and Finance sectors are the most
demanding industry sectors
Women are more demanding than Men
Social Spaces:
For the Generation Y, the workplace is a social
construction and work is social:
Going to work is about meeting people and
socialising within the working community
The Generation Y is a sporty and social
generation: there is a high demand for sport
and social facilities on site.
Environment and Sustainability:
It is about looking for a green deal at work
Being Green Working Green Living Green:
The generation Y is an environmentally
friendly workforce
The older generations are far greener than the
younger generations
The Generation Y demonstrates a green
aspiration through their journey to and through
work: office location, mean of transport, ways
of working, green policies
Workplace:
The Generation Y is an emotionally engaged
workforce:
Colours should be subtle and not too intense
The light should be natural rather than artificial,
calling for wide windows and openings
Finishes should be soft and made out of natural
and warm materials, rather than hard material
Style:
Style matters and should be modern rather
than contemporary
Women are more attracted to modern interior
than Men
Men are more attracted to minimalist interiors
than Women
Art should be present in the office, but not too
much of it!
Workspace:
They need to identify to and feel they own their
workspace
The large majority still want to have their
own desk
Less than a 1/5th are happy to share a desk
Men are more comfortable in wider space
than women
Collaboration:
The Generation Y is team focused and places a
great importance on work with and amongst a
team:
The Art & Design industry is the most eager
to collaborate and Engineering industry is the
most team focused industry
China has the highest demand for breakout
spaces combined with the highest preference
for shared and hot desks
35-44 years old have the least requirement for
formal meeting rooms
Key findings per category
Dr. Marie Puybaraud
Johnson Controls
Director Global WorkPlace Innovation
www.globalworkplaceinnovation.com
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The Generation Y:
Like How They Work - Work
How They Like?
The newest and youngest members of work forces
all over the world are making their presence felt,
causing businesses to re-think their working
practices and adapt their working environment
to this breed of employees and managers.
Generation Y is perceived as invading the
workplace, arriving like unruly and energetic guests
at a stuffy country house party and shocking the
house guests who are already there. And they are
bringing outsize luggage in the form of multiple
digital technologies, their social networks, their
tech-savvy culture, new ways of contemplating
work, new managerial forms.
Who is this generation of invaders and
transformers? How will they or not modify our
working environment? What are they expecting
from their employer, their work in their workplace
and their way of working?
Introduction
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Global WorkPlace Innovation
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And from
various key
industry
sectors we
want to study:
Businesses have to compete to attract, develop, deploy
and retain the services of skilled people. It is crucially
important to understand what matters to them. In
particular, we need to understand what things matter
most to Generation Y and the Generation X, the
youngest and newly entrants in the workplace.
This is exactly what Oxygenz seeks to find out.
Oxygenz is an international research project,
gathering rich data on Generation Ys preferences
around ways of working and workspace design.
Germany:
respondents
including:
(18 - 25-year-olds)
(26 - 35-year-olds)
(36 - 45-year-olds)
The worldwide survey includes special samples from:
UK:India: China:US:
Engineering FinanceMedia, Marketing& Communication
Art & DesignInformationTechnology
ResearchQuestion:
GenerationYandtheWorkplaceisaresearchprojectthatseekstounderstand
the
importancethe18to25yearsoldattachto
theirfutureworkplace.
Howimportantistheworkplaceinattracting,
recruitingandretainingGenerationY
workersandwhatfactorscontributeto
talentmanagementperindustrysector,
countryandgender?
What is...
OXYGENZ is a large-scale research
project, which will make a significant
contribution to companies knowledge
on how they might use their real estate
and facilities as strategic assets to
attract and retain scarce talent. We
must attach a great importance to
diversity in our workplaces and the
factors that must be taken into account
when considering workplace as a likely
strategic weapon in the battle to attract
and retain scarce young talent.
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The newest and youngest members of work
forces all over the world are making their
presence felt, causing many businesses to re-
think their working practices.
Baby Boomers, the post-world war II generation
associated with social change, are beginning to
retire in large numbers, taking their knowledge
and experience with them. There are not enough
of the new generation to replace this deficit, so
their knowledge and skills are in demand.
There is another major reason why the generation
Y is grabbing attention. Many commentators are
claiming that Generation Y, as these young people
are often called, are setting off a new wave of
social and business t ransformation.
For the purpose of this study, we decided to study
the Generation Y aged between eighteen and
twenty-five, although some people include those
born from 1980 onwards, putting the upper limit
at twenty-eight. In our view, there are at least six
reasons why we need to understand them and
how they relate to work. They are a remarkable
generation, and here is why...
The demographic data indicate that there
are not enough of them coming in to the
workforce.
They are transformational they have grown in
a different world to their parents surrounded
by modern technologies and a society of
consumerism.
They do things differently modern
educational curricula have brought a wave of
transformation in their life.
They are challenging this is the most
commonly agreed threat about this generation,
but yet it has not been proved.
They are techno-savvy the 20th and 21st
centuries have brought and will continue to
bring the most terrifying and transformational
technological solutions to our world.
They are agile multi-taskers their agility
to do different things at the same time is well
known, but it does not mean it makes them
more efficient in the way they work.
Who are these young upstarts?
Arisingandpowerfulfutureworkforce ofthe21stcentury:
Forthefirsttimeever,inworkplacesaroundtheworld,
weunderstandthatfourgenerationsareworkingtogether.
KnownasGenerationY(aged15-29),theyarethecurrent
entrantsintoglobalworkforceandestimatedat:
1.7billionworldwide,representing25.5%oftheworldpopulation
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workplace divas
energy
innovation
challenging
intellectual challenge
a new reality from work
working exibly
full of contradictions
conservatist
non-conformist
tech savvy
value driven
money grabbing
The Generation Y apparently believes they
can achieve anything. They have been called
workplace divas1&6, millenials, homo zappiens
even Genys! But some say they even are high
maintenance, high risk and high output2&7. They
are strongly team-focused, collaborative, and seek
meaning in work and opportunity to learn.
