Generation Y and the Workplace Annual Report 2010 - Haworth
Generation Y and the Workplace Annual Report 2010 - Haworth
Generation Y and the Workplace Annual Report 2010 - Haworth
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Global WorkPlace Innovation<br />
<strong>Generation</strong> Y <strong>and</strong> <strong>the</strong> <strong>Workplace</strong><br />
<strong>Annual</strong> <strong>Report</strong> <strong>2010</strong>
2<br />
Global WorkPlace Innovation<br />
Contents<br />
LIST OF FIGURES ...................................................5<br />
EXECUTIVE SUMMARY ...........................................7<br />
KEY FINDINGS ....................................................10<br />
INTRODUCTION .................................................13<br />
WHAT IS OXYGENZ .............................................14<br />
Research question .............................................14<br />
WHO ARE THESE YOUNG UPSTARTS? ...................17<br />
WORLD DEMOGRAPHICS .....................................22<br />
WHO IS THE GENERATION Y IN USA ....................24<br />
WHO IS THE GENERATION Y IN INDIA ..................26<br />
WHO IS THE GENERATION Y IN CHINA ................28<br />
WHO IS THE GENERATION Y IN UK ......................30<br />
WHO IS THE GENERATION Y? ..............................32<br />
Digital, Connected, Social ..................................32<br />
Challenging .......................................................32<br />
Scarce ................................................................33<br />
Transformational ...............................................33<br />
DIFFERENCES EMERGE ........................................34<br />
Traditionals .......................................................36<br />
Baby Boomers ....................................................36<br />
<strong>Generation</strong> Y ......................................................37<br />
<strong>Generation</strong> X ......................................................37<br />
METHODOLOGY .................................................38<br />
DESIGN APPROACH ............................................42<br />
BRANDOCRACY ..................................................44<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
OXYGENZ RESULTS .............................................46<br />
Choice Of Company ...........................................48<br />
Location .............................................................50<br />
Travel ................................................................52<br />
Ways Of Working ................................................55<br />
Creativity & Productivity .....................................58<br />
Behind Creativity & Productivity .........................60<br />
Facilities Management........................................62<br />
- Reception & Security ........................................62<br />
- Catering ..........................................................64<br />
Environment ......................................................66<br />
<strong>Workplace</strong> ..........................................................71<br />
- Style ................................................................71<br />
- Lighting ...........................................................74<br />
- Art @ Work ......................................................75<br />
Emotional Engagement ......................................78<br />
Workspace .........................................................80<br />
Social Networking ..............................................84<br />
Collaboration .....................................................86<br />
Technology ........................................................90<br />
How technology is transforming work ................92<br />
CONCLUSION .....................................................94<br />
India ..................................................................98<br />
China .................................................................99<br />
USA .................................................................100<br />
UK ...................................................................101<br />
WHAT ARE THE IMPLICATIONS FOR EMPLOYERS? 103<br />
FOOTNOTES .....................................................106<br />
KEY SPONSORS .................................................110<br />
PARTNERS ........................................................113<br />
AUTHORS .........................................................114<br />
CONTACTS ......................................................117<br />
3
4<br />
Global WorkPlace Innovation<br />
List of Figures<br />
Figure 1: Who are <strong>the</strong> Millennials, aka <strong>Generation</strong> Y? ................................................................................... 19<br />
Figure 2: World Population in 2009 .............................................................................................................. 22<br />
Figure 3: US – Demographic pyramid, 2009 ................................................................................................. 27<br />
Figure 4: India – Demographic pyramid, 2009 ............................................................................................. 28<br />
Figure 5: China – Demographic pyramid, 2009 ............................................................................................ 31<br />
Figure 6: UK – Demographic pyramid, 2009 ................................................................................................ 32<br />
Figure 7: Choice of Company: per age group, all countries ......................................................................... 48<br />
Figure 8: Choice of Company for 18-25 yrs old ........................................................................................... 49<br />
Figure 9: Choice of Company for 18-25 yrs old, key countries .................................................................... 49<br />
Figure 10: Location of <strong>the</strong> office: per country, 18-25 years old .................................................................... 50<br />
Figure 11: Location of <strong>the</strong> office: <strong>Generation</strong> Y vs. <strong>Generation</strong> Y ................................................................. 51<br />
Figure 12: Mode of Transport: all ages, all countries ................................................................................... 52<br />
Figure 13: Mode of Transport: per age group, all countries ......................................................................... 53<br />
Figure 14: Mode of Transport: per country, 18-25 years old ........................................................................ 53<br />
Figure 15: Choice of car per age group ........................................................................................................ 54<br />
Figure 16: Pattern of Work: <strong>Generation</strong> Y 18-25 yrs old, all countries .......................................................... 55<br />
Figure 17: Preferred Level of Mobility: <strong>Generation</strong> Y 18-25 yrs old .................................................. 56<br />
Figure 18: Pattern of Work: <strong>Generation</strong> Y 18-25 yrs old, all countries .......................................................... 56<br />
Figure 19: Flexible Working Pattern – preferred vs. expected: per age group, all countries ......................... 57<br />
Figure 20: Flexible Working Pattern – preferred vs. expected: per country all countries for 18-25 yrs old ... 57<br />
Figure 21: Creativity: per age group, all countries ....................................................................................... 58<br />
Figure 22: Productivity: <strong>Generation</strong> Y, all countries ...................................................................................... 59<br />
Figure 23: Reception Services: <strong>Generation</strong> Y 18-25 yrs old, all countries ..................................................... 62<br />
Figure 24: Level of services across <strong>the</strong> industry sectors, <strong>the</strong> age groups, per country. ................................ 63<br />
Figure 25: Food Facilities on site, <strong>Generation</strong> Y, all countries ...................................................................... 64<br />
Figure 26: Social Facilities on site, <strong>Generation</strong> Y, all countries ..................................................................... 65<br />
Figure 27: Environmental <strong>Workplace</strong>: <strong>Generation</strong> Y 18-25 yrs old, all countries .......................................... 66<br />
Figure 28: Environmental requirements for <strong>the</strong> workplace – per age group, all countries ........................... 67<br />
Figure 29a: Environmental requirements per industry sector, 18-25 years old, per countries ..................... 67<br />
Figure 29b: Environmental requirements per industry sector, 18-25 years old, per industry sector ............ 68<br />
Figure 30: Preferred style in <strong>the</strong> workplace per age group <strong>and</strong> country ....................................................... 72<br />
Figure 31: Colours on <strong>the</strong> wall – 18-25 yrs old, all countries ....................................................................... 71<br />
Figure 32: Style per gender - 18-25 years old .............................................................................................. 73<br />
Figure 33: Finishes per gender – 18-25 years old ........................................................................................ 73<br />
Figure 34: Preferred finishes in <strong>the</strong> workplace per age group <strong>and</strong> country .................................................. 74<br />
Figure 35: Level of Lighting in <strong>the</strong> office ...................................................................................................... 75<br />
Figure 36: Level of Art in <strong>the</strong> workplace - 18-25 yrs old, all countries .......................................................... 76<br />
Figure 37: Preferences for Art in <strong>the</strong> workplace per industry sector, 18-25 years old, all countries ............. 77<br />
Figure 38: Comfort with Space: all respondents – per country ..................................................................... 81<br />
Figure 39: Level of comfort with space, sqm per person, 18-25 years old ................................................... 81<br />
Figure 40: Individual workspace: <strong>Generation</strong> Y 18-25 yrs old, all countries ................................................. 82<br />
Figure 41: Individual space preferred at work, 18-25 years old, per country ............................................... 82<br />
Figure 42: Collaborative Environment: <strong>Generation</strong> Y 18-25 yrs old, all countries ......................................... 86<br />
Figure 43: Access to collaborative spaces, 18-25 years old, per country ..................................................... 87<br />
Figure 44: Choice of collaborative space: per age group ............................................................................. 88<br />
Figure 45: Choice of collaborative space: per industry sector, all ages ........................................................ 89<br />
Figure 46: The Smart <strong>Workplace</strong> 2030 – Johnson Controls © 2009 ......................................................92<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
5
6<br />
Global WorkPlace Innovation<br />
Executive Summary<br />
The advent of <strong>the</strong> <strong>Generation</strong> Y into <strong>the</strong> workplace is bringing new<br />
changes that need to be addressed. The <strong>Generation</strong> Y is, perhaps,<br />
<strong>the</strong> most digitally sophisticated generation we have ever seen.<br />
They are looking for a sustainable environment offering a social<br />
structure within both a physical <strong>and</strong> virtual environment.<br />
The generation Y we studied, as we defined aged between 18 <strong>and</strong> 25, are techno-savvy <strong>and</strong> motivated<br />
<strong>and</strong> <strong>the</strong>y are bringing with <strong>the</strong>m into <strong>the</strong> workplace a load of cultural diversity, habits <strong>and</strong> behaviours<br />
inhibited in <strong>the</strong> way <strong>the</strong>y act, work, communicate, exchange <strong>and</strong> relate to <strong>the</strong>ir environment, people <strong>and</strong><br />
<strong>the</strong>ir management.<br />
This report identifies how important <strong>the</strong> workplace is in attracting, recruiting <strong>and</strong> retaining <strong>Generation</strong><br />
Y workers between <strong>the</strong> age of 18 to 25 years old <strong>and</strong> what factors contribute to talent management.<br />
The report categorises <strong>the</strong> main factors that appeal to <strong>the</strong>m <strong>and</strong> help enhance <strong>the</strong>ir full potential, under<br />
seven categories: Real Estate, Facilities Management, <strong>Workplace</strong>, Workspace, New Ways of Working,<br />
Information Technology <strong>and</strong> Human Resources.<br />
The results prove that:<br />
The <strong>Generation</strong> Y values sustainability. The<br />
<strong>Generation</strong> Y is flexible, mobile, collaborative<br />
<strong>and</strong> unconventional.<br />
The <strong>Generation</strong> Y prioritises opportunities to<br />
learn, work colleagues <strong>and</strong> corporate culture &<br />
value when it comes to deciding for which job<br />
to apply for.<br />
The <strong>Generation</strong> Y prefers workplaces in an<br />
urbanised location with access to social<br />
<strong>and</strong> commercial facilities, good public<br />
Infrastructure <strong>and</strong> <strong>the</strong> ability to use public<br />
transport or drive to work.<br />
The <strong>Generation</strong> Y prioritises collaboration<br />
<strong>and</strong> interaction in <strong>the</strong> workplace <strong>and</strong> requires<br />
particularly access to dedicated team spaces as<br />
well as ample breakout spaces.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
The working environment of <strong>the</strong> <strong>Generation</strong> Y is<br />
a place <strong>the</strong>y emotionally engage with, a space<br />
where <strong>the</strong>y socialise in with o<strong>the</strong>r co workers<br />
<strong>and</strong> a space which supports <strong>the</strong>ir health <strong>and</strong><br />
well being.<br />
The <strong>Generation</strong> Y sees <strong>the</strong> workplace as a very<br />
important factor <strong>and</strong> values it as a place of<br />
learning <strong>and</strong> development.<br />
The <strong>Generation</strong> Y privileges access to <strong>the</strong>ir<br />
own desk ra<strong>the</strong>r than desk sharing or hot<br />
desking (hoteling).<br />
We must attach a great importance to diversity in<br />
our workplaces <strong>and</strong> <strong>the</strong> factors that must be taken<br />
into account when considering workplaces as a<br />
likely strategic weapon in <strong>the</strong> battle to attract <strong>and</strong><br />
retain scarce young talent.<br />
7
8<br />
Executive Summary Continued...<br />
When it comes to Facilities Management (FM), <strong>the</strong><br />
preference of <strong>Generation</strong> Y suggests that FM is<br />
not only about managing buildings, but about<br />
supporting people. FM service delivery will need<br />
to go fur<strong>the</strong>r in <strong>the</strong> future to provide high quality<br />
people focused services.<br />
While <strong>the</strong> financial benefits of flexible working are<br />
clear to business owners, work will have to be done<br />
with <strong>Generation</strong> Y to help <strong>the</strong>m to trade dedicated<br />
desks <strong>and</strong> personalisation for mobility <strong>and</strong> team<br />
oriented spaces. Mobile technology will be an<br />
unavoidable support here.<br />
The workplace can directly support <strong>and</strong> influence<br />
<strong>the</strong> <strong>Generation</strong> Y through a workplace that enables<br />
individuals <strong>and</strong> teams to collaborate <strong>and</strong> engage<br />
with each o<strong>the</strong>r, <strong>and</strong> human resources policies<br />
which actively promote flexible working <strong>and</strong><br />
alternative ways of working:<br />
The workplace is important in attracting <strong>and</strong><br />
retaining <strong>the</strong> <strong>Generation</strong> Y<br />
The type of workplace <strong>and</strong> its location<br />
influences <strong>the</strong> choice of a company<br />
The workspace allocation <strong>and</strong> technological<br />
provisions contribute to productivity <strong>and</strong><br />
creativity<br />
The working arrangements must be flexible<br />
<strong>and</strong> adaptable to satisfy a work life balance<br />
<strong>the</strong>y dem<strong>and</strong><br />
Global WorkPlace Innovation<br />
The workplace must support both formal<br />
<strong>and</strong> informal collaborative engagement <strong>and</strong><br />
interaction<br />
The workplace contributes to <strong>the</strong> level of<br />
emotional engagement of individuals with<br />
<strong>the</strong>ir work<br />
The factors contributing to talent attraction <strong>and</strong><br />
retention are expressed via:<br />
Having <strong>the</strong> right workplace – location, access<br />
Having <strong>the</strong> right workspace – design, layout,<br />
furniture <strong>and</strong> colours <strong>and</strong> style<br />
Having <strong>the</strong> right atmosphere – meeting <strong>and</strong><br />
social spaces for interaction <strong>and</strong> ambiance<br />
Having <strong>the</strong> right technological platform –<br />
technology provisions, mobile devices<br />
We have yet to feel <strong>the</strong> full force of this global<br />
trend. Will <strong>Generation</strong> Y continue to be such a<br />
special generation, feted <strong>and</strong> wooed for <strong>the</strong>ir<br />
talent, if <strong>the</strong> balance of power reverts to employers<br />
as labour markets tighten? Is this new generation<br />
of ‘aliens’ <strong>and</strong> ‘invaders’ really ready to transform<br />
our workplace in mega complexes, social hubs<br />
<strong>and</strong> high tech workspaces? Will employers be<br />
ready <strong>and</strong> engage to support <strong>the</strong>se changes?<br />
