caracteristicile generatiei y

8/12/2019 Caracteristicile Generatiei Y

1/60

Global WorkPlace Innovation


2/60

Global WorkPlace InnovationCopyright 2010, Johnson Controls. Confdential. All Rights Reserved.

Intellectual Property Johnson Controls, Haworth and iDEA.

3

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


3/60



5

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


4/60



7

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


5/60


6/60



11

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


7/60



13

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


8/60

Global WorkPlace Innovation

15

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.


9/60



17

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


10/60



19

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.


11/60



21

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.


12/60



23

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


13/60



25

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.

Who is the Generation Y?


14/60



27

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.


15/60



29

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


16/60



31

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

Who is the Generation Y in China?


17/60



33

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.

Who is the Generation Y in UK?


18/60



35

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


19/60



37

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


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


Working with otherbright, creative people

Interactive Style: Participative Work & Family Life: Balance

Baby Boomers: 19461964


Workaholics

Work efficientlyCrusading causesPersonal fulfillmentDesire qualityQuestion authority

Communications: In person

Work is: An exciting adventureFeedback &Rewards:

Dont appreciate itMoneyTitle recognition

Leadership Style:ConsensualCollegial


You are valuedYou are needed

Interactive Style:Team playerLoves meetings

Work & Family Life:No balanceWork to live

Generation X: 19651980


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


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:


20/60



39

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


21/60



41

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.


22/60



43

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


23/60



45

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


24/60



47

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?


25/60



49

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



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


26/60



51

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


27/60



53

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


28/60



55

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


29/60



57

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


30/60



59

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


Peoplearound


Peoplearound


PeopleAround

PeopleAround

PeopleAround

Top

3

Technol-ogy inoffice


Technol-ogy inoffice


Technolo-gy in the

office


Technolo-gy in the

office


Technolo-gy in the

office


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


31/60



61

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

caracteristicile generatiei y

Documents