But also:
They are now under more financial threats
than the previous generations since the
2008 and 2009 crisis
They have grown up with green issues into
their society, but there is no evidence that it
is actually embedded in their culture
They are more urban focused, and even more
in the future with the growth of urbanisation
They quickly buy into new concepts and
ideas while new technologies become more
affordable, and invade our market at a fast pace
Source: Deloitte Consulting (2005). Who Are The Millennials, aka Generation Y?
Demographics
No definitive agreement on birthyears; experts say somewherebetween 1978 and 1995; mostsay 1981 to 1993
Children of Baby Boomers
Younger siblings of Gen Xers
Largest generation (75 million)after the Boomers (80 million),compared to the Gen Xers (40million)
38% of millennials identifythemselves as non-white
Positioned in history to be thenext Hero generation
Tech-savvy
Connected24/7
Self-confident
Optimistic
Hopeful
Independent
Comfortably self-reliant
Determined
Goal oriented
Success driven
Lifestyle centered
Diverse
Inclusive
Global, civic- andcommunity-minded
Pulling together
Service oriented
Entrepreneurial
Millennials at work
Work well with friends and onteams
Collaborative, resourceful,innovative thinkers
Love a challenge
Seek to make a difference
Want to produce somethingworthwhile
Desire to be a hero
Impatient
Comfortable with speed andchange
Thrive on flexibility and space toexplore
Partner well with mentors
Value guidance
Expect respect
Figure 1: Who are the Millennials, aka Generation Y?
The majority of the sources describe the
Generation Y as consumers, colleagues,
employees, managers, and technological
and social innovators. The sources explore
communication styles, values, motivations, and
characteristics, but not many studies focus on
the aspirations of this young generation about
their future working environment. Although they
bring energy and innovation to the workplace,
the Generation Y is challenging to manage. They
appreciate clear direction, demand immediate
feedback on performance, expect to be consulted
and included in management decisions, and
demand constant intellectual challenge.
The Generation Y is demanding, as a right, a new
reality from work. They insist on working flexibly,
choosing when and where to work.
Hereisanentirecohortsecure
intheknowledgethattheirwell-to-doBoomerparentscanbailthemoutoffinancialdifficulty.Iftheydontliketheirjobtheycan,anddo,chuckitinandheadbacktolivewiththeirparents.
TheImpact of Digitalizationa
generationapart,KPMGInternational
ResearchReport,2007.
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Although they bring energy and innovation to
the workplace, the Generation Y is challenging to
manage. They appreciate clear direction, demand
immediate feedback on performance, expect to be
consulted and included in management decisions,
and demand constant intellectual challenge.
However most employees would demand the same,
generation Y or not!
There are at least three reasons why we need to
understand Generation Y:
For a start, there are not enough of them. At
least that is the case in the US, UK and Europe.
As the Baby Boomers retire, there are millions
fewer young people to replace them.
Whats more, they are a highly educated
and skilled generation. Their already scarce
skills are even more in demand in todays
globally networked, creative and knowledge
economies. Generation Ys skills and potential
are crucial if economies are to move up the
value chain.
The next reason to understand them is the way
they use communication technologies, which
is creating both challenges and opportunities
in the workplace . Having grown up in the
Internet age, members of the Generation Y are
furious digital innovators.
Manuel Castells, the renowned sociologist, and his
colleagues see the emergence of a new trend in
global youth culture, which they call networked
sociability. Digitally connected or face-to-face,
networked sociability is driving the Generation Y to
form peer groups that become the context for
their individual and collective behaviour5.
We know that the Generation Y is significant in
our society. What else do we know about them?
Why are they all that different from their older
colleagues? How do they relate to their future
working environment.
New technologies platforms like Web 2.0 have
been adopted by entire generations... the internet,
podcasting, Twitter, Facebook, YouTube, Google,
MSN and SMS are continuously on the mind of
the Generation Y. But it also infiltrates other
older generations, not only the Generation Y.
The majority of the sources describe Generation Yas consumers, colleagues, employees, managers,and technological and social innovators. The sourcesexplore communication styles, values, motivations, andcharacteristics, but not many focus on the aspirations fortheir working environment.
The Generation Y are full ofcontradictions, or at least whatis written about them is. Theythink like entrepreneurs and valuerelationships, are tech-savvy andcreative, and are environmentallyconscious and mobile8. They will inthe future place a high premium onjob security9and they apparentlycurrently job-hop. They are value-driven and money-grabbing (dueto being saddled with high studentloans)10. They are conservative11andnon-conformist12.
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As economies and businesses become more knowledge-intensive, knowledge and skills are at a
premium. The fact that there are not enough of them only makes their talents even more attractive.
Apparently there is a dearth of Generation Y entering the workforce in Western Europe13. In the UK, for
example, they are the smallest of the generations in the current total population. Increasing numbers of
them are highly educated and their talents, as in the rest of the world, are in demand.
Worldwide In 2009, if we consider the wider definition of the generation Y (15-29 years old) and rely on
current statistical database of the US Census Bureau, the wider Generation Y represents 25.47% of the
world population, the wider Generation X (30 to 44) represents 21.32% of the population. The first of the
Baby Boomers (45-64 years old) represent 18.55% of the world population and are due to retire in large
numbers, starting in 2004, taking their knowledge and experience with them. Countries such as Canada,
Australia, and the United States could lose more than a third of their government employees by 2010 15.
Worldwide, within the age group which we research, they are more males than females, especially
amongst the young generation (below 25 years old), while the older generation (above 50 years old) has
more females than males.
Figure 2: World Population in 2009
Source: U.S. Census Bureau, International Data Base14
The world population increased from 3 billion
in 1959 to 6 billion by 1999, a doubling that
occurred over 40 years. The Census Bureaus
latest projections imply that population
growth will continue into the 21st century,
although more slowly. The world population
is projected to grow from 6 billion in 1999 to
9 billion by 2043, an increase of 50 percent
that is expected to require 44 years. The
world population growth rate rose from
about 1.5 percent per year from 1950-51 to
a peak of over 2 percent in the early 1960s
due to reductions in mortality. Growth rates
thereafter started to decline due to rising age
at marriage as well as increasing availability
and use of effective contraceptive methods.