It remains crucially important to underst<strong>and</strong> what<br />
things matter most to <strong>the</strong> 18 – 25 years old.<br />
The data reveal a fascinating insight into this<br />
new generation <strong>and</strong> how <strong>the</strong>y are <strong>and</strong> behave<br />
compared to previous one.<br />
Having understood <strong>the</strong>se needs:<br />
Employers will find it near on impossible to<br />
deliver on all <strong>the</strong>ise dem<strong>and</strong>s<br />
Success will be about compromising <strong>and</strong><br />
determining <strong>the</strong> essentialsdetermining <strong>the</strong><br />
essentials<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
• Sustainable: 96% want<br />
an environmentally aware<br />
workplace<br />
• Flexible: 56% prefer to work<br />
flexibly <strong>and</strong> chose when to work<br />
• Mobile: 79% prefer to be mobile<br />
ra<strong>the</strong>r than static workers<br />
• Unconventional: 40% of <strong>the</strong><br />
<strong>Generation</strong> Y would like to take<br />
<strong>the</strong>ir car to go to work, 20%<br />
by public transport <strong>and</strong> 18%<br />
walking!<br />
• Life Long Learning Experience:<br />
The reasons for choosing a<br />
company are:<br />
1: Opportunities for Learning<br />
2: Quality of Life<br />
3: Work Colleagues<br />
• Collaborative: 41% of <strong>the</strong><br />
<strong>Generation</strong> Y prefers to have<br />
access to a team space <strong>and</strong><br />
32% prefers breakout spaces<br />
ra<strong>the</strong>r than a conventional<br />
meeting room<br />
9
10<br />
Travel:<br />
Key findings per category<br />
The UK: a nation of walkers<br />
The US <strong>and</strong> India: The car comes first<br />
China: Public transport is a prime choice<br />
Location:<br />
China: The highest dem<strong>and</strong> for rural settings<br />
The UK: Back to <strong>the</strong> City <strong>and</strong> urban settings<br />
India: <strong>Workplace</strong>s must be located in urban<br />
setting to attract <strong>the</strong> younger generations<br />
New Ways of Working:<br />
The generation Y is a flexible workforce with a<br />
high level of mobility<br />
Young Women (18-25 years old) prefer more<br />
flexibility than men<br />
The 46-55 years old are <strong>the</strong> age group<br />
preferring <strong>the</strong> most flexible working<br />
The UK <strong>and</strong> <strong>the</strong> US <strong>Generation</strong> Y prefer to work<br />
far more flexibly, while China <strong>and</strong> India expect<br />
to work flexibly<br />
Global WorkPlace Innovation<br />
Creativity <strong>and</strong> Productivity:<br />
Creativity <strong>and</strong> Productivity:<br />
Creativity is all about having <strong>the</strong> right PEOPLE<br />
around<br />
Productivity is all about having <strong>the</strong> right<br />
TECHNOLOGY around<br />
The magic formula is: Technology + Ambiance<br />
& Atmosphere + People = a creative <strong>and</strong><br />
productive workplace<br />
FM support services:<br />
The 18-25 years old are <strong>the</strong> most dem<strong>and</strong>ing<br />
generation<br />
India has <strong>the</strong> most dem<strong>and</strong>ing workforce<br />
Media <strong>and</strong> Finance sectors are <strong>the</strong> most<br />
dem<strong>and</strong>ing industry sectors<br />
Women are more dem<strong>and</strong>ing than Men<br />
Social Spaces:<br />
For <strong>the</strong> <strong>Generation</strong> Y, <strong>the</strong> workplace is a social<br />
construction <strong>and</strong> work is social:<br />
Going to work is about meeting people <strong>and</strong><br />
socialising within <strong>the</strong> working community<br />
The <strong>Generation</strong> Y is a sporty <strong>and</strong> social<br />
generation: <strong>the</strong>re is a high dem<strong>and</strong> for sport<br />
<strong>and</strong> social facilities on site.<br />
Environment <strong>and</strong> Sustainability:<br />
It is about looking for a green deal at work<br />
Being Green – Working Green – Living Green:<br />
The generation Y is an environmentally<br />
friendly workforce<br />
The older generations are far greener than <strong>the</strong><br />
younger generations<br />
The <strong>Generation</strong> Y demonstrates a green<br />
aspiration through <strong>the</strong>ir journey to <strong>and</strong> through<br />
work: office location, mean of transport, ways<br />
of working, green policies…<br />
<strong>Workplace</strong>:<br />
The <strong>Generation</strong> Y is an emotionally engaged<br />
workforce:<br />
Colours should be subtle <strong>and</strong> not too intense<br />
The light should be natural ra<strong>the</strong>r than artificial,<br />
calling for wide windows <strong>and</strong> openings<br />
Finishes should be soft <strong>and</strong> made out of natural<br />
<strong>and</strong> warm materials, ra<strong>the</strong>r than hard material<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Style:<br />
Style matters <strong>and</strong> should be modern ra<strong>the</strong>r<br />
than contemporary<br />
Women are more attracted to modern interior<br />
than Men<br />
Men are more attracted to minimalist interiors<br />
than Women<br />
Art should be present in <strong>the</strong> office, but not too<br />
much of it!<br />
Workspace:<br />
They need to identify to <strong>and</strong> feel <strong>the</strong>y own <strong>the</strong>ir<br />
workspace<br />
The large majority still want to have <strong>the</strong>ir<br />
own desk<br />
Less than a 1/5th are happy to share a desk<br />
Men are more comfortable in wider space<br />
than women<br />
Collaboration:<br />
The <strong>Generation</strong> Y is team focused <strong>and</strong> places a<br />
great importance on work with <strong>and</strong> amongst a<br />
team:<br />
The Art & Design industry is <strong>the</strong> most eager<br />
to collaborate <strong>and</strong> Engineering industry is <strong>the</strong><br />
most team focused industry<br />
China has <strong>the</strong> highest dem<strong>and</strong> for breakout<br />
spaces combined with <strong>the</strong> highest preference<br />
for shared <strong>and</strong> hot desks<br />
35-44 years old have <strong>the</strong> least requirement for<br />
formal meeting rooms<br />
Dr. Marie Puybaraud<br />
Johnson Controls<br />
Director Global WorkPlace Innovation<br />
www.globalworkplaceinnovation.com<br />
11
12<br />
Global WorkPlace Innovation<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Introduction<br />
The <strong>Generation</strong> Y:<br />
Like How They Work - Work<br />
How They Like?<br />
The newest <strong>and</strong> youngest members of work forces<br />
all over <strong>the</strong> world are making <strong>the</strong>ir presence felt,<br />
causing businesses to re-think <strong>the</strong>ir working<br />
practices <strong>and</strong> adapt <strong>the</strong>ir working environment<br />
to this breed of employees <strong>and</strong> managers.<br />
<strong>Generation</strong> Y is perceived as invading <strong>the</strong><br />
workplace, arriving like unruly <strong>and</strong> energetic guests<br />
at a stuffy country house party <strong>and</strong> shocking <strong>the</strong><br />
house guests who are already <strong>the</strong>re. And <strong>the</strong>y are<br />
bringing outsize luggage in <strong>the</strong> form of multiple<br />
digital technologies, <strong>the</strong>ir social networks, <strong>the</strong>ir<br />
tech-savvy culture, new ways of contemplating<br />
work, new managerial forms.<br />
Who is this generation of “invaders” <strong>and</strong><br />
“transformers”? How will <strong>the</strong>y or not modify our<br />
working environment? What are <strong>the</strong>y expecting<br />
from <strong>the</strong>ir employer, <strong>the</strong>ir work in <strong>the</strong>ir workplace<br />
<strong>and</strong> <strong>the</strong>ir way of working?<br />
13
What is...<br />
14 15<br />
Global WorkPlace Innovation<br />
OXYGENZ is a large-scale research<br />
project, which will make a significant<br />
contribution to companies’ knowledge<br />
on how <strong>the</strong>y might use <strong>the</strong>ir real estate<br />
<strong>and</strong> facilities as strategic assets to<br />
attract <strong>and</strong> retain scarce talent. We<br />
must attach a great importance to<br />
diversity in our workplaces <strong>and</strong> <strong>the</strong><br />
factors that must be taken into account<br />
when considering workplace as a likely<br />
strategic weapon in <strong>the</strong> battle to attract<br />
<strong>and</strong> retain scarce young talent.<br />
5,375<br />
And from<br />
various key<br />
industry<br />
sectors we<br />
want to study:<br />
respondents<br />
including:<br />
Businesses have to compete to attract, develop, deploy<br />
<strong>and</strong> retain <strong>the</strong> services of skilled people. It is crucially<br />
important to underst<strong>and</strong> what matters to <strong>the</strong>m. In<br />
particular, we need to underst<strong>and</strong> what things matter<br />
most to <strong>Generation</strong> Y <strong>and</strong> <strong>the</strong> <strong>Generation</strong> X, <strong>the</strong><br />
youngest <strong>and</strong> newly entrants in <strong>the</strong> workplace.<br />
This is exactly what Oxygenz seeks to find out.<br />
Oxygenz is an international research project,<br />
ga<strong>the</strong>ring rich data on <strong>Generation</strong> Y’s preferences<br />
around ways of working <strong>and</strong> workspace design.<br />
3,011(18 - 25-year-olds)<br />
1,298 (26 - 35-year-olds)<br />
396 (36 - 45-year-olds)<br />
The worldwide survey includes special samples from:<br />
US:1,217<br />
India: 897 China: 660<br />
690<br />
Engineering<br />
491<br />
Information<br />
Technology<br />
{<br />
625<br />
551<br />
UK:607<br />
Media, Marketing<br />
& Communication<br />
Art & Design<br />
Research Question:<br />
Germany: 256<br />
736<br />
Finance<br />
<strong>Generation</strong> Y <strong>and</strong> <strong>the</strong> <strong>Workplace</strong> is a research<br />
project that seeks to underst<strong>and</strong> <strong>the</strong><br />
importance <strong>the</strong> 18 to 25 years old attach to<br />
<strong>the</strong>ir future workplace.<br />
How important is <strong>the</strong> workplace in attracting,<br />
recruiting <strong>and</strong> retaining <strong>Generation</strong> Y<br />
workers <strong>and</strong> what factors contribute to<br />
talent management per industry sector,<br />
country <strong>and</strong> gender?
16<br />
A rising <strong>and</strong> powerful future workforce of <strong>the</strong> 21st century:<br />
For <strong>the</strong> first time ever, in workplaces around <strong>the</strong> world,<br />
we underst<strong>and</strong> that four generations are working toge<strong>the</strong>r.<br />
Known as <strong>Generation</strong> Y (aged 15-29), <strong>the</strong>y are <strong>the</strong> current<br />
entrants into global workforce <strong>and</strong> estimated at:<br />
1.7 billion worldwide,<br />
representing 25.5% of <strong>the</strong> world population<br />
Global WorkPlace Innovation<br />
Who are <strong>the</strong>se young upstarts?<br />
The newest <strong>and</strong> youngest members of work<br />
forces all over <strong>the</strong> world are making <strong>the</strong>ir<br />
presence felt, causing many businesses to rethink<br />
<strong>the</strong>ir working practices.<br />
Baby Boomers, <strong>the</strong> post-world war II generation<br />
associated with social change, are beginning to<br />
retire in large numbers, taking <strong>the</strong>ir knowledge<br />
<strong>and</strong> experience with <strong>the</strong>m. There are not enough<br />
of <strong>the</strong> new generation to replace this deficit, so<br />
<strong>the</strong>ir knowledge <strong>and</strong> skills are in dem<strong>and</strong>.<br />
There is ano<strong>the</strong>r major reason why <strong>the</strong> generation<br />
Y is grabbing attention. Many commentators are<br />
claiming that <strong>Generation</strong> Y, as <strong>the</strong>se young people<br />
are often called, are setting off a new wave of<br />
social <strong>and</strong> business transformation.<br />
For <strong>the</strong> purpose of this study, we decided to study<br />
<strong>the</strong> <strong>Generation</strong> Y aged between eighteen <strong>and</strong><br />
twenty-five, although some people include those<br />
born from 1980 onwards, putting <strong>the</strong> upper limit<br />
at twenty-eight. In our view, <strong>the</strong>re are at least six<br />
reasons why we need to underst<strong>and</strong> <strong>the</strong>m <strong>and</strong><br />
how <strong>the</strong>y relate to work. They are a remarkable<br />
generation, <strong>and</strong> here is why...<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
The demographic data indicate that <strong>the</strong>re<br />
are not enough of <strong>the</strong>m coming in to <strong>the</strong><br />
workforce.<br />
They are transformational – <strong>the</strong>y have grown in<br />
a different world to <strong>the</strong>ir parents – surrounded<br />
by modern technologies <strong>and</strong> a society of<br />
consumerism.<br />
They do things differently – modern<br />
educational curricula have brought a wave of<br />
transformation in <strong>the</strong>ir life.<br />
They are challenging – this is <strong>the</strong> most<br />
commonly agreed threat about this generation,<br />
but yet it has not been proved.<br />
They are techno-savvy – <strong>the</strong> 20th <strong>and</strong> 21st<br />
centuries have brought <strong>and</strong> will continue to<br />
bring <strong>the</strong> most terrifying <strong>and</strong> transformational<br />
technological solutions to our world.<br />
They are agile – multi-taskers – <strong>the</strong>ir agility<br />
to do different things at <strong>the</strong> same time is well<br />
known, but it does not mean it makes <strong>the</strong>m<br />
more efficient in <strong>the</strong> way <strong>the</strong>y work.<br />
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18<br />
workplace divas…<br />
energy…<br />
innovation…<br />
challenging…<br />
intellectual challenge…<br />
a new reality from work…<br />
working flexibly…<br />
full of contradictions…<br />
conservatist…<br />
non-conformist…<br />
tech savvy…<br />
value driven…<br />
money grabbing…<br />
Global WorkPlace Innovation<br />
The <strong>Generation</strong> Y apparently believes <strong>the</strong>y<br />
can achieve anything. They have been called<br />
‘workplace divas’ 1&6 , millenials, homo zappiens…<br />
even Genys! But some say <strong>the</strong>y even are ‘high<br />
maintenance, high risk <strong>and</strong> high output’ 2&7 . They<br />
are strongly team-focused, collaborative, <strong>and</strong> seek<br />
meaning in work <strong>and</strong> opportunity to learn.<br />
But also:<br />
They are now under more financial threats<br />
than <strong>the</strong> previous generations since <strong>the</strong><br />
2008 <strong>and</strong> 2009 crisis<br />
They have grown up with green issues into<br />
<strong>the</strong>ir society, but <strong>the</strong>re is no evidence that it<br />
is actually embedded in <strong>the</strong>ir culture<br />
They are more urban focused, <strong>and</strong> even more<br />
in <strong>the</strong> future with <strong>the</strong> growth of urbanisation<br />
They quickly buy into new concepts <strong>and</strong><br />
ideas while new technologies become more<br />
affordable, <strong>and</strong> invade our market at a fast pace<br />
Here is an entire cohort secure<br />
in <strong>the</strong> knowledge that <strong>the</strong>ir wellto-do<br />
Boomer parents can bail<br />
<strong>the</strong>m out of financial difficulty.<br />
If <strong>the</strong>y don’t like <strong>the</strong>ir job <strong>the</strong>y<br />
can, <strong>and</strong> do, chuck it in <strong>and</strong> head<br />
back to live with <strong>the</strong>ir parents.<br />
The Impact of Digitalization – a<br />
generation apart, KPMG International<br />
Research <strong>Report</strong>, 2007.<br />
The majority of <strong>the</strong> sources describe <strong>the</strong><br />
<strong>Generation</strong> Y as consumers, colleagues,<br />
employees, managers, <strong>and</strong> technological<br />
<strong>and</strong> social innovators. The sources explore<br />
communication styles, values, motivations, <strong>and</strong><br />
characteristics, but not many studies focus on<br />
<strong>the</strong> aspirations of this young generation about<br />
<strong>the</strong>ir future working environment. Although <strong>the</strong>y<br />
bring energy <strong>and</strong> innovation to <strong>the</strong> workplace,<br />
Demographics<br />
No definitive agreement on birth<br />
years; experts say somewhere<br />
between 1978 <strong>and</strong> 1995; most<br />
say 1981 to 1993<br />
Children of Baby Boomers<br />
Younger siblings of Gen Xers<br />
Largest generation (75 million)<br />
after <strong>the</strong> Boomers (80 million),<br />
compared to <strong>the</strong> Gen Xers (40<br />
million)<br />
38% of millennials identify<br />
<strong>the</strong>mselves as “non-white”<br />
Positioned in history to be <strong>the</strong><br />
next “Hero generation”<br />
Figure 1: Who are <strong>the</strong> Millennials, aka <strong>Generation</strong> Y?<br />
Source: Deloitte Consulting (2005). Who Are The Millennials, aka <strong>Generation</strong> Y?<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Tech-savvy<br />
Connected…24/7<br />
Self-confident<br />
Optimistic<br />
Hopeful<br />
Independent<br />
Comfortably self-reliant<br />
Determined<br />
Goal oriented<br />
Success driven<br />
Lifestyle centered<br />
Diverse<br />
Inclusive<br />
Global, civic- <strong>and</strong><br />
community-minded<br />
Pulling toge<strong>the</strong>r<br />
Service oriented<br />
Entrepreneurial<br />
<strong>the</strong> <strong>Generation</strong> Y is challenging to manage. They<br />
appreciate clear direction, dem<strong>and</strong> immediate<br />
feedback on performance, expect to be consulted<br />
<strong>and</strong> included in management decisions, <strong>and</strong><br />
dem<strong>and</strong> constant intellectual challenge.<br />
The <strong>Generation</strong> Y is dem<strong>and</strong>ing, as a right, a new<br />
reality from work. They insist on working flexibly,<br />
choosing when <strong>and</strong> where to work.<br />
Millennials at work<br />
Work well with friends <strong>and</strong> on<br />
teams<br />
Collaborative, resourceful,<br />
innovative thinkers<br />
Love a challenge<br />
Seek to make a difference<br />
Want to produce something<br />
worthwhile<br />
Desire to be a hero<br />
Impatient<br />
Comfortable with speed <strong>and</strong><br />
change<br />
Thrive on flexibility <strong>and</strong> space to<br />
explore<br />
Partner well with mentors<br />
Value guidance<br />
Expect respect<br />
19
20<br />
Although <strong>the</strong>y bring energy <strong>and</strong> innovation to<br />
<strong>the</strong> workplace, <strong>the</strong> <strong>Generation</strong> Y is challenging to<br />
manage. They appreciate clear direction, dem<strong>and</strong><br />
immediate feedback on performance, expect to be<br />
consulted <strong>and</strong> included in management decisions,<br />
<strong>and</strong> dem<strong>and</strong> constant intellectual challenge.<br />
However most employees would dem<strong>and</strong> <strong>the</strong> same,<br />
generation Y or not!<br />
There are at least three reasons why we need to<br />
underst<strong>and</strong> <strong>Generation</strong> Y:<br />
For a start, <strong>the</strong>re are not enough of <strong>the</strong>m. At<br />
least that is <strong>the</strong> case in <strong>the</strong> US, UK <strong>and</strong> Europe.<br />
As <strong>the</strong> Baby Boomers retire, <strong>the</strong>re are millions<br />
fewer young people to replace <strong>the</strong>m.<br />
What’s more, <strong>the</strong>y are a highly educated<br />
<strong>and</strong> skilled generation. Their already scarce<br />
skills are even more in dem<strong>and</strong> in today’s<br />
globally networked, creative <strong>and</strong> knowledge<br />
economies. <strong>Generation</strong> Y’s skills <strong>and</strong> potential<br />
are crucial if economies are to move up <strong>the</strong><br />
value chain.<br />
The next reason to underst<strong>and</strong> <strong>the</strong>m is <strong>the</strong> way<br />
<strong>the</strong>y use communication technologies, which<br />
is creating both challenges <strong>and</strong> opportunities<br />
in <strong>the</strong> workplace . Having grown up in <strong>the</strong><br />
Internet age, members of <strong>the</strong> <strong>Generation</strong> Y are<br />
furious digital innovators.<br />
Global WorkPlace Innovation<br />
Manuel Castells, <strong>the</strong> renowned sociologist, <strong>and</strong> his<br />
colleagues see <strong>the</strong> emergence of a new trend in<br />
global youth culture, which <strong>the</strong>y call ‘networked<br />
sociability’. Digitally connected or face-to-face,<br />
networked sociability is driving <strong>the</strong> <strong>Generation</strong> Y to<br />
form peer groups that become <strong>the</strong> context for<br />
<strong>the</strong>ir individual <strong>and</strong> collective behaviour 5 .<br />
We know that <strong>the</strong> <strong>Generation</strong> Y is significant in<br />
our society. What else do we know about <strong>the</strong>m?<br />
Why are <strong>the</strong>y all that different from <strong>the</strong>ir older<br />
colleagues? How do <strong>the</strong>y relate to <strong>the</strong>ir future<br />
working environment.<br />
New technologies platforms like Web 2.0 have<br />
been adopted by entire generations... <strong>the</strong> internet,<br />
podcasting, Twitter, Facebook, YouTube, Google,<br />
MSN <strong>and</strong> SMS are continuously on <strong>the</strong> mind of<br />
<strong>the</strong> <strong>Generation</strong> Y. But it also infiltrates o<strong>the</strong>r<br />
older generations, not only <strong>the</strong> <strong>Generation</strong> Y.<br />
The majority of <strong>the</strong> sources describe <strong>Generation</strong> Y<br />
as consumers, colleagues, employees, managers,<br />
<strong>and</strong> technological <strong>and</strong> social innovators. The sources<br />
explore communication styles, values, motivations, <strong>and</strong><br />
characteristics, but not many focus on <strong>the</strong> aspirations for<br />
<strong>the</strong>ir working environment.<br />
The <strong>Generation</strong> Y are full of<br />
contradictions, or at least what<br />
is written about <strong>the</strong>m is. They<br />
think like entrepreneurs <strong>and</strong> value<br />
relationships, are tech-savvy <strong>and</strong><br />
creative, <strong>and</strong> are environmentally<br />
conscious <strong>and</strong> mobile 8 . They will in<br />
<strong>the</strong> future place a high premium on<br />
job security 9 <strong>and</strong> <strong>the</strong>y apparently<br />
currently job-hop. They are valuedriven<br />
<strong>and</strong> money-grabbing (due<br />
to being saddled with high student<br />
loans) 10 . They are conservative 11 <strong>and</strong><br />
non-conformist 12 .<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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22<br />
World Demographics<br />
As economies <strong>and</strong> businesses become more knowledge-intensive, knowledge <strong>and</strong> skills are at a<br />
premium. The fact that <strong>the</strong>re are not enough of <strong>the</strong>m only makes <strong>the</strong>ir talents even more attractive.<br />
Apparently <strong>the</strong>re is a dearth of <strong>Generation</strong> Y entering <strong>the</strong> workforce in Western Europe 13 . In <strong>the</strong> UK, for<br />
example, <strong>the</strong>y are <strong>the</strong> smallest of <strong>the</strong> generations in <strong>the</strong> current total population. Increasing numbers of<br />
<strong>the</strong>m are highly educated <strong>and</strong> <strong>the</strong>ir talents, as in <strong>the</strong> rest of <strong>the</strong> world, are in dem<strong>and</strong>.<br />
Figure 2: World Population in 2009<br />
Source: U.S. Census Bureau, International Data Base 14<br />
Worldwide In 2009, if we consider <strong>the</strong> wider definition of <strong>the</strong> generation Y (15-29 years old) <strong>and</strong> rely on<br />
current statistical database of <strong>the</strong> US Census Bureau, <strong>the</strong> wider <strong>Generation</strong> Y represents 25.47% of <strong>the</strong><br />
world population, <strong>the</strong> wider <strong>Generation</strong> X (30 to 44) represents 21.32% of <strong>the</strong> population. The first of <strong>the</strong><br />
Baby Boomers (45-64 years old) represent 18.55% of <strong>the</strong> world population <strong>and</strong> are due to retire in large<br />
numbers, starting in 2004, taking <strong>the</strong>ir knowledge <strong>and</strong> experience with <strong>the</strong>m. Countries such as Canada,<br />
Australia, <strong>and</strong> <strong>the</strong> United States could lose more than a third of <strong>the</strong>ir government employees by <strong>2010</strong> 15 .<br />
Worldwide, within <strong>the</strong> age group which we research, <strong>the</strong>y are more males than females, especially<br />
amongst <strong>the</strong> young generation (below 25 years old), while <strong>the</strong> older generation (above 50 years old) has<br />
more females than males.<br />
Global WorkPlace Innovation<br />
<strong>Generation</strong>s Population % Of World Population<br />
Gen Y - 15-29 years old 1,723,911,077.00 25.47<br />
Gen x - 30-44 year old 1,442,951,791.00 21.32<br />
Baby Boomers - 5 - 64 years old 1,233,836,150.00 18.56<br />
Traditionalists - 65-74 years old 316,330,067.00 4.67<br />
The world population increased from 3 billion<br />
in 1959 to 6 billion by 1999, a doubling that<br />
occurred over 40 years. The Census Bureau’s<br />
latest projections imply that population<br />
growth will continue into <strong>the</strong> 21st century,<br />
although more slowly. The world population<br />
is projected to grow from 6 billion in 1999 to<br />
9 billion by 2043, an increase of 50 percent<br />
that is expected to require 44 years. The<br />
world population growth rate rose from<br />
about 1.5 percent per year from 1950-51 to<br />
a peak of over 2 percent in <strong>the</strong> early 1960s<br />
due to reductions in mortality. Growth rates<br />
<strong>the</strong>reafter started to decline due to rising age<br />
at marriage as well as increasing availability<br />
<strong>and</strong> use of effective contraceptive methods.<br />
Note that changes in population growth have<br />
not always been steady. A dip in <strong>the</strong> growth<br />
rate from1959-1960, for instance, was due to<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
<strong>the</strong> Great Leap Forward in China. During that<br />
time, both natural disasters <strong>and</strong> decreased<br />
agricultural output in <strong>the</strong> wake of massive<br />
social reorganization caused China’s death rate<br />
to rise sharply <strong>and</strong> its fertility rate to fall by<br />
almost half.<br />
In addition to growth rates, ano<strong>the</strong>r way to<br />
look at population growth is to consider annual<br />
changes in <strong>the</strong> total population. The annual<br />
increase in world population peaked at about<br />
88 million in <strong>the</strong> late 1980s. The peak occurred<br />
<strong>the</strong>n, even though annual growth rates were<br />
past <strong>the</strong>ir peak in <strong>the</strong> late 1960s, because <strong>the</strong><br />
world population was higher in <strong>the</strong> 1980s than<br />
in <strong>the</strong> 1960s.’<br />
Source: U.S. Census Bureau, Population Division<br />
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24<br />
Who is <strong>the</strong> <strong>Generation</strong> Y?<br />
Digital, Connected, Social<br />
They have grown up with <strong>the</strong> Internet <strong>and</strong> mobile<br />
communications. They are digitally, globally,<br />
<strong>and</strong> constantly connected. They are driving how<br />
mobile communication technologies are used,<br />
initiating social behaviours that are transmitted<br />
to o<strong>the</strong>r generations.<br />
<strong>Generation</strong> Y are supposed to be able to<br />
navigate vast amounts of data, use multiple<br />
digital devices simultaneously <strong>and</strong> parallelprocess<br />
multiple stimuli. They are networked,<br />
collaborative <strong>and</strong> highly social, expecting to be<br />
constantly connected to <strong>the</strong>ir social networks,<br />
within <strong>and</strong> beyond company boundaries, <strong>and</strong> to<br />
work within a sociable environment with o<strong>the</strong>r<br />
people. <strong>Generation</strong> Y’s rapid take-up of digital<br />
technologies, how <strong>the</strong>y use <strong>the</strong>m, <strong>and</strong> how <strong>the</strong>y<br />
prefer to work is challenging for business.<br />
<strong>Generation</strong> Y’s rapid take-up of digital<br />
technologies, how <strong>the</strong>y use <strong>the</strong>m, <strong>and</strong> how <strong>the</strong>y<br />
prefer to work is challenging for business 34 .<br />
Challenging<br />
Global WorkPlace Innovation<br />
Part of <strong>the</strong> challenge is to manage practices.<br />
The <strong>Generation</strong> Y is said to appreciate clear<br />
direction, dem<strong>and</strong> immediate feedback on<br />
performance, expect to be consulted <strong>and</strong> included<br />
in management decisions, <strong>and</strong> dem<strong>and</strong> constant<br />
intellectual challenge, opportunities for learning,<br />
<strong>and</strong> meaningful work.<br />
Part of <strong>the</strong> challenge is to manage attitudes. Older<br />
managers might see technologies such as instant<br />
messaging, text messaging, blogging, social<br />
networking <strong>and</strong> multi-player games as a waste of<br />
time <strong>and</strong> a distraction from work.<br />
The <strong>Generation</strong> Y is dem<strong>and</strong>ing a new reality from<br />
work. They want to work flexibly, choosing when<br />
<strong>and</strong> where to work.<br />
Scarce<br />
In all countries around <strong>the</strong> world, <strong>the</strong>re are not<br />
enough of <strong>the</strong>m.<br />
This is true even in countries like <strong>the</strong> US, where<br />
<strong>the</strong>y are <strong>the</strong> largest generation since <strong>the</strong> Baby<br />
Boomers - The post World War II generation<br />
responsible for social change <strong>and</strong> unprecedented<br />
wealth creation. The problem is that <strong>the</strong> first<br />
of <strong>the</strong> Baby Boomers were due to retire in large<br />
numbers starting in 2008, <strong>and</strong> are taking <strong>the</strong>ir<br />
knowledge <strong>and</strong> experience with <strong>the</strong>m. Countries<br />
such as Canada, Australia, <strong>and</strong> <strong>the</strong> United States<br />
could lose more than a third of <strong>the</strong>ir government<br />
employees by <strong>2010</strong> 35 .<br />
In India, <strong>the</strong> <strong>Generation</strong> Y makes up more than<br />
half of <strong>the</strong> population. Despite <strong>the</strong> large potential<br />
workforce, not all are ‘employment ready’ <strong>and</strong> so<br />
<strong>the</strong>ir talents are in short supply. There is a dearth<br />
of <strong>the</strong>m entering <strong>the</strong> workforce in Western Europe.<br />
In <strong>the</strong> UK, for example, <strong>the</strong>y are <strong>the</strong> smallest of<br />
<strong>the</strong> generations in <strong>the</strong> current total population.<br />
Increasing numbers of <strong>the</strong>m are highly educated<br />
<strong>and</strong> <strong>the</strong>ir talents, as in <strong>the</strong> rest of <strong>the</strong> world, are<br />
in dem<strong>and</strong>. Also, as economies <strong>and</strong> businesses<br />
become more knowledge-intensive, knowledge<br />
<strong>and</strong> skills are at a premium. The fact that <strong>the</strong>re are<br />
not enough of <strong>the</strong>m only makes <strong>the</strong>ir talents even<br />
more attractive than <strong>the</strong>y already are.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Transformational<br />
Wherever <strong>the</strong>y are in <strong>the</strong> world <strong>and</strong> no matter<br />
how large or small <strong>the</strong>ir numbers, <strong>the</strong> signs are<br />
that <strong>the</strong>y are setting off a new wave of social <strong>and</strong><br />
business transformation that will equal or surpass<br />
what <strong>the</strong> Baby Boomers achieved.<br />
This is because <strong>the</strong>y have grown up with <strong>the</strong><br />
Internet <strong>and</strong> mobile communications <strong>and</strong> are<br />
digitally, globally <strong>and</strong> constantly connected.<br />
They are driving how mobile communication<br />
technologies are used, <strong>and</strong> <strong>the</strong>y are setting<br />
behavioural trends that ripple through <strong>and</strong><br />
influence social behaviour in o<strong>the</strong>r generations.<br />
25
26<br />
Global WorkPlace Innovation<br />
Who is <strong>the</strong> <strong>Generation</strong> Y in <strong>the</strong> USA?<br />
In all countries around <strong>the</strong> world, <strong>the</strong>re are apparently too few of <strong>the</strong>m. This is true even in countries like<br />
<strong>the</strong> US, where <strong>the</strong>y are <strong>the</strong> largest generation since <strong>the</strong> Baby Boomers - The post-World War II generation<br />
responsible for social change <strong>and</strong> unprecedented wealth creation. According to <strong>the</strong> 2006 CIA World<br />
Fact book, around 27% of <strong>the</strong> world’s population is below 15 years of age. Tammy Ericsson (http://<br />
tammyerickson.com), writer about <strong>the</strong> <strong>Generation</strong> Y in <strong>the</strong> US, argues that <strong>Generation</strong> Y will dominate<br />
<strong>the</strong> workforce for <strong>the</strong> next forty years <strong>and</strong> beyond.<br />
In 2005 in <strong>the</strong> US, <strong>the</strong> <strong>Generation</strong> Y was <strong>the</strong> fastest-growing segment of <strong>the</strong> workforce — growing from<br />
14% of <strong>the</strong> workforce to 21% over <strong>the</strong> past four years to nearly 32 million workers.<br />
1 in 5 young adults between <strong>the</strong> ages of 18 <strong>and</strong> 29 is unemployed, compared with a 7 percent<br />
unemployment rate for those over age 30. Twenty-somethings are also graduating from college with<br />
more debt than <strong>the</strong>ir predecessors did <strong>and</strong> taking jobs that don’t always come with health insurance<br />
(20). Some even said that America’s younger generation is in jeopardy.<br />
Figure 3: USA – Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base<br />
“Despite <strong>the</strong>ir shaky finances <strong>and</strong> breezy approach to workplace dem<strong>and</strong>s, <strong>the</strong> cohort’s strong affinity<br />
for personal fame <strong>and</strong> wealth are likely to translate into serious financial clout over time, to <strong>the</strong> tune of<br />
some $3.5 trillion by middle age. A penchant for instant gratification <strong>and</strong> customizable products, along<br />
with dem<strong>and</strong> for socially responsible corporate policies.”<br />
The Adults of <strong>Generation</strong> Y in <strong>the</strong> U.S.: Hitting <strong>the</strong> Demographic, Lifestyle <strong>and</strong> Marketing Mark, 2008,<br />
http://www.marketresearch.com<br />
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28<br />
Who is <strong>the</strong> <strong>Generation</strong> Y in India?<br />
In India, <strong>the</strong>y make up <strong>the</strong> more than half of <strong>the</strong><br />
population. Despite <strong>the</strong> large potential workforce,<br />
not all are ‘employment ready’ <strong>and</strong> so <strong>the</strong>ir talents<br />
are in short supply. The <strong>Generation</strong> Y in India is<br />
a remarkable group that is ambitious, optimistic,<br />
embraces change <strong>and</strong> have a clear sense of where<br />
<strong>the</strong>y are headed. Most are ‘entrepreneurial <strong>and</strong><br />
business savvy, as well as technologically capable<br />
<strong>and</strong> connected 21 .<br />
With about half of India’s one billion people under<br />
<strong>the</strong> age of 25, <strong>Generation</strong> Y in India is <strong>the</strong> world’s<br />