Note that changes in population growth have
not always been steady. A dip in the growth
rate from1959-1960, for instance, was due to
the Great Leap Forward in China. During that
time, both natural disasters and decreased
agricultural output in the wake of massive
social reorganization caused Chinas death rate
to rise sharply and its fertility rate to fall by
almost half.
In addition to growth rates, another way to
look at population growth is to consider annual
changes in the total population. The annual
increase in world population peaked at about
88 million in the late 1980s. The peak occurred
then, even though annual growth rates were
past their peak in the late 1960s, because the
world population was higher in the 1980s than
in the 1960s.
Source: U.S. Census Bureau, Population Division
Generations Population % Of World Population
Gen Y - 15-29 years old 1,723,911,077.00 25.47
Gen x - 30-44 year old 1,442,951,791.00 21.32
Baby Boomers - 5 - 64 years old 1,233,836,150.00 18.56
Traditionalists - 65-74 years old 316,330,067.00 4.67
World Demographics
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Digital, Connected, Social
They have grown up with the Internet and mobile
communications. They are digitally, globally,
and constantly connected. They are driving how
mobile communication technologies are used,
initiating social behaviours that are transmitted
to other generations.
Generation Y are supposed to be able to
navigate vast amounts of data, use multiple
digital devices simultaneously and parallel-
process multiple stimuli. They are networked,
collaborative and highly social, expecting to be
constantly connected to their social networks,
within and beyond company boundaries, and to
work within a sociable environment with other
people. Generation Ys rapid take-up of digital
technologies, how they use them, and how they
prefer to work is challenging for business.
Generation Ys rapid take-up of digital
technologies, how they use them, and how they
prefer to work is challenging for business 34.
Challenging
Part of the challenge is to manage practices.
The Generation Y is said to appreciate clear
direction, demand immediate feedback on
performance, expect to be consulted and included
in management decisions, and demand constant
intellectual challenge, opportunities for learning,
and meaningful work.
Part of the challenge is to manage attitudes. Older
managers might see technologies such as instant
messaging, text messaging, blogging, social
networking and multi-player games as a waste of
time and a distraction from work.
The Generation Y is demanding a new reality from
work. They want to work flexibly, choosing when
and where to work.
Scarce
In all countries around the world, there are not
enough of them.
This is true even in countries like the US, where
they are the largest generation since the Baby
Boomers - The post World War II generation
responsible for social change and unprecedented
wealth creation. The problem is that the first
of the Baby Boomers were due to retire in large
numbers starting in 2008, and are taking their
knowledge and experience with them. Countries
such as Canada, Australia, and the United States
could lose more than a third of their government
employees by 201035.
In India, the Generation Y makes up more than
half of the population. Despite the large potential
workforce, not all are employment ready and so
their talents are in short supply. There is a dearth
of them entering the workforce in Western Europe.
In the UK, for example, they are the smallest of
the generations in the current total population.
Increasing numbers of them are highly educated
and their talents, as in the rest of the world, are
in demand. Also, as economies and businesses
become more knowledge-intensive, knowledge
and skills are at a premium. The fact that there are
not enough of them only makes their talents even
more attractive than they already are.
Transformational
Wherever they are in the world and no matter
how large or small their numbers, the signs are
that they are setting off a new wave of social and
business transformation that will equal or surpass
what the Baby Boomers achieved.
This is because they have grown up with the
Internet and mobile communications and are
digitally, globally and constantly connected.
They are driving how mobile communication
technologies are used, and they are setting
behavioural trends that ripple through and
influence social behaviour in other generations.
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In all countries around the world, there are apparently too few of them. This is true even in countries like
the US, where they are the largest generation since the Baby Boomers - The post-World War II generation
responsible for social change and unprecedented wealth creation. According to the 2006 CIA World
Fact book, around 27% of the worlds population is below 15 years of age. Tammy Ericsson (http://
tammyerickson.com), writer about the Generation Y in the US, argues that Generation Y will dominate
the workforce for the next forty years and beyond.
In 2005 in the US, the Generation Y was the fastest-growing segment of the workforce growing from
14% of the workforce to 21% over the past four years to nearly 32 million workers.
Who is the Generation Y in the USA?
Figure 3: USA Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base
Despite their shaky finances and breezy approach to workplace demands, the cohorts strong affinity
for personal fame and wealth are likely to translate into serious financial clout over time, to the tune of
some $3.5 trillion by middle age. A penchant for instant gratification and customizable products, along
with demand for socially responsible corporate policies.
The Adults of Generation Y in the U.S.: Hitting the Demographic, Lifestyle and Marketing Mark, 2008,
http://www.marketresearch.com
1 in 5 young adults between the ages of 18 and 29 is unemployed, compared with a 7 percent
unemployment rate for those over age 30. Twenty-somethings are also graduating from college with
more debt than their predecessors did and taking jobs that dont always come with health insurance
(20). Some even said that Americas younger generation is in jeopardy.
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Who is the Generation Y in India?
In India, they make up the more than half of the
population. Despite the large potential workforce,
not all are employment ready and so their talents
are in short supply. The Generation Y in India is
a remarkable group that is ambitious, optimistic,
embraces change and have a clear sense of where
they are headed. Most are entrepreneurial and
business savvy, as well as technologically capable
and connected21.
With about half of Indias one billion people under
the age of 25, Generation Y in India is the worlds
largest. Positioned in a time of exciting and rapid
economic growth in the country, they are keen to
participate in the countrys future and success. The
countrys recent parliament elections saw a huge
turnout of Generation Y population, demonstrating
their ambition to take the country forward.
Highly competitive, Generation Y is more than
ever before seeking higher education and landing
jobs in multi-national companies in areas such as
IT, back office operations, media, strategy and
management positions. With opportunities aplenty
in the current economy, they are also job-hopping,
something not seen in their parents generation.
Gen Ys expect challenging work assignments,
accelerated career growth, socially responsible
workplaces, flexible work environments, freedom,
and collaboration and innovation from their jobs
and employers.
R. Anish, Intels South Asia HR Director22
Research indicates that as employees, the Generation Y value work life balance more than any other
generation23. Level of engagement among Generation Y employees in India was found to be about the same as
the other generations, making them an exception compared to their cohorts around the world. While they are
willing to work in shifts to support global operations, they are averse to working long hours24.
Figure 4: India Demographic pyramid, 2009 25
Source: U.S. Census Bureau, International Data Base
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http://www.publiclibraries.com/authors/mico14/chinageny/http://www.gallup.com/poll/15934/Chinas-Gen-Bucks-Tradition.aspx
Chinas Generation Y is composed of
approximately 200 million 15 to 25 year olds. Like
their peers around the world, they are a techsavvy,
ambitious, multi-tasking, better educated,
openminded,
individualist cohort that is seeing the
country transform from a communist government
into an emerging global capitalist market. They are
significantly more entrepreneurial and capitalistic
than their parent generation26.
The Generation Y has a large exposure to the
technological advances in Chinas present day,
they are connected to the internet, mobile and
social networking websites. Heavily influenced by
Western culture, they generally know more about
Westerners than Westerners know about them.
Having grown up as a single child in the One- Child
policy era, Chinas Generation Y is more inclined
toward a lifestyle devoted to freedom and personal
satisfaction rather than the more traditional work
hard and get rich mentality27.
The Generation Y is no exception when it comes
to valuing work life balance, and working long
hours is not something they can adapt to.
Entrepreneurial by nature, they would rather start
their own business and work for themselves. In
the workplace Generation Y are regarded as high
achievers, extremely adventurous, impressionable,
and consequently highly employable(??). With
many graduating in Engineering and Sciences,
there is a high demand for them in multinational
companies.
The Generation Ys spending habits are noteworthy.
As single children it appears they may be
pampered, as findings show they often consume
an astonishing 50% or more of family expenditure
in some major cities.
Figure 5: China Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base28
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More 18 years olds would be available until 2012
to enter the workforce than would leave at 65.
The situation reverses in 2012, although the
gap between new replacements and numbers of
retirees shrinks in the following years to 201631.
Of course the whole population is not available to
work. The Labour Market Overview for June 2009
indicates a working age employment rate of 73.3
%. Economic inactivity in 18 24 year olds has
increased as it has in other age groups except 50
to retirement, which has been the only age group
to experience a fall32.
Apart from lack of employment opportunities
linked to the recession, economic inactivity among
the 18 24 year olds is attributed to a record high
of student numbers. As for the 50 to retirement
age group, many are remaining in work as long as
possible in the face of a pension crisis exacerbated
by the recent events in the financial sector.
Figure 6: UK Demographic pyramid, 2009 33
Source: U.S. Census Bureau, International Data Base
The overall picture is complex but we can say that if young people continue accessing full-time
education, this diminishes the numbers of 18 -24 year olds in the workplace but is partially offset by the
older workers postponing retirement.
Something else is happening, apart from their insufficient numbers, to make them valuable.
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A poll of PwC new-starts in China, the US and the
UK before they joined the company, uncovers
some conservative attitudes. Perhaps the biggest
surprise is that an average of 75% of respondents
across all the countries expect to keep regular
hours, with a figure of 82.5% in the UK. The
conservatism continues when respondents were
asked how many jobs they expected to have over
their lifetimes, which was between two and five
reported by 74.4% in China, 80.4% in the US and
79.6% in the UK.
This is hardly the job-hopping behaviour suggested
in other research. In one survey, 34% said they
expected to stay in a job between one and two
years, with 57% saying two to three years. In
another survey, one in four said they would stay
less than four years. These two surveys paint a
picture of The Generation Y hungry for opportunity,
jumping ship in expectation of experiences that
resonate with their workplace priorities, such as
having fun, being socially connected, and having
the scope to learn and be developed.
Employers are having to feed this hunger to attract
the best of the Generation Y, branding themselves
and tempting the objects of their desire with
juicy morsels in the form of employee value
propositions that align with The Generation Y
ideal workplace attributes.
Of course, the data you get depends on
the questions you ask. How accurate is our
understanding of Generation Ys desired
workplace attributes?
None of the surveys we reviewed asked the
Generation Y what they think of their physical
work environment. This is consistent with the
themes reflected in the wider Generation Y
literature. The role of the physical environment
in attracting and retaining scarce skills, and in
influencing and mediating social interactions, is
not always addressed.
We know that workplace design matters in
nurturing innovation within organisations(37). We
also know that quality of place matters to people
when choosing where to live and work(38). People
look for social conditions and amenities that fit
their lifestyles.
If it is the case that the Generation Y has strong
ethical values, social tendencies, and is highly
collaborative, how much does the workplace
environment matter to the Generation Y? How
important are location, workplace design and
environmental considerations in deciding
where they want to work and who they want to
work for? What should employers do in their
workplaces and facilities to recruit, attract and
retain the Generation Y?
Differences Emerge
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Veterans: 19221945
Work Ethic / Values:
Hard workRespect authoritySacrificeDuty before funAdhere to rules
Communications:FormalWritten
Work is: An obligation Feedback &Rewards:
No news is good news
Satisfaction in a jobwell done
Leadership Style:DirectiveCommand-and-control
Messages thatmotivate:
Your experience isrespected
Interactive Style: Individual Work & Family Life: T
Generation Y: 19812000
Work Ethic / Values:
Whats next
MultitaskingTenacityEntrepreneurialTolerantGoal oriented
Communications:EmailVoice mail
Work is:A means to an endFulfillment
Feedback &Rewards:
Whenever I want it, atthe push of a buttonMeaningful work
Leadership Style:The young leaderscentury
Messages thatmotivate:
Working with otherbright, creative people
Interactive Style: Participative Work & Family Life: Balance
Baby Boomers: 19461964
Work Ethic / Values:
Workaholics
Work efficientlyCrusading causesPersonal fulfillmentDesire qualityQuestion authority
Communications: In person
Work is: An exciting adventureFeedback &Rewards:
Dont appreciate itMoneyTitle recognition
Leadership Style:ConsensualCollegial
Messages thatmotivate:
You are valuedYou are needed
Interactive Style:Team playerLoves meetings
Work & Family Life:No balanceWork to live
Generation X: 19651980
Work Ethic / Values:
Eliminate the taskSelf-relianceWant structure anddirectionSkeptical
Communications:DirectImmediate
Work is: A difficult challengeA contract Feedback &Rewards:
Sorry to interrupt, but
how am I doing?Freedom = best reward
Leadership Style:Everyone is the sameChallenge othersAsk why
Messages thatmotivate:
Do it your wayForget the rules
Interactive Style: Entrepreneur Work & Family Life: Balance
Traditionalists (The Veterans or Seniors)
Born between the wars, they are a generation of fighters, grounded in traditions,
who lived through and fought an unforgettable second world war. Their values and
belief is very different from their juniors. Work was a necessity, and they have a
strong belief into the company they work for and most of them had a job for life.