largest. Positioned in a time of exciting <strong>and</strong> rapid<br />
economic growth in <strong>the</strong> country, <strong>the</strong>y are keen to<br />
participate in <strong>the</strong> country’s future <strong>and</strong> success. The<br />
country’s recent parliament elections saw a huge<br />
turnout of <strong>Generation</strong> Y population, demonstrating<br />
<strong>the</strong>ir ambition to take <strong>the</strong> country forward.<br />
Figure 4: India – Demographic pyramid, 2009 25<br />
Source: U.S. Census Bureau, International Data Base<br />
Global WorkPlace Innovation<br />
Highly competitive, <strong>Generation</strong> Y is more than<br />
ever before seeking higher education <strong>and</strong> l<strong>and</strong>ing<br />
jobs in multi-national companies in areas such as<br />
IT, back office operations, media, strategy <strong>and</strong><br />
management positions. With opportunities aplenty<br />
in <strong>the</strong> current economy, <strong>the</strong>y are also job-hopping,<br />
something not seen in <strong>the</strong>ir parents’ generation.<br />
“Gen Ys expect challenging work assignments,<br />
accelerated career growth, socially responsible<br />
workplaces, flexible work environments, freedom,<br />
<strong>and</strong> collaboration <strong>and</strong> innovation from <strong>the</strong>ir jobs<br />
<strong>and</strong> employers.”<br />
R. Anish, Intel’s South Asia HR Director 22<br />
Research indicates that as employees, <strong>the</strong> <strong>Generation</strong> Y ‘value work life balance more than any o<strong>the</strong>r<br />
generation’ 23 . Level of engagement among <strong>Generation</strong> Y employees in India was found to be about <strong>the</strong> same as<br />
<strong>the</strong> o<strong>the</strong>r generations, making <strong>the</strong>m an exception compared to <strong>the</strong>ir cohorts around <strong>the</strong> world. While <strong>the</strong>y are<br />
willing to work in shifts to support global operations, <strong>the</strong>y are averse to working long hours 24 .<br />
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30<br />
Global WorkPlace Innovation<br />
Who is <strong>the</strong> <strong>Generation</strong> Y in China?<br />
China’s <strong>Generation</strong> Y is composed of<br />
approximately 200 million 15 to 25 year olds. Like<br />
<strong>the</strong>ir peers around <strong>the</strong> world, <strong>the</strong>y are a techsavvy,<br />
ambitious, multi-tasking, better educated,<br />
openminded,<br />
individualist cohort that is seeing <strong>the</strong><br />
country transform from a communist government<br />
into an emerging global capitalist market. They are<br />
‘significantly more entrepreneurial <strong>and</strong> capitalistic<br />
than <strong>the</strong>ir parent generation’ 26 .<br />
The <strong>Generation</strong> Y has a large exposure to <strong>the</strong><br />
technological advances in China’s present day,<br />
<strong>the</strong>y are connected to <strong>the</strong> internet, mobile <strong>and</strong><br />
social networking websites. Heavily influenced by<br />
Western culture, <strong>the</strong>y generally know more about<br />
Westerners than Westerners know about <strong>the</strong>m.<br />
Having grown up as a single child in <strong>the</strong> One- Child<br />
policy era, China’s <strong>Generation</strong> Y is more inclined<br />
toward a lifestyle devoted to freedom <strong>and</strong> personal<br />
satisfaction ra<strong>the</strong>r than <strong>the</strong> more traditional “work<br />
Figure http://www.publiclibraries.com/authors/mico14/chinageny/<br />
5: China – Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base<br />
http://www.gallup.com/poll/15934/Chinas-Gen-Bucks-Tradition.aspx<br />
28<br />
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hard <strong>and</strong> get rich” mentality 27 .<br />
The <strong>Generation</strong> Y is no exception when it comes<br />
to valuing work life balance, <strong>and</strong> working long<br />
hours is not something <strong>the</strong>y can adapt to.<br />
Entrepreneurial by nature, <strong>the</strong>y would ra<strong>the</strong>r start<br />
<strong>the</strong>ir own business <strong>and</strong> work for <strong>the</strong>mselves. In<br />
<strong>the</strong> workplace <strong>Generation</strong> Y are regarded as ‘high<br />
achievers, extremely adventurous, impressionable,<br />
<strong>and</strong> consequently highly employable’(??). With<br />
many graduating in Engineering <strong>and</strong> Sciences,<br />
<strong>the</strong>re is a high dem<strong>and</strong> for <strong>the</strong>m in multinational<br />
companies.<br />
The <strong>Generation</strong> Y’s spending habits are noteworthy.<br />
As single children it appears <strong>the</strong>y may be<br />
pampered, as findings show <strong>the</strong>y often consume<br />
an astonishing 50% or more of family expenditure<br />
in some major cities.<br />
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32<br />
Who is <strong>the</strong> <strong>Generation</strong> Y in UK?<br />
More 18 years olds would be available until 2012<br />
to enter <strong>the</strong> workforce than would leave at 65.<br />
The situation reverses in 2012, although <strong>the</strong><br />
gap between new replacements <strong>and</strong> numbers of<br />
retirees shrinks in <strong>the</strong> following years to 2016 31 .<br />
Of course <strong>the</strong> whole population is not available to<br />
work. The Labour Market Overview for June 2009<br />
indicates a working age employment rate of 73.3<br />
%. Economic inactivity in 18 – 24 year olds has<br />
increased as it has in o<strong>the</strong>r age groups except 50<br />
to retirement, which has been <strong>the</strong> only age group<br />
to experience a fall 32 .<br />
Figure 6: UK – Demographic pyramid, 2009 33<br />
Source: U.S. Census Bureau, International Data Base<br />
Global WorkPlace Innovation<br />
Apart from lack of employment opportunities<br />
linked to <strong>the</strong> recession, economic inactivity among<br />
<strong>the</strong> 18 – 24 year olds is attributed to a record high<br />
of student numbers. As for <strong>the</strong> 50 to retirement<br />
age group, many are remaining in work as long as<br />
possible in <strong>the</strong> face of a pension crisis exacerbated<br />
by <strong>the</strong> recent events in <strong>the</strong> financial sector.<br />
The overall picture is complex but we can say that if young people continue accessing full-time<br />
education, this diminishes <strong>the</strong> numbers of 18 -24 year olds in <strong>the</strong> workplace but is partially offset by <strong>the</strong><br />
older workers postponing retirement.<br />
Something else is happening, apart from <strong>the</strong>ir insufficient numbers, to make <strong>the</strong>m valuable.<br />
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Differences Emerge<br />
A poll of PwC new-starts in China, <strong>the</strong> US <strong>and</strong> <strong>the</strong><br />
UK before <strong>the</strong>y joined <strong>the</strong> company, uncovers<br />
some conservative attitudes. Perhaps <strong>the</strong> biggest<br />
surprise is that an average of 75% of respondents<br />
across all <strong>the</strong> countries expect to keep regular<br />
hours, with a figure of 82.5% in <strong>the</strong> UK. The<br />
conservatism continues when respondents were<br />
asked how many jobs <strong>the</strong>y expected to have over<br />
<strong>the</strong>ir lifetimes, which was between two <strong>and</strong> five<br />
reported by 74.4% in China, 80.4% in <strong>the</strong> US <strong>and</strong><br />
79.6% in <strong>the</strong> UK.<br />
This is hardly <strong>the</strong> job-hopping behaviour suggested<br />
in o<strong>the</strong>r research. In one survey, 34% said <strong>the</strong>y<br />
expected to stay in a job between one <strong>and</strong> two<br />
years, with 57% saying two to three years. In<br />
ano<strong>the</strong>r survey, one in four said <strong>the</strong>y would stay<br />
less than four years. These two surveys paint a<br />
picture of The <strong>Generation</strong> Y hungry for opportunity,<br />
jumping ship in expectation of experiences that<br />
resonate with <strong>the</strong>ir workplace priorities, such as<br />
having fun, being socially connected, <strong>and</strong> having<br />
<strong>the</strong> scope to learn <strong>and</strong> be developed.<br />
Employers are having to feed this hunger to attract<br />
<strong>the</strong> best of <strong>the</strong> <strong>Generation</strong> Y, br<strong>and</strong>ing <strong>the</strong>mselves<br />
<strong>and</strong> tempting <strong>the</strong> objects of <strong>the</strong>ir desire with<br />
juicy morsels in <strong>the</strong> form of ‘employee value<br />
propositions’ that align with The <strong>Generation</strong> Y’<br />
ideal workplace attributes.<br />
Global WorkPlace Innovation<br />
Of course, <strong>the</strong> data you get depends on<br />
<strong>the</strong> questions you ask. How accurate is our<br />
underst<strong>and</strong>ing of <strong>Generation</strong> Y’s desired<br />
workplace attributes?<br />
None of <strong>the</strong> surveys we reviewed asked <strong>the</strong><br />
<strong>Generation</strong> Y what <strong>the</strong>y think of <strong>the</strong>ir physical<br />
work environment. This is consistent with <strong>the</strong><br />
<strong>the</strong>mes reflected in <strong>the</strong> wider <strong>Generation</strong> Y<br />
literature. The role of <strong>the</strong> physical environment<br />
in attracting <strong>and</strong> retaining scarce skills, <strong>and</strong> in<br />
influencing <strong>and</strong> mediating social interactions, is<br />
not always addressed.<br />
We know that workplace design matters in<br />
nurturing innovation within organisations(37). We<br />
also know that quality of place matters to people<br />
when choosing where to live <strong>and</strong> work(38). People<br />
look for social conditions <strong>and</strong> amenities that fit<br />
<strong>the</strong>ir lifestyles.<br />
If it is <strong>the</strong> case that <strong>the</strong> <strong>Generation</strong> Y has strong<br />
ethical values, social tendencies, <strong>and</strong> is highly<br />
collaborative, how much does <strong>the</strong> workplace<br />
environment matter to <strong>the</strong> <strong>Generation</strong> Y? How<br />
important are location, workplace design <strong>and</strong><br />
environmental considerations in deciding<br />
where <strong>the</strong>y want to work <strong>and</strong> who <strong>the</strong>y want to<br />
work for? What should employers do in <strong>the</strong>ir<br />
workplaces <strong>and</strong> facilities to recruit, attract <strong>and</strong><br />
retain <strong>the</strong> <strong>Generation</strong> Y?<br />
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36<br />
Work Ethic / Values:<br />
Veterans: 1922–1945<br />
Hard work<br />
Respect authority<br />
Sacrifice<br />
Duty before fun<br />
Adhere to rules<br />
Work is…: An obligation<br />
Leadership Style:<br />
Directive<br />
Comm<strong>and</strong>-<strong>and</strong>-control<br />
Communications:<br />
Feedback &<br />
Rewards:<br />
Messages that<br />
motivate:<br />
Interactive Style: Individual Work & Family Life: T<br />
Work Ethic / Values:<br />
Baby Boomers: 1946–1964<br />
Workaholics<br />
Work efficiently<br />
Crusading causes<br />
Personal fulfillment<br />
Desire quality<br />
Question authority<br />
Work is…: An exciting adventure<br />
Leadership Style:<br />
Interactive Style:<br />
Traditionalists (The Veterans or Seniors)<br />
Born between <strong>the</strong> wars, <strong>the</strong>y are a generation of fighters, grounded in traditions,<br />
who lived through <strong>and</strong> fought an unforgettable second world war. Their values <strong>and</strong><br />
belief is very different from <strong>the</strong>ir juniors. Work was a necessity, <strong>and</strong> <strong>the</strong>y have a<br />
strong belief into <strong>the</strong> company <strong>the</strong>y work for <strong>and</strong> most of <strong>the</strong>m had a job for life.<br />
Offices were not <strong>the</strong> norm in <strong>the</strong>ir professional career.<br />
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:<br />
Global WorkPlace Innovation<br />
Formal<br />
Written<br />
No news is good news<br />
Satisfaction in a job<br />
well done<br />
Your experience is<br />
respected<br />
The Baby Boomers<br />
Born during or just after <strong>the</strong> war, <strong>the</strong>y are <strong>the</strong> children of <strong>the</strong> post war. A group of<br />
individuals who have seen <strong>the</strong> world dramatically change in last 50 years, through<br />
an industrial revolution, <strong>the</strong> rise of communication <strong>and</strong> technologies. Offices were a<br />
common working environment in <strong>the</strong>ir professional life <strong>and</strong> <strong>the</strong>y lived through much<br />
hierarchical presence in <strong>the</strong> office. They are still our leaders. They are struggling to<br />
embrace new ways of working.<br />
Consensual<br />
Collegial<br />
Team player<br />
Loves meetings<br />
Communications: In person<br />
Feedback &<br />
Rewards:<br />
Messages that<br />
motivate:<br />
Work & Family Life:<br />
Don’t appreciate it<br />
Money<br />
Title recognition<br />
You are valued<br />
You are needed<br />
No balance<br />
Work to live<br />
The <strong>Generation</strong> X<br />
The children of <strong>the</strong> Baby Boomers, born in <strong>the</strong> late 60s <strong>and</strong> 70s, <strong>the</strong>y are <strong>the</strong> one who<br />
mostly transformed <strong>the</strong> office as we know it today, <strong>and</strong> our relation to work, They<br />
occupy today major senior management positions. Offices are a commodity for <strong>the</strong>m,<br />
an environment <strong>the</strong>y have seen changing over <strong>the</strong> last twenty years <strong>and</strong> not always into<br />
<strong>the</strong> right direction in <strong>the</strong>ir mind. This is a generation not always at ease in open offices.<br />
Work Ethic / Values:<br />
Work is…:<br />
Leadership Style:<br />
Work Ethic / Values:<br />
Work is…:<br />
Leadership Style:<br />
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<strong>Generation</strong> X: 1965–1980<br />
Eliminate <strong>the</strong> task<br />
Self-reliance<br />
Want structure <strong>and</strong><br />
direction<br />
Skeptical<br />
A difficult challenge<br />
A contract<br />
Everyone is <strong>the</strong> same<br />
Challenge o<strong>the</strong>rs<br />
Ask why<br />
<strong>Generation</strong> Y: 1981–2000<br />
What’s next<br />
Multitasking<br />
Tenacity<br />
Entrepreneurial<br />
Tolerant<br />
Goal oriented<br />
A means to an end<br />
Fulfillment<br />
The young leaders<br />
century<br />
Communications:<br />
Feedback &<br />
Rewards:<br />
Messages that<br />
motivate:<br />
Communications:<br />
Feedback &<br />
Rewards:<br />
Messages that<br />
motivate:<br />
Direct<br />
Immediate<br />
Interactive Style: Entrepreneur Work & Family Life: Balance<br />
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:<br />
The <strong>Generation</strong> Y (The Millenials)<br />
Born around <strong>the</strong> 80s onwards, <strong>the</strong>y are a generation who has grown in opulence<br />
compared to o<strong>the</strong>r generations. They are <strong>the</strong> children of a generation who has greatly<br />
benefited from <strong>the</strong> industrial revolution of <strong>the</strong> 70s where <strong>the</strong>ir wealth <strong>and</strong> st<strong>and</strong>ard<br />
have dramatically increased <strong>and</strong> changed <strong>the</strong>ir way of life. This generation has been<br />
greatly exposed to modern environments (in <strong>the</strong>ir days at school <strong>and</strong> university)<br />
<strong>and</strong> within <strong>the</strong>ir personal life, <strong>the</strong>y have a good st<strong>and</strong>ard of living. Open space<br />
environment is not a surprise, <strong>the</strong>y have only known this type of environment.<br />
Email<br />
Voice mail<br />
Interactive Style: Participative Work & Family Life: Balance<br />
Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:<br />
Sorry to interrupt, but<br />
how am I doing?<br />
Freedom = best reward<br />
Do it your way<br />
Forget <strong>the</strong> rules<br />
Whenever I want it, at<br />
<strong>the</strong> push of a button<br />
Meaningful work<br />
Working with o<strong>the</strong>r<br />
bright, creative people<br />
37
38<br />
Global WorkPlace Innovation<br />
Methodology<br />
There is a growing realisation, in all areas of life,<br />
that <strong>the</strong> future is not fixed. The workplace plays a<br />
critical part in <strong>the</strong> success of any organisation <strong>and</strong><br />
has been well researched <strong>and</strong> now understood. The<br />
notion that <strong>the</strong> future can be ‘shaped’ or ‘created’<br />
has gained currency over <strong>the</strong> past decade, <strong>and</strong> is<br />
increasingly <strong>the</strong> basis upon which organisations<br />
of all kinds make <strong>the</strong>ir plans. At Johnson Controls<br />
we have already explored this issue across three<br />
major studies on <strong>the</strong> workplace of 2030 (www.<br />
globalworkplaceinnovation.com), to underst<strong>and</strong><br />
where is <strong>the</strong> workplace going <strong>and</strong> evolving. And<br />
we know it is crucial to underst<strong>and</strong> <strong>and</strong> take into<br />
account multi generational issues at work.<br />
The methodology behind Oxygenz was defined<br />
to target a specific group of individuals, using an<br />
unusual <strong>and</strong> innovative data collection method,<br />
never used prior to this study. Our targets were:<br />
Primarily <strong>the</strong> young generation, between<br />
18 <strong>and</strong> 25 years old: using technology on a<br />
daily basis, social networking applications,<br />
interactive games, web 2.0 platforms,<br />
mobile technologies…<br />
Multi generations at work: <strong>the</strong> focus was<br />
not only on <strong>the</strong> <strong>Generation</strong> Y but also o<strong>the</strong>r<br />
older generations to run a comparative<br />
study across age groups<br />
Across several regions: we needed to<br />
communicate with individuals from a wide<br />
cultural background <strong>and</strong> targeted Europe,<br />
Middle East, Africa, Asia <strong>and</strong> Americas<br />
Across different industry sectors: media,<br />
art & design, engineering, finance, <strong>the</strong> built<br />
environment, manufacturing, life science<br />
<strong>and</strong> petroleum<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Oxygenz was design <strong>and</strong> launched within one year<br />
of <strong>the</strong> initial idea, developing a new methodology<br />
for <strong>the</strong> data collection, engaging multiple talents<br />
<strong>and</strong> skills from a team of researchers, designers,<br />
programmers, graphics <strong>and</strong> gamers. The<br />
programming behind Oxygenz has never been<br />
used in this context before <strong>and</strong> demonstrated a<br />
wealth of innovation throughout <strong>the</strong> design phase.<br />
The project was developed in several phases:<br />
1. February 2007: Design a questionnaire<br />
around workplace, using <strong>the</strong> day in <strong>the</strong><br />
life of worker as <strong>the</strong> main stream <strong>and</strong><br />
using a storyboard<br />
2. July 2007: Design a prototype to test <strong>the</strong><br />
methodology <strong>and</strong> mean of collection of<br />
<strong>the</strong> data: using interactive images <strong>and</strong> key<br />
definitions as a mean of collection<br />
3. August 2007: Assess <strong>the</strong> feasibility of<br />
<strong>the</strong> project using this methodology <strong>and</strong><br />
<strong>the</strong> efficiency <strong>and</strong> effectiveness of <strong>the</strong><br />
interactive design solutions<br />
4. September 2007: Select appropriate<br />
images with <strong>the</strong> research team, review <strong>the</strong><br />
questions <strong>and</strong> test <strong>the</strong> methodology <strong>and</strong><br />
research questions<br />
5. October 2007: Re design <strong>the</strong> solution to<br />
integrate all questions <strong>and</strong> work around<br />
<strong>the</strong> br<strong>and</strong> of <strong>the</strong> project<br />
6. December 2007: Test <strong>the</strong> solution with a<br />
core group of users <strong>and</strong> review <strong>and</strong> amend<br />
7. January 2008: Complete <strong>the</strong> final solution<br />
8. February 2008: launch <strong>the</strong> project across<br />
<strong>the</strong> three targeted regions: Europe, Asia, US<br />
39
40<br />
Methodology Continued<br />
The research team:<br />
Name Role Title & Organisation<br />
Dr. Marie Puybaraud, PhD<br />
Simon Russell<br />
Adrian Clews<br />
Amber Pimm-Jones<br />
Andrew Garner<br />
Nick Cooper<br />
Robin Clarke<br />
Oxygenz Project Leader <strong>and</strong><br />
Manager<br />
Senior Researcher<br />
Project Manager for <strong>the</strong> Design<br />
of Oxygenz<br />
Designer<br />
DTP <strong>and</strong> Graphic Designer<br />
Programmer<br />
Programmer <strong>and</strong> Designer<br />
Graphic Designer <strong>and</strong> Br<strong>and</strong><br />
Kate North Project Adviser<br />
Dr. Jay Br<strong>and</strong><br />
Project Adviser on behalf of our<br />
research sponsor <strong>and</strong> partner,<br />
<strong>Haworth</strong><br />
Dr. Anne Marie McEwan Senior Researcher <strong>and</strong> adviser<br />
Eline Leussink<br />
Dashboard Development<br />
Data analyst<br />
Malavika Kamath Researcher for Asia<br />
Lewis Beck Data analyst<br />
Global WorkPlace Innovation<br />
Director Global WorkPlace<br />
Innovation<br />
Johnson Controls<br />
Director of Communication<br />
iDEA<br />
Design <strong>and</strong> Programming Team<br />
iDEA<br />
Vice President Business<br />
Development, eWork<br />
(previously Director of Ideation<br />
for HAWORTH)<br />
Cognitive Psychologist<br />
HAWORTH<br />
CEO,<br />
The Smart Work Company<br />
Senior Consultant<br />
Johnson Controls<br />
Communication Manager<br />
Johnson Controls<br />
Director of <strong>Workplace</strong><br />
Johnson Controls<br />
The first data analysis using both our reporting tool <strong>and</strong> <strong>the</strong> statistical package analysis SPSS, was<br />
carried out in July 2008 after a monthly monitoring of <strong>the</strong> results to assess <strong>the</strong> reliability of <strong>the</strong> data <strong>and</strong><br />
correct any errors or omissions. The number of respondents has grown steadily in one year <strong>and</strong> a half<br />
from <strong>the</strong> time of <strong>the</strong> launch to <strong>the</strong> global data analysis carried out from July 2009 to September 2009.<br />
Total<br />
All<br />
18-25<br />
years<br />
old<br />
Country<br />
studies:<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
UK % US % China % India %<br />
All=5375 607 11.3 1217 22.6 660 12.3 897 16.7<br />
18-25<br />
years old<br />
286 47.1 539 44.3 489 74 718 80<br />
Male 305 50.25 570 46 205 31 613 68<br />
Female 302 49.75 647 54 455 69 284 32<br />
Male 126 44 239 44.3 136 27.8 495 69<br />
Female 160 56 300 55.7 350 72.2 223 31<br />
Studying 159 55.6 420 77.9 330 67 539 75<br />
The respondents were targeted via a communication campaign:<br />
Organising launch with our Academic partners in Europe (UK, Germany <strong>and</strong> The Ne<strong>the</strong>rl<strong>and</strong>s),<br />
Asia (China <strong>and</strong> India), <strong>the</strong> US <strong>and</strong> South Africa<br />
Advertising <strong>the</strong> Oxygenz survey on Social Networks: Facebook, Google, Twitter, LinkedIn, Hyves<br />
Promoting Oxygenz across our industry <strong>and</strong> research community via public speeches <strong>and</strong> presentations<br />
Publishing regular articles on <strong>the</strong> project in <strong>the</strong> media <strong>and</strong> press<br />
Engaging our employees via internal communications<br />
In 12 months of actively promoting <strong>the</strong> website, we attracted tens of thous<strong>and</strong>s of visitors to our website<br />
www.oxygenz.com <strong>and</strong> collected more than 5,300 respondents completed on line surveys:<br />
45.7% are female <strong>and</strong> 54.3% of males respondents<br />
More than 3,000 respondents are within our targeted age group of 18 to 25 years old in 2009<br />
More than 1000 respondents fit within <strong>the</strong> generation X age group of 26 to 45 years old in 2009<br />
The database is robust, providing a wide range of participants across our targeted regions <strong>and</strong> a<br />
significant number of respondents within our targeted age group, <strong>the</strong> 18 to 25 years old in 2009. The<br />
dataset also enables to run comparative analysis across age groups (18-25 years old against 26-35 years<br />
old…), <strong>and</strong> across industry sectors <strong>and</strong> countries, where we have a relevant data sample to study.<br />
To date Oxygenz is <strong>the</strong> largest data sample of respondents across multi regions <strong>and</strong> industry sectors<br />
addressing <strong>and</strong> sharing <strong>the</strong>ir aspirations about <strong>the</strong> way <strong>the</strong>y would like to work <strong>and</strong> what are <strong>the</strong>ir<br />
preferences in <strong>the</strong> workplace.<br />
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42<br />
Global WorkPlace Innovation<br />
Design Approach<br />
More than a questionnaire, Oxygenz offers a<br />
unique approach to ga<strong>the</strong>r information using an<br />
advanced on-line tool:<br />
It is interactive <strong>and</strong> engaging by using a<br />
combination of on-line solutions<br />
It uses images <strong>and</strong> words as a way to<br />
communicate <strong>and</strong> ask <strong>the</strong> question<br />
It is educational <strong>and</strong> enables <strong>the</strong> users to<br />
discover what work <strong>and</strong> <strong>the</strong> workplace are about<br />
The <strong>Generation</strong> Y is, perhaps, <strong>the</strong> most digitally<br />
sophisticated generation we have ever seen. Studies<br />
now tell us that more than 80 percent of teenagers<br />
have Internet access, <strong>and</strong> a recent study fur<strong>the</strong>r<br />
predicts that current 10-17-year olds will spend<br />
one-third of <strong>the</strong>ir lives (23 years) on <strong>the</strong> Internet.<br />
They truly are <strong>the</strong> children of what was once called<br />
<strong>the</strong> ‘microchip revolution’.<br />
As such, <strong>the</strong>y have grown up with computers <strong>and</strong><br />
using <strong>the</strong>m is second nature. In tests, it has been<br />
found that, generally, <strong>the</strong>ir h<strong>and</strong>-eye coordination<br />
skills are extremely well developed. The<br />
<strong>Generation</strong> Y, especially in <strong>the</strong> US, are also <strong>the</strong><br />
Nintendo <strong>Generation</strong> – <strong>the</strong>y grew up with video<br />
games, with <strong>the</strong> bright colours, bells <strong>and</strong> whistles<br />
of interactive entertainment.<br />
In <strong>the</strong> video game space, <strong>the</strong> <strong>Generation</strong> Y is<br />
beginning to expect <strong>the</strong> easy manipulation of<br />
digital environments, by customizing characters<br />
(avatars) <strong>and</strong> directly affecting <strong>the</strong> digital worlds in<br />
which those characters exist. The <strong>Generation</strong> Y is<br />
most likely to be an early adopter.<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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44<br />
Global WorkPlace Innovation<br />
Br<strong>and</strong>ocracy<br />
When iDEA was approached to produce an online<br />
survey we had a very open brief: design <strong>the</strong> survey<br />
to be mainly image-based, work around <strong>the</strong><br />
journey of <strong>the</strong> respondent to <strong>and</strong> through work.<br />
iDEA worked with <strong>the</strong>ir predominantly<br />
<strong>Generation</strong> Y design team to produce an<br />
engaging interactive experience, one that<br />
provided as well as collected information.<br />
The <strong>Generation</strong> Y is not only web savvy but also<br />
has an unwritten set of rules on how <strong>and</strong> when<br />
to share personal information. Taking this into<br />
account, our early recommendations were to<br />
create a st<strong>and</strong>-alone non-corporate br<strong>and</strong> <strong>and</strong><br />
invite participates through viral campaigning.<br />
The main survey has been designed using<br />
Flash to enable <strong>the</strong> user to interact <strong>and</strong> travel<br />
through <strong>the</strong> survey in more of an online gaming<br />
/ learning style than that of a traditional tick box<br />
questionnaire. Whilst still maintaining a structured<br />
backend database to allow for dynamic online<br />
survey interrogation, <strong>the</strong> survey projects a ligh<strong>the</strong>arted<br />
quirky style to encouraging users to<br />
engage with <strong>the</strong> project.<br />
The <strong>Generation</strong> Y<br />
don’t just adapt to new<br />
ways of doing things in<br />
<strong>the</strong> digital realm, <strong>the</strong>y<br />
internalize <strong>the</strong>m <strong>and</strong><br />
make <strong>the</strong>m <strong>the</strong>ir own.<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
As many from our target audience are unfamiliar<br />
with <strong>Workplace</strong> terminology <strong>and</strong> may have never<br />
experienced an office environment, much of <strong>the</strong><br />
questioning has been formatted to illustrate <strong>the</strong><br />
terminology used.<br />
The survey experience visually builds <strong>the</strong> user’s<br />
perfect office as <strong>the</strong>y progress through <strong>the</strong> survey.<br />
At <strong>the</strong> end of <strong>the</strong> survey, <strong>the</strong>y are presented with<br />
<strong>the</strong>ir office profile in a format <strong>the</strong>y can share with<br />
friends on <strong>the</strong>ir own social network site.<br />
We agreed, to a certain extent, to hide <strong>the</strong> corporate<br />
br<strong>and</strong> <strong>and</strong> develop <strong>the</strong> Oxygenz identity. In<br />
addition to <strong>the</strong> main survey, a Facebook game <strong>and</strong><br />
several social group applications were developed.<br />
Supportive gorilla campaigning added to <strong>the</strong> non<br />
corporate br<strong>and</strong> image with world l<strong>and</strong>mark stickers<br />
being shared on Facebook <strong>and</strong> Flickr.<br />
By linking <strong>and</strong> sharing related collateral to <strong>the</strong>se<br />
social sites, we introduced an element of br<strong>and</strong><br />
comfort <strong>and</strong> familiarity. It was essential to create a<br />
network of Oxygenzers <strong>and</strong> maintain <strong>the</strong>ir level of<br />
engagement throughout <strong>the</strong> period of <strong>the</strong> study.<br />
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46<br />
Global WorkPlace Innovation<br />
Oxygenz Results<br />
This report presents <strong>the</strong> global results of<br />
Oxygenz across a sample of 5,375 respondents<br />
from across <strong>the</strong> world.<br />
We seek to underst<strong>and</strong> <strong>the</strong> importance <strong>the</strong> 18 to 25<br />
years old ( who fit within <strong>the</strong> <strong>Generation</strong> Y group)<br />
attach to <strong>the</strong>ir future workplace <strong>and</strong> how different<br />
or not <strong>the</strong>y are from <strong>the</strong>ir elders, particularly <strong>the</strong><br />
<strong>Generation</strong> X, Baby Boomers <strong>and</strong> Traditionalists.<br />
In this report we aim to underst<strong>and</strong> how important<br />
is <strong>the</strong> workplace in attracting, recruiting <strong>and</strong><br />
retaining <strong>Generation</strong> Y workers <strong>and</strong> what factors<br />
contribute to talent management per industry<br />
sector, country <strong>and</strong> region?<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
And specifically:<br />
What are <strong>the</strong> <strong>Generation</strong> Y’s<br />
preferences about <strong>the</strong>ir future<br />
workplace?<br />
What workspace design will<br />
<strong>the</strong>y prefer?<br />
What technologies will <strong>the</strong>y<br />
want to use?<br />
How will <strong>the</strong>y prefer to get to<br />
<strong>and</strong> from work?<br />
What o<strong>the</strong>r facilities will <strong>the</strong>y<br />
prefer to have on site?<br />
How important are<br />
sustainability initiatives in<br />
<strong>the</strong>ir choice of employer?<br />
How important is having a<br />
choice of when <strong>and</strong> where<br />
to work?<br />
How will <strong>the</strong> workplace<br />
contribute to <strong>the</strong>ir job<br />
satisfaction?<br />
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48<br />
Focus<br />
Choice of Company<br />
What are <strong>the</strong> top three most important factors<br />
in your choice of company?<br />
Overview<br />
People are most likely attracted to a company where values are clearly communicated. It seems that<br />
<strong>Generation</strong> Y members in particular are ‘ready to engage in companies that provide <strong>the</strong> environments<br />
in which <strong>the</strong>y thrive’. The reason why people choose a company varies from one age group to ano<strong>the</strong>r.<br />
Opportunities for learning are a very important factor. Besides, looking for a good quality of life when<br />
deciding to accept a position, is also one of <strong>the</strong> top three priorities for all age groups.<br />
Results<br />
We know people are most likely attracted to a company where values are clearly communicated. It seems<br />
<strong>Generation</strong> Y members in particular are ‘ready to engage in companies that provide <strong>the</strong> environments in<br />
which <strong>the</strong>y can grow <strong>and</strong> evolve. Those environments will include <strong>the</strong> physical space. <strong>Workplace</strong> design<br />
is likely to become a strategic weapon in <strong>the</strong> battle to attract <strong>and</strong> retain scarce young talent in today’s<br />
increasingly competitive global economy.<br />
Top 1<br />
18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs<br />
Opportunities<br />
for learning<br />
Top 2 Quality of Life<br />
Top 3<br />
Work<br />
colleagues<br />
Opportunities<br />
for learning<br />
Work<br />
colleagues<br />
Quality of Life<br />
Meaningful<br />
work<br />
Quality of Life Compensation<br />
The reason why <strong>the</strong>y chose a company varies also from one age group to ano<strong>the</strong>r.<br />
Opportunities for Learning is a very important factor of choice, both for male <strong>and</strong> female between 18<br />
<strong>and</strong> 25 years old. Looking for a good quality of life when deciding to accept a position, is also one of<br />
<strong>the</strong> top three priority for all age groups.<br />
Physical space can play a substantial role in choosing a company. <strong>Workplace</strong> design is likely to become<br />
a strategic weapon in <strong>the</strong> battle to attract <strong>and</strong> retain scarce young talent in today’s increasingly<br />
competitive global economy. Of all respondents, work colleagues, opportunities for learning <strong>and</strong> quality<br />
of life are considered to be amongst <strong>the</strong> most important factors.<br />
Global WorkPlace Innovation<br />
The alignment of company value<br />
<strong>and</strong> culture <strong>and</strong> individual value<br />
<strong>and</strong> meanings is <strong>the</strong> key to<br />
develop a sustainable career<br />
<strong>and</strong> design a progressive<br />
individual development path.<br />
Tony, 1981<br />
Meaningful<br />
work<br />
Meaningful<br />
work<br />
Compensation Quality of Life<br />
Corporate<br />
Values<br />
Corporate<br />
Values<br />
Figure 8: Choice of Company for 18-25 yrs old<br />
The Western <strong>Generation</strong> Y from <strong>the</strong> UK <strong>and</strong> <strong>the</strong> US favour <strong>the</strong>ir colleagues <strong>and</strong> having a meaningful<br />
work, while <strong>the</strong> Eastern <strong>Generation</strong> Y from China <strong>and</strong> India focus on <strong>the</strong> opportunities for learning first.<br />