Offices were not the norm in their professional career.
The Baby Boomers
Born during or just after the war, they are the children of the post war. A group of
individuals who have seen the world dramatically change in last 50 years, through
an industrial revolution, the rise of communication and technologies. Offices were a
common working environment in their professional life and they lived through much
hierarchical presence in the office. They are still our leaders. They are struggling to
embrace new ways of working.
The Generation X
The children of the Baby Boomers, born in the late 60s and 70s, they are the one who
mostly transformed the office as we know it today, and our relation to work, They
occupy today major senior management positions. Offices are a commodity for them,
an environment they have seen changing over the last twenty years and not always into
the right direction in their mind. This is a generation not always at ease in open offices.
The Generation Y (The Millenials)
Born around the 80s onwards, they are a generation who has grown in opulence
compared to other generations. They are the children of a generation who has greatly
benefited from the industrial revolution of the 70s where their wealth and standard
have dramatically increased and changed their way of life. This generation has been
greatly exposed to modern environments (in their days at school and university)
and within their personal life, they have a good standard of living. Open space
environment is not a surprise, they have only known this type of environment.
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:
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Methodology
There is a growing realisation, in all areas of life,
that the future is not fixed. The workplace plays a
critical part in the success of any organisation and
has been well researched and now understood. The
notion that the future can be shaped or created
has gained currency over the past decade, and is
increasingly the basis upon which organisations
of all kinds make their plans. At Johnson Controls
we have already explored this issue across three
major studies on the workplace of 2030 (www.
globalworkplaceinnovation.com), to understand
where is the workplace going and evolving. And
we know it is crucial to understand and take into
account multi generational issues at work.
The methodology behind Oxygenz was defined
to target a specific group of individuals, using an
unusual and innovative data collection method,
never used prior to this study. Our targets were:
Primarily the young generation, between
18 and 25 years old: using technology on a
daily basis, social networking applications,
interactive games, web 2.0 platforms,
mobile technologies
Multi generations at work: the focus was
not only on the Generation Y but also other
older generations to run a comparative
study across age groups
Across several regions: we needed to
communicate with individuals from a wide
cultural background and targeted Europe,
Middle East, Africa, Asia and Americas
Across different industry sectors: media,
art & design, engineering, finance, the built
environment, manufacturing, life science
and petroleum
Oxygenz was design and launched within one year
of the initial idea, developing a new methodology
for the data collection, engaging multiple talents
and skills from a team of researchers, designers,
programmers, graphics and gamers. The
programming behind Oxygenz has never been
used in this context before and demonstrated a
wealth of innovation throughout the design phase.
The project was developed in several phases:
1. February 2007: Design a questionnai re
around workplace, using the day in the
life of worker as the main stream and
using a storyboard
2. July 2007: Design a prototype to test the
methodology and mean of collection of
the data: using interactive images and key
definitions as a mean of collection
3. August 2007: Assess the feasibility of
the project using this methodology and
the efficiency and effectiveness of the
interactive design solutions
4. September 2007: Select appropriate
images with the research team, review the
questions and test the methodology and
research questions
5. October 2007: Re design the solution to
integrate all questions and work around
the brand of the project
6. December 2007: Test the solution with a
core group of users and review and amend
7. January 2008: Complete the final solution
8. February 2008: launch the project across
the three targeted regions: Europe, Asia, US
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Countrystudies:
UK % US % China % India %
Total
All=5375 607 11.3 1217 22.6 660 12.3 897 16.7
18-25years old
286 47.1 539 44.3 489 74 718 80
All Male 305 50.25 570 46 205 31 613 68
Female 302 49.75 647 54 455 69 284 32
18-25yearsold
Male 126 44 239 44.3 136 27.8 495 69
Female 160 56 300 55.7 350 72.2 223 31
Studying 159 55.6 420 77.9 330 67 539 75
Name Role Title & Organisation
Dr. Marie Puybaraud, PhD Oxygenz Project Leader andManager
Senior Researcher
Director Global WorkPlaceInnovation
Johnson Controls
Simon Russell Project Manager for the Design
of Oxygenz
Director of Communication
iDEA
Adrian Clews Amber Pimm-Jones Andrew Garner Nick CooperRobin Clarke
Designer DTP and Graphic Designer Programmer Programmer and Designer Graphic Designer and Brand
Design and Programming Team iDEA
Kate North Project Adviser
Vice President BusinessDevelopment, eWork(previously Director of Ideationfor HAWORTH)
Dr. Jay Brand Project Adviser on behalf of ourresearch sponsor and partner,Haworth
Cognitive Psychologist HAWORTH
Dr. Anne Marie McEwan Senior Researcher and adviser CEO,The Smart Work Company
Eline Leussink Dashboard Development Data analyst
Senior ConsultantJohnson Controls
Malavika Kamath Researcher for Asia Communication Manager
Johnson Controls
Lewis Beck Data analyst Director of Workplace Johnson Controls
Methodology Continued
The research team:
The first data analysis using both our reporting tool and the statistical package analysis SPSS, was
carried out in July 2008 after a monthly monitoring of the results to assess the reliability of the data and
correct any errors or omissions. The number of respondents has grown steadily in one year and a half
from the time of the launch to the global data analysis carried out from July 2009 to September 2009.
The respondents were targeted via a communication campaign: Organising launch with our Academic partners in Europe (UK, Germany and The Netherlands),
Asia (China and India), the US and South Africa Advertising the Oxygenz survey on Social Networks: Facebook, Google, Twitter, LinkedIn, Hyves Promoting Oxygenz across our industry and research community via public speeches and presentations Publishing regular articles on the project in the media and press Engaging our employees via internal communications
In 12 months of actively promoting the website, we attracted tens of thousands of visitors to our website
www.oxygenz.com and collected more than 5,300 respondents completed on line surveys: 45.7% are female and 54.3% of males respondents More than 3,000 respondents are within our targeted age group of 18 to 25 years old in 2009 More than 1000 respondents fit within the generation X age group of 26 to 45 years old in 2009
The database is robust, providing a wide range of participants across our targeted regions and a
significant number of respondents within our targeted age group, the 18 to 25 years old in 2009. The
dataset also enables to run comparative analysis across age groups (18-25 years old against 26-35 years
old), and across industry sectors and countries, where we have a relevant data sample to study.
To date Oxygenz is the largest data sample of respondents across multi regions and industry sectors
addressing and sharing their aspirations about the way they would like to work and what are their
preferences in the workplace.
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More than a questionnaire, Oxygenz offers a
unique approach to gather information using an
advanced on-line tool:
It is interactive and engaging by using a
combination of on-line solutions
It uses images and words as a way to
communicate and ask the question
It is educational and enables the users to
discover what work and the workplace are about
The Generation Y is, perhaps, the most digitally
sophisticated generation we have ever seen. Studies
now tell us that more than 80 percent of teenagers
have Internet access, and a recent study further
predicts that current 10-17-year olds will spend
one-third of their lives (23 years) on the Internet.
They truly are the children of what was once called
the microchip revolution.
As such, they have grown up with computers and
using them is second nature. In tests, it has been
found that, generally, their hand-eye coordination
skills are extremely well developed. The
Generation Y, especially in the US, are also the
Nintendo Generation they grew up with video
games, with the bright colours, bells and whistles
of interactive entertainment.
In the video game space, the Generation Y is
beginning to expect the easy manipulation of
digital environments, by customizing characters
(avatars) and directly affecting the digital worlds in
which those characters exist. The Generation Y is
most likely to be an early adopter.
Design Approach
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When iDEA was approached to produce an online
survey we had a very open brief: design the survey
to be mainly image-based, work around the
journey of the respondent to and through work.
iDEA worked with their predominantly
Generation Y design team to produce an
engaging interactive experience, one that
provided as well as collected information.
The Generation Y is not only web savvy but also
has an unwritten set of rules on how and when
to share personal information. Taking this into
account, our early recommendations were to
create a stand-alone non-corporate brand and
invite participates through viral campaigning.
The main survey has been designed using
Flash to enable the user to interact and travel
through the survey in more of an online gaming
/ learning style than that of a traditional tick box
questionnaire. Whilst still maintaining a structured
backend database to allow for dynamic online
survey interrogation, the survey projects a light-
hearted quirky style to encouraging users to
engage with the project.
As many from our target audience are unfamiliar
with Workplace terminology and may have never
experienced an office environment, much of the
questioning has been formatted to illustrate the
terminology used.
The survey experience visually builds the users
perfect office as they progress through the survey.
At the end of the survey, they are presented with
their office profile in a format they can share with
friends on their own social network site.
We agreed, to a certain extent, to hide the corporate
brand and develop the Oxygenz identity. In
addition to the main survey, a Facebook game and
several social group applications were developed.
Supportive gorilla campaigning added to the non
corporate brand image with world landmark stickers
being shared on Facebook and Flickr.
By linking and sharing related collateral to these
social sites, we introduced an element of brand
comfort and familiarity. It was essential to create a
network of Oxygenzers and maintain their level of
engagement throughout the period of the study.
Brandocracy
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This report presents the global results of
Oxygenz across a sample of 5,375 respondents
from across the world.
We seek to understand the importance the 18 to 25
years old ( who fit within the Generation Y group)
attach to their future workplace and how different
or not they are from their elders, particularly the
Generation X, Baby Boomers and Traditionalists.
In this report we aim to understand how important
is the workplace in attracting, recruiting and
retaining Generation Y workers and what factors
contribute to talent management per industry
sector, country and region?
Oxygenz Results
And specically:
What are the Generation Ys
preferences about their future
workplace?
What workspace design will
they prefer?
What technologies will they
want to use?
How will they prefer to get to
and from work?
What other facilities will they
prefer to have on site?
How important are
sustainability initiatives in
their choice of employer?
How important is having a
choice of when and where
to work?
How will the workplace
contribute to their job
satisfaction?
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Focus
What are the top three most important factors
in your choice of company?
Overview
People are most likely attracted to a company where values are clearly communicated. It seems that
Generation Y members in particular are ready to engage in companies that provide the environments
in which they thrive. The reason why people choose a company varies from one age group to another.
Opportunities for learning are a very important factor. Besides, looking for a good quality of life when
deciding to accept a position, is also one of the top three priorities for all age groups.
Results
We know people are most likely attracted to a company where values are clearly communicated. It seems
Generation Y members in particular are ready to engage in companies that provide the environments in
which they can grow and evolve. Those environments will include the physical space. Workplace design
is likely to become a strategic weapon in the battle to attract and retain scarce young talent in todays
increasingly competitive global economy.
The reason why they chose a company varies also from one age group to another.
Opportunities for Learning is a very important factor of choice, both for male and female between 18
and 25 years old. Looking for a good quality of life when deciding to accept a position, is also one of
the top three priority for all age groups.
Physical space can play a substantial role in choosing a company. Workplace design is likely to become
a strategic weapon in the battle to attract and retain scarce young talent in todays increasingly
competitive global economy. Of all respondents, work colleagues, opportunities for learning and quality
of life are considered to be amongst the most important factors.
The Western Generation Y from the UK and the US favour their colleagues and having a meaningful
work, while the Eastern Generation Y from China and India focus on the opportunities for learning first.
Across the board, both male and female respondents from the Generation Y are looking for a learning
experience first.