Across <strong>the</strong> board, both male <strong>and</strong> female respondents from <strong>the</strong> <strong>Generation</strong> Y are looking for a learning<br />
experience first.<br />
Top 1 Meaningful<br />
work<br />
Top 2<br />
Top 3<br />
USA UK India China Male - All Female - All<br />
Quality of<br />
Life<br />
Work<br />
colleagues<br />
Work<br />
colleagues<br />
Opportunities<br />
for Learning<br />
Opportunities<br />
for Learning<br />
Quality of Life Compensation<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Opportunities<br />
for Learning<br />
Quality of Life Advancement<br />
& Promotion<br />
Figure 7: Choice of Company: per age group, all countries Figure 9: Choice of Company for 18-25 yrs old, key countries<br />
Recommendations:<br />
Corporate<br />
Values<br />
Opportunities<br />
for Learning<br />
Quality of Life<br />
Corporate<br />
Values<br />
Opportunities<br />
for Learning<br />
Work<br />
colleagues<br />
Meaningful<br />
work<br />
Human Resources must consider <strong>the</strong> workplace as a recruitment factor<br />
Employers must not neglect <strong>the</strong> impact of <strong>the</strong>ir workplace to attract, recruit <strong>and</strong> retain talent<br />
The way of working is tightly linked to <strong>the</strong> way people prefer to live<br />
The <strong>Generation</strong> Y privileges colleagues relationships ra<strong>the</strong>r than financial compensations<br />
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50<br />
Location<br />
Focus:<br />
Where would you prefer your office to be located?<br />
Overview:<br />
Location often plays a major role in people’s decisions about what company to work for. Being situated<br />
in an urban location or a major city could be a motivator for people to come to work everyday. O<strong>the</strong>rs<br />
may prefer working in a more rural, greener environment. However, it is important to note that those<br />
preferring urban locations, find, easily accessible public transportation, or good public infrastructure<br />
<strong>and</strong> access for driving, cycling or even walking to work, very significant in <strong>the</strong>ir choice of employer.<br />
Results:<br />
The location of <strong>the</strong> office <strong>and</strong> how employees can reach it, plays a very important part in our decision<br />
to commute to <strong>and</strong> from work. Most of employees work a fair distance from work, <strong>and</strong> it is not<br />
uncommon to hear employees spending at least one hour of <strong>the</strong>ir day time if not more to reach <strong>the</strong>ir<br />
office. The dem<strong>and</strong> from <strong>the</strong> <strong>Generation</strong> Y is for an urban to slightly urban location, with easy access<br />
to a transport infrastructure – access by road or by public transport <strong>and</strong> good access by walking<br />
to work. With offices predominantly located in urban areas, in cities or in suburban areas, a more<br />
sustainable way of working is possible, as reliance on public transport is high. More than 70% prefer<br />
an urban to slightly urban location. India has <strong>the</strong> highest dem<strong>and</strong> for office spaces in urban areas <strong>and</strong><br />
<strong>the</strong> lowest for rural locations. The preferences between <strong>the</strong> <strong>Generation</strong> Y <strong>and</strong> <strong>the</strong> <strong>Generation</strong> X do not<br />
differ so much <strong>and</strong> are very compatible. The results highlight a need to consideroffices in urban areas<br />
<strong>and</strong> close to major infrastructures.<br />
Figure 10: Location of <strong>the</strong> office: per country, 18-25 years old<br />
Global WorkPlace Innovation<br />
Location should be near my<br />
Home. My workplace should be<br />
an ideal Space to interact,<br />
share , brainstorm <strong>and</strong> play<br />
with ideas.<br />
Aisha, 1980<br />
More than 70% prefer an urban to slightly urban location. India has <strong>the</strong> highest dem<strong>and</strong> for office spaces<br />
in urban areas <strong>and</strong> <strong>the</strong> lowest for rural locations. The preferences between <strong>the</strong> <strong>Generation</strong> Y <strong>and</strong> <strong>the</strong><br />
<strong>Generation</strong> X do not differ so much <strong>and</strong> are very compatible. The results highlight a need to consider<br />
offices in urban arenas <strong>and</strong> close to major infrastructures.<br />
Figure 11: Location of <strong>the</strong> office: <strong>Generation</strong> Y vs. <strong>Generation</strong> X<br />
League table: Location<br />
India has <strong>the</strong> most <strong>Generation</strong> Y dem<strong>and</strong>ing an urban setting<br />
The UK has <strong>the</strong> highest proportion of <strong>Generation</strong> Y preferring a rural setting<br />
Recommendations:<br />
A city location in an urban l<strong>and</strong>scape is preferred<br />
Easy access via public transport is crucial to force employees to drop <strong>the</strong>ir cars<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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52<br />
Focus<br />
Travel<br />
How would you prefer to travel to <strong>and</strong> from work?<br />
Overview<br />
Travelling to <strong>and</strong> from work can be a hassle. Whe<strong>the</strong>r people take public transport, drive, <strong>and</strong> cycle or<br />
even walk to work. It is important as an employer to consider this issue when one wants to underst<strong>and</strong><br />
people’s behaviours <strong>and</strong> attitudes towards work. In fact, travel can influence <strong>the</strong> decision about where<br />
to open new offices, but can also influence recruitment rates <strong>and</strong> attraction. Although <strong>the</strong>re seems<br />
to be an on-going trend of walking to work, congestions are still major influences to those using<br />
public <strong>and</strong> private transportations. To overcome such a challenge, certain countries <strong>and</strong> organisations<br />
encourage travel schemes like car sharing, cycle to work, public transport subsidiaries. The Ne<strong>the</strong>rl<strong>and</strong>s<br />
is notorious for cycling <strong>and</strong> in <strong>the</strong> Dutch culture cycling is widely spread <strong>and</strong> accepted. However not<br />
all countries have <strong>the</strong> luxury to permit <strong>the</strong>ir citizens to cycle to work in safe conditions. Urban living<br />
<strong>and</strong> cycling are in perfect harmony <strong>and</strong> an office city / urban location is completely accepted, if not<br />
preferred. But how does it defer from a country to ano<strong>the</strong>r one?<br />
Results:<br />
With <strong>the</strong> increase of <strong>the</strong> cost of energy <strong>and</strong> petrol, employers are seriously questioning where a new<br />
office needs to be opened <strong>and</strong> how it will influence <strong>the</strong>ir recruitment rates. Recent discussion around<br />
carbon taxing is forcing governments <strong>and</strong> corporates to review <strong>the</strong>ir travel policies <strong>and</strong> start to<br />
encourage a greener behaviour in relation to transport.<br />
Figure 12: Mode of Transport: all ages, all countries<br />
Global WorkPlace Innovation<br />
Walking is in dem<strong>and</strong> <strong>and</strong> across <strong>the</strong> sample,<br />
17% would prefer to walk to work. For <strong>the</strong><br />
older generation, <strong>the</strong> traditionalists, walking<br />
is <strong>the</strong> top choice (36%). Car is still a favourite<br />
<strong>and</strong> on average 40% would prefer to travel<br />
to work by car. Even if 42% would choose<br />
a hybrid car, it remains in high dem<strong>and</strong>. In<br />
countries like India, 47% would prefer a car<br />
against 22% in China. It is very reassuring<br />
to see that overall public transport is still a<br />
favourite, in second place: between 17 <strong>and</strong><br />
19% of <strong>the</strong> respondents would choose it.<br />
Figure 13: Mode of Transport: per age group, all countries<br />
In certain countries (China, India, The Ne<strong>the</strong>rl<strong>and</strong>s, France, <strong>and</strong> <strong>the</strong> United Kingdom) major capitals have<br />
made a lot of efforts to promote cycling as a safe mode of transport. Across our sample of respondents,<br />
14% prefer cycling to work. The younger generations privilege using <strong>the</strong>ir car as a mode of transport,<br />
against <strong>the</strong> older generation walking to work. The UK is on <strong>the</strong> lead table as a nation of walkers,<br />
while <strong>the</strong> US <strong>and</strong> India lead <strong>the</strong> unenvironmentally friendly league for using cars as <strong>the</strong> main mode of<br />
transport for 18-25 years old. China on <strong>the</strong> o<strong>the</strong>r h<strong>and</strong>, privileges public transport.<br />
Figure 14: Mode of Transport: per country, 18-25 years old<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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54<br />
League table: Travel<br />
The UK: a nation of Walkers<br />
US <strong>and</strong> India: <strong>the</strong> car comes first<br />
China: Public transport comes first<br />
Choice of cars <strong>and</strong> priorities:<br />
A closer look at <strong>the</strong> data about <strong>the</strong> choice of car<br />
reveals generational differences:<br />
The <strong>Generation</strong> Y, environmentally friendly,<br />
is <strong>the</strong> most attracted to Hybrid cars<br />
The <strong>Generation</strong> X, more mature <strong>and</strong><br />
experience, privileges Family cars<br />
The plus 35 years old has <strong>the</strong> highest<br />
dem<strong>and</strong> for large vehicle<br />
Figure 15: Choice of car per age group<br />
Global WorkPlace Innovation<br />
Recommendations:<br />
Offer easy public access to <strong>the</strong> office<br />
Encourage young employees to cycle to<br />
work <strong>and</strong> plan for bike facilities on site<br />
(safe parking spaces, showers)<br />
Promote a green travel schemes<br />
Across <strong>the</strong> three age groups we looked at, car<br />
users want to carry with <strong>the</strong>m in <strong>the</strong>ir car:<br />
1. Mobile phone<br />
2. Laptop<br />
3. Satellite Navigation system<br />
In terms of priorities when choosing a car,<br />
differences emerge again <strong>and</strong> are as follow:<br />
1. Safety<br />
2. Design<br />
3. Technology<br />
Ways of working<br />
Focus:<br />
What way of working would you prefer to have?<br />
What work pattern would you like to have?<br />
Overview:<br />
Flexible <strong>and</strong> mobile ways of working are becoming more common nowadays ra<strong>the</strong>r than <strong>the</strong><br />
conventional <strong>and</strong> stationary working pattern. With <strong>the</strong> younger generation entering <strong>the</strong> workforce,<br />
dem<strong>and</strong> for such a way of working is increasing. We know flexible working has significantly increased<br />
over <strong>the</strong> past years. Employees are becoming more <strong>and</strong> more mobile in <strong>the</strong>ir way of work. It is crucial<br />
to underst<strong>and</strong> how mobile a workforce wants to be while on site <strong>and</strong> in <strong>the</strong>ir working environment.<br />
With a high level of mobility on site, we are able to reconfigure <strong>the</strong> workspace <strong>and</strong> make it more agile,<br />
introduce various work settings <strong>and</strong> styles <strong>and</strong> promote new ways of working.<br />
Results:<br />
The level of mobility (versus static) in <strong>the</strong> way of working also demonstrates that females are slightly<br />
more in favour of a flexible way of working against males, while in <strong>the</strong> UK <strong>the</strong> dem<strong>and</strong> is <strong>the</strong> highest for<br />
<strong>the</strong> <strong>Generation</strong> Y, at 81%.<br />
Figure 16: Pattern of Work: <strong>Generation</strong> Y 18-25 yrs old,<br />
all countries<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Telecommuting would not be <strong>the</strong><br />
exception, but instead be <strong>the</strong><br />
norm. Leadership would be more<br />
open-minded <strong>and</strong> allow employees<br />
to contribute positively in<br />
whatever way <strong>the</strong>y can, ra<strong>the</strong>r<br />
than restricting <strong>the</strong> ability <strong>and</strong><br />
creativity of talented people.<br />
John 1970<br />
The <strong>Generation</strong> Y are expecting <strong>the</strong>ir employer<br />
to offer a flexible way of working. 58% of all <strong>the</strong><br />
respondents (against 56% for <strong>the</strong> <strong>Generation</strong> Y)<br />
prefer to have a certain degree of flexibility in<br />
<strong>the</strong>ir way of working: a flexible way of working<br />
or ad hoc working hours against a conventional<br />
working pattern.<br />
We can observe a very wide gap between <strong>the</strong> level<br />
of expectations <strong>and</strong> preferences for <strong>the</strong> US <strong>and</strong><br />
<strong>the</strong> UK. While more than 60% of <strong>the</strong> generation Y<br />
prefers a flexible way of working, only less than<br />
25% actually expect <strong>the</strong>ir employers to offer it.<br />
The right to request flexible working is probably<br />
unknown by this generation, while it may be a<br />
legal right in countries like in Europe. In China, <strong>the</strong><br />
level of expectations is far higher than <strong>the</strong>ir level<br />
of preferences, showing a dem<strong>and</strong>ing workforce.<br />
55
56<br />
Figure 17: Preferred Level of Mobility: <strong>Generation</strong> Y 18-25 yrs old<br />
But still 44% are actually expecting to have to follow a conventional working pattern (8-6, 9-5, 7-3) ra<strong>the</strong>r<br />
than embracing a flexible working pattern.<br />
Figure 18: Pattern of Work: <strong>Generation</strong> Y 18-25 yrs old, all countries<br />
Global WorkPlace Innovation<br />
The older you get <strong>and</strong> <strong>the</strong> more you<br />
prefer <strong>and</strong> expect flexible working<br />
in your ways of working. Overall<br />
79% of 18-25yrs old want to be<br />
mobile ra<strong>the</strong>r than static workers<br />
(flexible or ad-hoc working pattern).<br />
It is also interesting to note how<br />
much China privileged conventional<br />
working hours as a preference:<br />
43% of <strong>the</strong> respondents prefer a<br />
conventional working pattern.<br />
Figure 19: Flexible Working Pattern – preferred vs. expected: per age group, all countries<br />
Figure 20: Flexible Working Pattern – preferred vs. expected: per country all countries for 18-25 yrs old<br />
League table: Flexible Working<br />
Women prefer more flexibility than men<br />
The UK <strong>and</strong> <strong>the</strong> US <strong>Generation</strong> Y prefer to<br />
work <strong>the</strong> most flexibly while China <strong>and</strong><br />
India expect to work flexibly.<br />
The 45-54 years old group are <strong>the</strong> age<br />
group with <strong>the</strong> highest preferences for a<br />
flexible way of working<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Recommendation:<br />
Flexible Working should be <strong>the</strong> norm<br />
for <strong>the</strong> <strong>Generation</strong> Y as it is a flexible<br />
workforce with a high level of mobility<br />
Raise awareness on new ways of working<br />
<strong>and</strong> actively promote flexible working<br />
57
58<br />
Focus<br />
Top<br />
1<br />
Top<br />
2<br />
Top<br />
3<br />
Creativity & Productivity<br />
What are <strong>the</strong> top three factors which would enhance your productivity <strong>and</strong> your creativity?<br />
Overview<br />
Factors ranging from technology, <strong>the</strong> surrounding atmosphere to <strong>the</strong> network of people around <strong>and</strong><br />
colleagues, affect productivity <strong>and</strong> creativity levels. However, technology seems to be <strong>the</strong> key factor for<br />
productivity as employees find it easier <strong>and</strong> more effective to work when equipped with <strong>the</strong> right IT to help<br />
get <strong>the</strong> job done. Similar to productivity, <strong>the</strong> people around an employee, <strong>the</strong> ambiance <strong>and</strong> atmosphere<br />
<strong>and</strong> technologies help enhance creativity. Having enough space to be creative <strong>and</strong> brainstorm ideas as well<br />
as interaction with people, are important to <strong>Generation</strong> Y employees. The results around Productivity <strong>and</strong><br />
Creativity are striking <strong>and</strong> have been consistent throughout <strong>the</strong> survey.<br />
Productivity is triggered by three factors:<br />
1. The people around <strong>the</strong> workplace<br />
2. The ambiance <strong>and</strong> atmosphere within <strong>the</strong> workplace<br />
3. The technology we are provided with<br />
While Creativity is triggered by <strong>the</strong> same three factors, but not in <strong>the</strong> same priority:<br />
1. The technology we are given to carry out our work<br />
2. The ambiance <strong>and</strong> atmosphere around us<br />
3. The people we work with<br />
Creativity<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Technology<br />
in<br />
office<br />
18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs<br />
Productivity<br />
Technology<br />
in<br />
office<br />
People<br />
around<br />
Ambiance<br />
& Atmosphere<br />
Creativity<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Technology<br />
in<br />
office<br />
Productivity<br />
Technology<br />
in<br />
office<br />
People<br />
around<br />
Ambiance<br />
& Atmosphere<br />
Creativity<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Technology<br />
in <strong>the</strong><br />
office<br />
Figure 21: Creativity <strong>and</strong> Productivity: per age group, all countries<br />
Productivity<br />
Technology<br />
in<br />
office<br />
People<br />
around<br />
Ambiance<br />
& Atmosphere<br />
The results demonstrate indirectly <strong>the</strong> importance of <strong>the</strong> physical environment in which we work, <strong>the</strong><br />
technological support provided <strong>and</strong> how interacting with o<strong>the</strong>r people is crucial to trigger our productivity<br />
<strong>and</strong> creativity. O<strong>the</strong>r factors contributing to increasing our productivity <strong>and</strong> creativity range from <strong>the</strong> company<br />
culture, <strong>the</strong> workspace provided, Includeing access to private spaces, <strong>the</strong> attachment we place to working with<br />
a team <strong>and</strong> access to knowledge. Chosing where <strong>and</strong> how to work is also a major factor for <strong>the</strong> <strong>Generation</strong> Y.<br />
Global WorkPlace Innovation<br />
Creativity<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Technology<br />
in <strong>the</strong><br />
office<br />
Productivity<br />
Technology<br />
in<br />
office<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Creativity<br />
Ambiance<br />
& Atmosphere<br />
People<br />
Around<br />
Technology<br />
in <strong>the</strong><br />
office<br />
Productivity<br />
Technology<br />
in<br />
office<br />
People<br />
Around<br />
Ambiance<br />
& Atmosphere<br />
Creativity:<br />
<strong>the</strong> production <strong>and</strong> use of<br />
unusual <strong>and</strong> creative ideas<br />
Productivity:<br />
<strong>the</strong> rate of which we<br />
work, produce goods <strong>and</strong><br />
output to our company<br />
Figure 22: Productivity: <strong>Generation</strong> Y, all countries<br />
Recommendations<br />
Privilege team work to boost creativity<br />
Provide a wide range of workspace to support productivity<br />
Provide <strong>the</strong> right technological support to employees to support productivity<br />
Create a working environment with an ambiance <strong>and</strong> atmosphere which<br />
promote interaction <strong>and</strong> team working<br />
Technology + Ambiance & Atmosphere +<br />
People around = Creativity <strong>and</strong> Productivity<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
59
60<br />
Photographer: Oriane Pesquier<br />
Global WorkPlace Innovation<br />
Behind Creativity & Productivity<br />
Results:<br />
One of <strong>the</strong> least understood implications of<br />
<strong>the</strong> shift from an industrial to a service-based<br />
design <strong>and</strong> knowledge economy is that <strong>the</strong><br />
physical workplace is becoming a key resource<br />
in leveraging conversations, social learning,<br />
collaboration <strong>and</strong> contemplation. Architects,<br />
facilities managers, <strong>and</strong> furniture suppliers are<br />
leading <strong>the</strong> charge in recognising that workplace<br />
design influences performance. Strategic HR is<br />
beginning to underst<strong>and</strong> <strong>the</strong> role of <strong>the</strong> workplace<br />
<strong>and</strong> workplace design in new ways of working 39 .<br />
We all know from personal experience that<br />
<strong>the</strong> quality of air <strong>and</strong> lighting in a workplace<br />
can influence productivity. As <strong>the</strong> need for<br />
effectiveness in complex social interactions<br />
replaces <strong>the</strong> efficiency dem<strong>and</strong>s of routine<br />
work, <strong>the</strong> psycho-social aspects of <strong>the</strong> working<br />
environment become significant in influencing<br />
productivity. Layout of primary spaces,<br />
provision of common areas, <strong>and</strong> meeting <strong>and</strong><br />
learning spaces mediate our ability to interact<br />
with colleagues in a visually <strong>and</strong> emotionally<br />
stimulating environment 40&41 .<br />
Measuring productivity is notoriously challenging.<br />
Isolating <strong>the</strong> contribution of workplace design<br />
characteristics from o<strong>the</strong>r elements of productivity<br />
is not easy. There are suggestions that ‘knowledge<br />
<strong>and</strong> underst<strong>and</strong>ing of productivity <strong>and</strong> workplace<br />
design is its infancy’. Even so, <strong>the</strong>re is accumulating<br />
evidence that workplace design impacts positively<br />
on workforce performance 42 .<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
What is productivity <strong>and</strong> how does it differ from<br />
performance? There is twenty years of research on<br />
high-performance work systems centred around<br />
organisational structures, systems <strong>and</strong> processes,<br />
which all function toge<strong>the</strong>r to create environments<br />
that energise workforce competence 33&34 . This is<br />
consistent with CEO responses in recent global<br />
surveys. They said that business model innovation,<br />
creating organisational capabilities to engage<br />
in strategic partnerships <strong>and</strong> collaboration, <strong>and</strong><br />
availability of talented people are top priorities for<br />
<strong>the</strong>m in <strong>the</strong>se difficult business conditions 45 .<br />
The physical workplace is now a crucial additional<br />
component to <strong>the</strong> high-performance work mix.<br />
Environments for generating human capital are<br />
created by job design, support for continuous<br />
learning, challenging <strong>and</strong> meaningful work, <strong>and</strong> fair<br />
reward. We have already noted that workplace design<br />
can shape <strong>and</strong> influence work flows through layout<br />
<strong>and</strong> spaces for different work modes. Organisational<br />
sub-cultures can be so deeply engrained that colocation<br />
does not prevent silo behaviour. Job design,<br />
specifying joint responsibilities across cultural<br />
boundaries, can be used to augment workplace<br />
design to encourage collaboration.<br />
According to <strong>the</strong> respondents, creativity in <strong>the</strong><br />
workplace is triggered mostly by <strong>the</strong> individuals<br />
around you <strong>and</strong> your surrounding area, <strong>the</strong><br />
workplace <strong>and</strong> its ambiance <strong>and</strong> atmosphere. The<br />
technology support is also nowadays essential <strong>and</strong><br />
becomes <strong>the</strong> third most important ingredient in<br />
<strong>the</strong> recipe of creativity at work.<br />
61
62<br />
Focus<br />
Facilities Management Support Services<br />
What reception services would you prefer to have?<br />
What food facilities would you prefer to have in your workplace?<br />
What social facilities would you prefer to have at work?<br />
Overview<br />
Employees always prefer having on-site facilities ranging from a reception to catering services <strong>and</strong> even<br />
access to a range of social facilities, such as shops <strong>and</strong> gymnasiums. Dem<strong>and</strong> <strong>and</strong> expectations for such<br />
services in <strong>the</strong> workplace seem to be increasing with time <strong>and</strong> more real estate developers are offering<br />
a wider range of facilities on site. Efforts to meet such a dem<strong>and</strong> may in turn yield a sense of belonging<br />
<strong>and</strong> possibly cohesion between employees <strong>and</strong> <strong>the</strong> workplace. However <strong>the</strong> cost of operating this type of<br />
facilities in prime location, could be extravagant, <strong>and</strong> few property owners can actually offer it. Instead<br />
<strong>the</strong> proximity of <strong>the</strong> workplace to a wide range of social facilities is often favoured.<br />
The results:<br />
Reception <strong>and</strong> Secruity<br />
We have seen new workplace models offering a wide choice of facilities on site, with <strong>the</strong> objective<br />
to recreate a sense of community <strong>and</strong> belonging to <strong>the</strong> space. This ‘streetscape’ concepts are more<br />
common <strong>and</strong> increasing in dem<strong>and</strong> particularly where security <strong>and</strong> access is an issue. 79% of The<br />
<strong>Generation</strong> Y prefers at least a 5 Star service in <strong>the</strong> workplace (reception services <strong>and</strong> security guard)<br />
with 37% a concierge type of service (54% in India).<br />
Figure 23: Reception Services: <strong>Generation</strong> Y 18-25 yrs<br />
old, all countries<br />
The <strong>Generation</strong> Y preferences in particular are<br />
very high compared to <strong>the</strong> rest of <strong>the</strong> sample,<br />
with requirements for 5 stars to 7 stars services,<br />
requesting a high level of reception services as far<br />
as dedicated concierge services on-site. It follows<br />
<strong>the</strong> <strong>Generation</strong> X requirements, but to a higher<br />
service level.<br />
Global WorkPlace Innovation<br />
Figure 24: Level of services across <strong>the</strong> industry sectors, <strong>the</strong> age groups, per country.<br />
The dem<strong>and</strong> from females <strong>and</strong> males are equally very high, with male percentages higher than female.<br />
We can observe some differences per industry sector, with <strong>the</strong> Finance <strong>and</strong> Media sectors having<br />
higher requirements.<br />
League table: Support Services<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
When a campus is too big<br />
it’s a waste of resources as<br />
employees are not motivated to<br />
use facilities if <strong>the</strong>y are not<br />
easily reachable.... Don’t forget<br />
to right size <strong>the</strong> ‘perfect<br />
workplace’…<br />
Galith, 1984<br />
India is <strong>the</strong> most dem<strong>and</strong>ing<br />
country<br />
The 18 to 25 yrs old are <strong>the</strong><br />
most dem<strong>and</strong>ing age group<br />
The Finance Industry <strong>and</strong><br />
Media, Communication &<br />
Marketing Industry are <strong>the</strong><br />
most dem<strong>and</strong>ing industry<br />
sectors<br />
Male employees are more<br />
dem<strong>and</strong>ing than female<br />
employees<br />
63
64<br />
Catering <strong>and</strong> Social Facilities<br />
Access to on-site catering services is also very broad, ranging from conventional staff restaurant /<br />
canteen to snack bars <strong>and</strong> coffee shops on-site. Access to social space is also a preference: from shops<br />
on site, which reflect a dem<strong>and</strong> for multi-functional <strong>and</strong> mixed use facilities, to various type of venues<br />
like bars, clubs <strong>and</strong> sport facilities.<br />
Despite <strong>the</strong> fact we spend roughly 30% of our time working, preparing for work or thinking about<br />
work, we also spend a considerable amount of time eating <strong>and</strong> drinking (actually 5 %) Eating is a very<br />
important part of <strong>the</strong> day <strong>and</strong> some organisations are taking it very seriously by offering outst<strong>and</strong>ing<br />
catering services, healthy food options <strong>and</strong> generous subsidises. The 18-25 years old prefer coffee<br />
shops (22%), snack facilities (18%) <strong>and</strong> kitchen facilities (18%).<br />
Figure 25: Food Facilities on site, <strong>Generation</strong> Y, all countries<br />
Global WorkPlace Innovation<br />
Vending machines are clearly not a priority<br />
(13%) in <strong>the</strong>ir world <strong>and</strong> <strong>the</strong>y ra<strong>the</strong>r scroll<br />
down <strong>the</strong> corridor <strong>and</strong> grab a coffee in<br />
<strong>the</strong> coffee shop ra<strong>the</strong>r than attempting<br />
to communicate with a machine. Nei<strong>the</strong>r<br />
restaurant (14%) nor Refectory (14%) are a<br />
favourite option. But <strong>the</strong> most striking result<br />
is that <strong>the</strong> generation Y massively rejects<br />
having no catering provisions on site, will only<br />
2% of <strong>the</strong> 18-25 years old choosing not to<br />
have any catering facilities on site.<br />
The workplace becomes more than just a place to work: it is social structure. Equally 29% of <strong>the</strong><br />
<strong>Generation</strong> Y would like to have a gym on site <strong>and</strong> as well as communal facilities, demonstrating that <strong>the</strong><br />
workplace is more than a place to work, but also a place to socialise. The evidences demonstrate that<br />
<strong>the</strong> younger generation is far more willing to engage with <strong>the</strong>ir workplace than older generation <strong>and</strong> use<br />
<strong>the</strong> space a social playground.<br />
Figure 26: Social Facilities on site, <strong>Generation</strong> Y, all countries<br />
Recommendations<br />
Access to social space is a preference; from shops on-site which reflects a dem<strong>and</strong> for multi-functional<br />
<strong>and</strong> mixed use facilities, to various types of venues like bars, clubs <strong>and</strong> sport facilities.<br />
Privilege a high level of on site support services: on site reception <strong>and</strong> support desks<br />
On-site facilities management services should be of high st<strong>and</strong>ard: finishes, cleaning, security<br />
Access to social space <strong>and</strong> venues on-site should be considered<br />
The presence of sport facilities on site or close by is recommended<br />
A collection of shops <strong>and</strong> local amenities is preferable on site or withiin close proximity<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
65
66<br />
Focus<br />
Environmental issues<br />
How green would you like your workplace to be?<br />
Overview<br />
Environmental awareness is growing with time as more <strong>and</strong> more people are working towards becoming<br />
environmentally friendly in <strong>the</strong> way <strong>the</strong>y work <strong>and</strong> live. The green issue is also high on <strong>the</strong> corporate<br />
agenda <strong>and</strong> more organisations are setting carbon footprint reduction targets <strong>and</strong> making <strong>the</strong>ir facilities<br />
BREAM or LEED compliant. Enhancing a more sustainable way of working <strong>and</strong> a ‘greener’ workplace<br />
environment is favoured by many <strong>Generation</strong> Y respondents. Walking to work, recycling, on-site wind<br />
farms, relying on natural light ra<strong>the</strong>r than artificial are among many ways of working in a ‘greener’<br />
workplace environment. However, achieving a green way of working <strong>and</strong> operating your facilities require<br />
involvement of <strong>the</strong> users, <strong>the</strong> employees, <strong>and</strong> a transformation of <strong>the</strong> culture within an organisation.<br />
The results:<br />
We know <strong>the</strong> <strong>Generation</strong> Y will be <strong>the</strong> generation to carry <strong>the</strong> load of years of environmental damages<br />
<strong>and</strong> neglect. They are embracing sustainability <strong>and</strong> <strong>the</strong> <strong>Generation</strong> Z, <strong>the</strong> generation that will follow<br />
<strong>Generation</strong> Y, are even more modeled around <strong>the</strong> concept of sustainability. The results reflect this<br />
new way of living with 96% of <strong>the</strong> 18-25 years old aspire to work in a greener office against 98% of <strong>the</strong><br />
26-35years old. Actually <strong>the</strong> 26-35 years old are far more focused on environmental issues than <strong>the</strong> 18-<br />
25 years old with 67% who want <strong>the</strong>ir workplace to be environmentally friendly, i.e. well above regulatory<br />
compliance, against 57% for <strong>the</strong> 18-25 years old.<br />
The results reflect this new way of living <strong>and</strong> that <strong>the</strong> <strong>Generation</strong> Y aspires to work in a greener office.<br />
They are eager to embrace an environmental way of working <strong>and</strong> see evidence of a green workplace.<br />
Their preferences for an environmentally focused working environment are very strong; not only in <strong>the</strong><br />
physical aspects of <strong>the</strong> workplace, but also in <strong>the</strong>ir way of working: flexible working, travel patterns etc.<br />
Figure 27: Environmental <strong>Workplace</strong>: <strong>Generation</strong> Y 18-25 yrs old, all countries<br />
Global WorkPlace Innovation<br />
Environmentally<br />
Compliant<br />
Compliant with environmental<br />
legislation Compliance maintained<br />
by resources required <strong>and</strong><br />
integrated into workplace<br />
management where appropriate<br />
<strong>Annual</strong>ly assess compliance.<br />
Environmentally friendly<br />
LEED or BREEAM assessed (including BREEAM In-use self<br />
assessment tool) Incorporate environmental considerations into any<br />
workplace changes/procurement Actively engage <strong>and</strong> educate staff in<br />
how to be environmentally friendly in <strong>the</strong> workplace Certified or align<br />
with ISO 14001 Environmental Management Systems Compliant with<br />
environmental legislation Set environmental improvement targets <strong>and</strong><br />
programmes to achieve <strong>the</strong>se Monitor environmental performance of<br />
<strong>the</strong> workplace <strong>and</strong> look for continuous improvement options.<br />
Figure 28: Environmental requirements for <strong>the</strong> workplace – per age group, all countries<br />
Figure 29a: Environmental requirements for <strong>the</strong> workplace – 18-25 years old, per countries<br />
These two young generations are eager to embrace an environmental way of working <strong>and</strong> employers<br />
must adopt a green office environment to attract <strong>and</strong> retain <strong>the</strong>se young employees.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Environmentally aware<br />
Encourage staff to have an<br />
environmental awareness Seeking<br />
LEED or BREEAM assessment<br />
Compliant with environmental<br />
legislation Monitor <strong>the</strong> environmental<br />
performance of <strong>the</strong> workplace Have<br />
some environmental management<br />
programmes in place to minimise impact.<br />
But <strong>the</strong>y are not <strong>the</strong> only generation calling for green employers. The older generations are even<br />
greener, with a mere 2% of our 26-35 years old looking for barely compliant employers.<br />
67
Figure 29b: Environmental requirements for <strong>the</strong> workplace per industry sector, 18-25 years old<br />
If we look closely to <strong>the</strong> 18-25 years group per country, we can notice some differences, but overall, <strong>the</strong><br />