18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs
Top 1Opportunitiesfor learning
Opportunitiesfor learning
Quality of LifeMeaningful
workMeaningful
work
Top 2 Quality of LifeWork
colleaguesMeaningful
workCompensation Quality of Life
Top 3Work
colleaguesQuality of Life Compensation
CorporateValues
CorporateValues
USA UK India China Male - All Female - All
Top 1Meaningful
workWork
colleaguesOpportunitiesfor Learning
Opportunitiesfor Learning
Opportunitiesfor Learning
Opportunitiesfor Learning
Top 2Quality of
LifeOpportunitiesfor Learning
Quality of LifeAdvancement& Promotion
Quality of LifeWork
colleagues
Top 3Work
colleaguesQuality of Life Compensation
CorporateValues
CorporateValues
Meaningfulwork
Choice of Company
Figure 7: Choice of Company: per age group, all countries Figure 9: Choice of Company for 18-25 yrs old, key countries
Figure 8: Choice of Company for 18-25 yrs old
Recommendations:
Human Resources must consider the workplace as a recruitment factor
Employers must not neglect the impact of their workplace to attract, recruit and retain talent
The way of working is tightly linked to the way people prefer to live
The Generation Y privileges colleagues relationships rather than financial compensations
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Focus:
Where would you prefer your office to be located?
Overview:
Location often plays a major role in peoples decisions about what company to work for. Being situated
in an urban location or a major city could be a motivator for people to come to work everyday. Others
may prefer working in a more rural, greener environment. However, it is important to note that those
preferring urban locations, find, easily accessible public transportation, or good public infrastructure
and access for driving, cycling or even walking to work, very significant in their choice of employer.
Results:
The location of the office and how employees can reach it, plays a very important part in our decision
to commute to and from work. Most of employees work a fair distance from work, and it is not
uncommon to hear employees spending at least one hour of their day time if not more to reach their
office. The demand from the Generation Y is for an urban to slightly urban location, with easy access
to a transport infrastructure access by road or by public transport and good access by walking
to work. With offices predominantly located in urban areas, in cities or in suburban areas, a more
sustainable way of working is possible, as reliance on public transport is high. More than 70% prefer
an urban to slightly urban location. India has the highest demand for office spaces in urban areas and
the lowest for rural locations. The preferences between the Generation Y and the Generation X do not
differ so much and are very compatible. The results highlight a need to consideroffices in urban areas
and close to major infrastructures.
More than 70% prefer an urban to slightly urban location. India has the highest demand for office spaces
in urban areas and the lowest for rural locations. The preferences between the Generation Y and the
Generation X do not differ so much and are very compatible. The results highlight a need to consider
offices in urban arenas and close to major infrastructures.
League table: Location
India has the most Generation Y demanding an urban setting
The UK has the highest proportion of Generation Y preferring a rural setting
Recommendations:
A city location in an urban landscape is preferred
Easy access via public transport is crucial to force employees to drop their cars
Location
Figure 10: Location of the office: per country, 18-25 years old
Figure 11: Location of the office: Generation Y vs. Generation X
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Focus
How would you prefer to travel to and from work?
Overview
Travelling to and from work can be a hassle. Whether people take public transport, drive, and cycle or
even walk to work. It is important as an employer to consider this issue when one wants to understand
peoples behaviours and attitudes towards work. In fact, travel can influence the decision about where
to open new offices, but can also influence recruitment rates and attraction. Although there seems
to be an on-going trend of walking to work, congestions are still major influences to those using
public and private t ransportations. To overcome such a challenge, certain countries and organisations
encourage travel schemes like car sharing, cycle to work, public transport subsidiaries. The Netherlands
is notorious for cycling and in the Dutch culture cycling is widely spread and accepted. However not
all countries have the luxury to permit their citizens to cycle to work in safe conditions. Urban living
and cycling are in perfect harmony and an office city / urban location is completely accepted, if not
preferred. But how does it defer from a country to another one?
Results:
With the increase of the cost of energy and petrol, employers are seriously questioning where a new
office needs to be opened and how it will influence their recruitment rates. Recent discussion around
carbon taxing is forcing governments and corporates to review their travel policies and start to
encourage a greener behaviour in relation to transport.
Figure 12: Mode of Transport: all ages, all countries
In certain countries (China, India, The Netherlands, France, and the United Kingdom) major capitals have
made a lot of efforts to promote cycling as a safe mode of transport. Across our sample of respondents,
14% prefer cycling to work. The younger generations privilege using their car as a mode of transport,
against the older generation walking to work. The UK is on the lead table as a nation of walkers,
while the US and India lead the unenvironmentally friendly league for using cars as the main mode of
transport for 18-25 years old. China on the other hand, privileges public transport.
Travel
Walking is in demand and across the sample,
17% would prefer to walk to work. For the
older generation, the traditionalists, walking
is the top choice (36%). Car is still a favourite
and on average 40% would prefer to travel
to work by car. Even if 42% would choose
a hybrid car, it remains in high demand. In
countries like India, 47% would prefer a car
against 22% in China. It is very reassuring
to see that overall public t ransport is still a
favourite, in second place: between 17 and
19% of the respondents would choose it.
Figure 13: Mode of Transport: per age group, all countries
Figure 14: Mode of Transport: per country, 18-25 years old
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Focus:
What way of working would you prefer to have?
What work pattern would you like to have?
Overview:
Flexible and mobile ways of working are becoming more common nowadays rather than the
conventional and stationary working pattern. With the younger generation entering the workforce,
demand for such a way of working is increasing. We know flexible working has significantly increased
over the past years. Employees are becoming more and more mobile in their way of work. It is crucial
to understand how mobile a workforce wants to be while on site and in their working environment.
With a high level of mobility on site, we are able to reconfigure the workspace and make it more agile,
introduce various work settings and styles and promote new ways of working.
Results:
The level of mobility (versus static) in the way of working also demonstrates that females are slightly
more in favour of a flexible way of working against males, while in the UK the demand is the highest for
the Generation Y, at 81%.
Figure 16: Pattern of Work: Generation Y 18-25 yrs old,
all countries
Ways of working
League table: Travel
The UK: a nation of Walkers
US and India: the car comes first
China: Public transport comes first
Recommendations:
Offer easy public access to the office
Encourage young employees to cycle to
work and plan for bike facilities on site
(safe parking spaces, showers)
Promote a green travel schemes
Figure 15: Choice of car per age group
The Generation Y are expecting their employer
to offer a flexible way of working. 58% of all the
respondents (against 56% for the Generation Y)
prefer to have a certain degree of flexibility in
their way of working: a flexible way of working
or ad hoc working hours against a conventional
working pattern.
We can observe a very wide gap between the level
of expectations and preferences for the US and
the UK. While more than 60% of the generation Y
prefers a flexible way of working, only less than
25% actually expect their employers to offer it.
The right to request flexible working is probably
unknown by this generation, while it may be a
legal right in countries like in Europe. In China, the
level of expectations is far higher than their level
of preferences, showing a demanding workforce.
Choice of cars and priorities:
A closer look at the data about the choice of car
reveals generational differences: The Generation Y, environmentally friendly,
is the most attracted to Hybrid cars The Generation X, more mature and
experience, privileges Family cars The plus 35 years old has the highest
demand for large vehicle
Across the three age groups we looked at, car
users want to carry with them in their car:
1. Mobile phone
2. Laptop
3. Satellite Navigation system
In terms of priorities when choosing a car,
differences emerge again and are as follow:
1. Safety
2. Design
3. Technology
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But still 44% are actually expecting to have to follow a conventional working pattern (8-6, 9-5, 7-3) rather
than embracing a flexible working pattern.
The older you get and the more you
prefer and expect flexible working
in your ways of working. Overall
79% of 18-25yrs old want to be
mobile rather than static workers
(flexible or ad-hoc working pattern).
It is also interesting to note how
much China privileged conventional
working hours as a preference:
43% of the respondents prefer a
conventional working pattern.
League table: Flexible Working
Women prefer more flexibility than men
The UK and the US Generation Y prefer to
work the most flexibly while China and
India expect to work flexibly.
The 45-54 years old group are the age
group with the highest preferences for a
flexible way of working
Recommendation:
Flexible Working should be the norm
for the Generation Y as it is a flexible
workforce with a high level of mobility
Raise awareness on new ways of working
and actively promote flexible working
Figure 17: Preferred Level of Mobility: Generation Y 18-25 yrs old
Figure 18: Pattern of Work: Generation Y 18-25 yrs old, all countries
Figure 19: Flexible Working Pattern preferred vs. expected: per age group, all countries
Figure 20: Flexible Working Pattern preferred vs. expected: per country all countries for 18-25 yrs old
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The results demonstrate indirectly the importance of the physical environment in which we work, the
technological support provided and how interacting with other people is crucial to trigger our productivity
and creativity. Other factors contributing to increasing our productivity and creativity range from the company
culture, the workspace provided, Includeing access to private spaces, the attachment we place to working with
a team and access to knowledge. Chosing where and how to work is also a major factor for the Generation Y.
18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs
Creativ-ity
Produc-tivity
Creativ-ity
Produc-tivity
Creativ-ity
Produc-tivity
Creativ-ity
Produc-tivity
Creativ-ity
Produc-tivity
Top
1
People
Around
Technol-ogy in
office
People
Around
Technol-ogy in
office
People
Around
Technol-ogy in
office
People
Around
Technol-ogy in
office
Ambiance& Atmo-
sphere
Technol-ogy in
office
Top
2
Ambiance& Atmo-sphere
Peoplearound
Ambiance& Atmo-sphere
Peoplearound
Ambiance& Atmo-sphere
Peoplearound
Ambiance& Atmo-sphere
PeopleAround
PeopleAround
PeopleAround
Top
3
Technol-ogy inoffice
Ambiance& Atmo-sphere
Technol-ogy inoffice
Ambiance& Atmo-sphere
Technolo-gy in the
office
Ambiance& Atmo-sphere
Technolo-gy in the
office
Ambiance& Atmo-sphere
Technolo-gy in the
office
Ambiance& Atmo-sphere
Focus
What are the top three factors which would enhance your productivity and your creativity?
Overview
Factors ranging from technology, the surrounding atmosphere to the network of people around and
colleagues, affect productivity and creativity levels. However, technology seems to be the key factor for
productivity as employees find it easier and more effective to work when equipped with the right IT to help
get the job done. Similar to productivity, the people around an employee, the ambiance and atmosphere
and technologies help enhance creativity. Having enough space to be creative and brainstorm ideas as well
as interaction with people, are important to Generation Y employees. The results around Productivity and
Creativity are striking and have been consistent throughout the survey.
Productivity is triggered by three factors:
1. The people around the workplace
2. The ambiance and atmosphere within the workplace
3. The technology we are provided with
While Creativity is triggered by the same three factors, but not in the same priority:
1. The technology we are given to carry out our work
2. The ambiance and atmosphere around us
3. The people we work with
Creativity & Productivity
Figure 21: Creativity and Productivity: per age group, all countries
Recommendations
Privilege team work to boost creativity
Provide a wide range of workspace to support productivity
Provide the right technological support to employees to support productivity
Create a working environment with an ambiance and atmosphere which
promote interaction and team working
Figure 22: Productivity: Generation Y, all countries
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Results:
One of the least understood implications of
the shift from an industrial to a service-based
design and knowledge economy is that the
physical workplace is becoming a key resource
in leveraging conversations, social learning,
collaboration and contemplation. Architects,
facilities managers, and furniture suppliers are
leading the charge in recognising that workplace
design influences performance. Strategic HR is
beginning to understand the role of the workplace
and workplace design in new ways of working39.
We all know from personal experience that
the quality of air and lighting in a workplace
can influence productivity. As the need for
effectiveness in complex social interactions
replaces the efficiency demands of routine
work, the psycho-social aspects of the working
environment become significant in influencing
productivity. Layout of primary spaces,
provision of common areas, and meeting and
learning spaces mediate our ability to interact
with colleagues in a visually and emotionally
stimulating environment40&41.
Measuring productivity is notoriously challenging.
Isolating the contribution of workplace design
characteristics from other elements of productivity
is not easy. There are suggestions that knowledge
and understanding of productivity and workplace
design is its infancy. Even so, there is accumulating
evidence that workplace design impacts positively
on workforce performance42.
What is productivity and how