generation Y is expecting a green deal from <strong>the</strong>ir employer <strong>and</strong> evidence of environmental solutions<br />
within <strong>the</strong>ir working environment. However we can notice that, compared to <strong>the</strong> average global sample,<br />
a significantly high percentage of Chinese 18-25 years old (7% against 4% for <strong>the</strong> global result) are<br />
actually only expecting <strong>the</strong>ir employer to be compliant with <strong>the</strong> environmental legislation <strong>and</strong> not go<br />
beyond minimum compliance.<br />
Green policies in <strong>the</strong> workplace do matter <strong>and</strong> we can observe some differences per industry sector.<br />
The Art & Design industry is more sensitive to green issues at work compared to <strong>the</strong> Media, Marketing<br />
& Communications Industry <strong>and</strong> Engineering Industry, with 99% of <strong>the</strong> respondents in this industry <strong>and</strong><br />
between <strong>the</strong> ages of 18-25 years old who want obvious evidence of green policies in <strong>the</strong> workplace.<br />
Finance is <strong>the</strong> industry sector <strong>the</strong> most looking for employers above environmental compliance, while<br />
<strong>the</strong> Media <strong>and</strong> Engineering sectors want workplace which exhibit greener policies than o<strong>the</strong>rs.<br />
What are we looking for in <strong>the</strong> workplace?<br />
70.3% want to have recycling bins<br />
47.4% want a water saving devices<br />
52.7% want st<strong>and</strong> by devices on all electrical equipment<br />
71.6% want to share printers in <strong>the</strong> office<br />
47% want solar panels on site<br />
Preferences for an environmentally focused working environment are very strong; not only in <strong>the</strong><br />
physical aspects of <strong>the</strong> workplace, but also in <strong>the</strong>ir way of working: flexible working, travel patterns etc,<br />
as we noticed earlier.<br />
Recommendations<br />
Employers must go beyond minimum environmental compliance<br />
Evidence of green solutions in <strong>the</strong> workplace are required<br />
Employers must embrace green policies in <strong>the</strong> day-to-day organisational activities<br />
The older generations are even more focused on having a environmentally workplace than <strong>the</strong><br />
younger generation<br />
All generations are looking for a green deal at work<br />
68 69
70<br />
<strong>Workplace</strong><br />
Focus:<br />
What type of design would you prefer to have?<br />
What colours would you prefer to have in <strong>the</strong> workspace?<br />
What kind of flooring would you prefer in your workspace?<br />
What level of lighting works best for you?<br />
How much art work would you prefer to see within your working environment?<br />
Overview:<br />
The role of design in <strong>the</strong> workplace can influence employees’ attitude <strong>and</strong> behaviour <strong>and</strong> well being within<br />
<strong>the</strong>ir working environment. Subtle colours, wooden floors <strong>and</strong> natural lighting are often favoured in <strong>the</strong>ir<br />
workspace. The psychology of <strong>the</strong> working environment can have major influences on your well-being in<br />
<strong>the</strong> workplace. Over <strong>the</strong> years, we have seen that good designs can have a great impact on workplace wellbeing<br />
<strong>and</strong> <strong>the</strong> emotional engagement that employees have with <strong>the</strong>ir working environment.<br />
Results:<br />
Style:<br />
This young generation is an emotionally engaged workforce. They aspire to work in a bright, light <strong>and</strong><br />
open working environment. 59% tend to prefer a modern to minimalist workplace interior with subtle,<br />
clinical <strong>and</strong> relaxing colours. Only 12% would like to see vibrant colours in <strong>the</strong>ir working environment,<br />
<strong>and</strong> only 9% prefer a classic style. The Chinese 18-25 years old are more attracted by minimalist<br />
environments compared to <strong>the</strong> o<strong>the</strong>r countries we studied. The interior <strong>the</strong>y aspire to work in is also<br />
subtle <strong>and</strong> even clinical. The UK 18-25 years old is <strong>the</strong> only group which requires more vibrant colours in<br />
<strong>the</strong> workplace.<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
A crisp, clean, private when<br />
necessary - both visual <strong>and</strong><br />
noise distractions must be<br />
able to be shut out entirely.<br />
Brightness of work space must<br />
be as controllable as <strong>the</strong> noise.<br />
Moxie, 1992<br />
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Figure 30: Preferred style in <strong>the</strong> workplace per age group <strong>and</strong> country<br />
Figure 31: Colours on <strong>the</strong> wall – 18-25 yrs old, all countries<br />
Overall, <strong>the</strong> generation Y tends to prefer subtle, relaxing <strong>and</strong><br />
clinical colours on <strong>the</strong> wall, contrary to common belief that this<br />
generation is extravagant in <strong>the</strong>ir style.<br />
Global WorkPlace Innovation<br />
We can observe greater variations of<br />
choice per gender as 54% of female<br />
would like a modern interior against<br />
39% of male. It is also interesting to<br />
see that 17% of men would prefer<br />
a minimalist working environment<br />
against only 7% of women. Women<br />
have also a tendency to prefer more<br />
natural finished than men.<br />
No matter how much time <strong>and</strong><br />
effort you put into making <strong>the</strong><br />
quality of <strong>the</strong> surroundings,<br />
it’s <strong>the</strong> mood created by<br />
<strong>the</strong> workers which make <strong>the</strong><br />
workplace. A happy workforce<br />
is a better one!<br />
Alex, 1988<br />
Figure 32: Style per gender - 18-25 years old<br />
The style <strong>the</strong>y aspire to see in <strong>the</strong>ir office is modern <strong>and</strong> contemporary ra<strong>the</strong>r than minimalist <strong>and</strong><br />
classic. These results are actually comparable to o<strong>the</strong>r age group <strong>and</strong> a general trend across <strong>the</strong> data<br />
sample we collected.<br />
Figure 33: Finishes per gender – 18-25 years old<br />
The level of finishes is something we notice very easily when entering any workplace <strong>and</strong> clearly<br />
it matters to <strong>the</strong> generation Y. They prefer more natural <strong>and</strong> soft finishes <strong>and</strong> do not aspire to see<br />
industrial, cold rough finishes like tiles, concrete or <strong>the</strong> old vinyl type of floors. The Chinese are <strong>the</strong><br />
most attracted to hard surfaces like tiles, but by only 11% of <strong>the</strong> 18-25 years old. The Indian <strong>Generation</strong><br />
Y is keen on soft finishes like carpets with 35% preferring it against only 28% of <strong>the</strong> UK 18-25 years old.<br />
60% of <strong>the</strong> US 18 to 25 years old prefer natural finishes like wood against 40% of <strong>the</strong> Chinese.<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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Figure 34: Preferred finishes in <strong>the</strong> workplace per age group <strong>and</strong> country<br />
82% of <strong>the</strong> genration Y prefers to have natural floor finishes like wood <strong>and</strong> carpet, offering a soft touch<br />
<strong>and</strong> feel on <strong>the</strong>ir environment.<br />
Global WorkPlace Innovation<br />
Lighting<br />
As 61% prefer a natural <strong>and</strong>/or artificial lighting <strong>and</strong> 33% a half artificial/half natural lighting in <strong>the</strong>ir<br />
office, it is evident that <strong>the</strong> layout of <strong>the</strong> workplace must be careful designed to respond to <strong>the</strong>se needs.<br />
We all know from personal experience that <strong>the</strong> quality of air <strong>and</strong> lighting in a workplace can influence<br />
productivity <strong>and</strong> well being. As <strong>the</strong> need for effectiveness in complex social interactions replace <strong>the</strong><br />
efficiency dem<strong>and</strong>s of routine work, <strong>the</strong> psycho-social aspects of <strong>the</strong> working environment become<br />
significant in influencing productivity. Layout of primary spaces, provision of common areas as well as<br />
meeting <strong>and</strong> learning spaces mediate our ability to interact with colleagues in a visually <strong>and</strong> emotionally<br />
stimulating environment 46&47 .<br />
Figure 35: Level of Lighting in <strong>the</strong> office<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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Art @ work<br />
The question of Art in <strong>the</strong> workplace is very controversial as not everybody appreciates nor likes Art.<br />
Often Art is an exhibition of wealth <strong>and</strong> <strong>the</strong> common underst<strong>and</strong>ing is that if an organisation can afford<br />
to invest into Art, <strong>the</strong>n it is a wealthy organisation. Although <strong>the</strong> reality of corporate investment into Art<br />
is somehow very different:<br />
Art could be a stable financial investment <strong>and</strong> a demonstration of an organisation capital investment<br />
Art is often used to promote local talent <strong>and</strong> support local communities<br />
Art is a symbol to promote a company culture, tradition <strong>and</strong> values<br />
Art is decorative as designer furniture are<br />
Art is inviting employees to explore new horizons<br />
Art gives an identity to a space<br />
It is also argued that Artwork can provide a well-needed distraction to prevent excessive concentration<br />
on a computer monitor <strong>and</strong> if <strong>the</strong> workforce is in a creative industry, <strong>the</strong>n displaying art can provide<br />
inspiration, trigger creativity <strong>and</strong> impact on productivity.<br />
So how does this question of Art matters to <strong>the</strong> <strong>Generation</strong> Y? Is Art an important element in our<br />
working environment?<br />
Overall, across our sample of respondents, 59% agreed that a little presence of Art in <strong>the</strong> office is<br />
enough. Only 8% prefer a lot of Art in <strong>the</strong> office, with 3% actually having no particular attraction to Art in<br />
<strong>the</strong> workplace.<br />
Figure 36: Level of Art in <strong>the</strong> workplace - 18-25 yrs old,<br />
all countries<br />
Particularly, <strong>the</strong> Art & Design sector leads <strong>the</strong> way with 23% of <strong>the</strong>ir respondent preferring a lot of Art in<br />
<strong>the</strong>ir workplace, against only 3% in <strong>the</strong> financial sector but still being <strong>the</strong> sector with <strong>the</strong> highest dem<strong>and</strong><br />
for Art in <strong>the</strong> <strong>Workplace</strong> with <strong>the</strong> Media, Marketing <strong>and</strong> Communication Sector.<br />
Global WorkPlace Innovation<br />
Recommendations:<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Exactly <strong>the</strong> same answers applied to <strong>the</strong> <strong>Generation</strong> X. These<br />
results demonstrate that <strong>the</strong> <strong>Generation</strong> Y does not differ from<br />
<strong>the</strong> overall global sample <strong>and</strong> overall Art has a little importance<br />
in <strong>the</strong> workplace. However if we breakdown <strong>the</strong> answers per<br />
industry sector, we can start to observe major differences.<br />
Figure 37: Preferences for Art in <strong>the</strong> workplace per industry sector, 18-25 years old, all countries<br />
Preferences in terms of <strong>the</strong> look <strong>and</strong> feel of <strong>the</strong> working environment are also interesting.<br />
Natural finishes are a preference across <strong>the</strong> sample of respondents <strong>and</strong> <strong>the</strong> majority privileged<br />
natural features<br />
Offer a modern, open <strong>and</strong> light working environment<br />
Privilege natural fittings <strong>and</strong> lighting around <strong>the</strong> working environment<br />
Consider Art in <strong>the</strong> working environment<br />
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Global WorkPlace Innovation<br />
Photographer: Oriane Pesquier<br />
Emotional Engagement<br />
Emotional engagements is elusive <strong>and</strong> no<br />
wonder since it encompasses strength of feeling<br />
towards work, our colleagues <strong>and</strong> our physical<br />
surroundings, all of which interact in non-simple<br />
ways. Achieving emotional engagement is <strong>the</strong><br />
holy grail of workplace design in <strong>the</strong> emerging<br />
innovation age, where knowledge is created <strong>and</strong><br />
shared through networks. Underst<strong>and</strong>ing how<br />
people work <strong>and</strong> socialise in networks, <strong>and</strong> how<br />
<strong>the</strong>ir workplace environments help or hinder <strong>the</strong>m,<br />
is now fundamental <strong>and</strong> urgent.<br />
Emotional engagement is an outcome of <strong>the</strong><br />
strength of feeling we have towards work, our<br />
colleagues <strong>and</strong> our physical surroundings, all of<br />
which interact in non-simple ways. It is influenced<br />
by having <strong>the</strong> opportunity, desire <strong>and</strong> <strong>the</strong> right<br />
sort of environments, which allow us to connect<br />
with work <strong>and</strong> each o<strong>the</strong>r 49 . Achieving emotional<br />
engagement is <strong>the</strong> holy grail of workplace design<br />
in <strong>the</strong> emerging innovation age, where knowledge<br />
is created <strong>and</strong> shared through networks.<br />
Underst<strong>and</strong>ing how people work <strong>and</strong> socialise in<br />
networks, <strong>and</strong> how <strong>the</strong>ir workplace environments<br />
help or hinder <strong>the</strong>m, is now fundamental <strong>and</strong> urgent.<br />
An overwhelming amount has been written about<br />
how to influence intrinsic motivation, a close<br />
relative of emotional engagement, by focusing on<br />
combinations of social relationships, technology,<br />
job design <strong>and</strong> business processes. The role<br />
of <strong>the</strong> workplace is rarely considered. That is<br />
changing rapidly. The workplace is taking centrestage<br />
as people come toge<strong>the</strong>r to socialise,<br />
collaborate <strong>and</strong> learn. We also need space for<br />
isolation <strong>and</strong> contemplation.<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
“Engagement is about creating<br />
opportunities for employees to connect<br />
with <strong>the</strong>ir colleagues, managers<br />
<strong>and</strong> wider organisation. It is also<br />
about creating an environment where<br />
employees are motivated to want to<br />
connect with <strong>the</strong>ir work <strong>and</strong> really<br />
care about doing a good job.” 48<br />
Enterprises are fragmenting into eco-systems<br />
of partnerships <strong>and</strong> nomadic work-on-<strong>the</strong>-go is<br />
normal. Consequently workplaces are <strong>the</strong>mselves<br />
transforming, kaleidoscope-like, into patterns<br />
of distributed <strong>and</strong> virtual configurations. The<br />
plethora of public spaces available through wifi<br />
allows permanently connected knowledge workers<br />
choice in where <strong>the</strong>y work based on what mood<br />
<strong>the</strong>y are in, what <strong>the</strong>y have to do <strong>and</strong> who <strong>the</strong>y<br />
have to be with. This self-determination satisfies<br />
<strong>the</strong>ir emotional needs.<br />
“It is becoming commonplace for a cafe to be<br />
full of people ... more engaged with <strong>the</strong>ir in-box<br />
than with <strong>the</strong> people touching <strong>the</strong>ir elbows. These<br />
places are physically inhabited but psychologically<br />
evacuated ”<br />
The Economist 50 .<br />
It is conceivable that <strong>the</strong>re might come a day when<br />
offices are no longer considered necessary <strong>and</strong><br />
knowledge workers, like armies of freelancers<br />
currently do, take responsibility for sourcing<br />
<strong>the</strong>ir own workspaces. For <strong>the</strong> moment though,<br />
<strong>the</strong> provision of appropriate workplaces remains<br />
largely with employers. Observations from hybrid<br />
‘third places’, public spaces <strong>and</strong> workspaces away<br />
from <strong>the</strong> office environment, show that emotional<br />
engagement is about much more than <strong>the</strong> physical<br />
workplace. It is no longer enough that people<br />
are co-located; <strong>the</strong>y are more often interested in<br />
what’s happening on <strong>the</strong>ir digital devices than<br />
<strong>the</strong> people sitting next to <strong>the</strong>m. Space can be<br />
physically inhabited but psychologically evacuated 51 .<br />
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Focus<br />
Workspace<br />
What individual workspace would you prefer to have?<br />
Would you like to personalise your desk?<br />
What size of workspace would you feel comfortable with?<br />
Overview<br />
Within <strong>the</strong> working environment all employees would like to have <strong>the</strong>ir own desk. People feel that by<br />
having a desk it provides <strong>the</strong>m with a sense of status <strong>and</strong> a form of identity. The tendency in Europe<br />
is to have one desk per person. In recent years, organisations have introduced clean desk policies <strong>and</strong><br />
are encouraging <strong>the</strong>ir employees to depersonalise <strong>the</strong>ir space. But our emotional engagement in <strong>the</strong><br />
workplace often means that this sense of belonging within <strong>the</strong> space is often link to our perception of<br />
individual space. Emotional engagement is an outcome of <strong>the</strong> strength of feeling we have towards work,<br />
our colleagues <strong>and</strong> our physical surroundings, all of which interact in complex ways. It is influenced<br />
by having <strong>the</strong> opportunity, <strong>the</strong> desire <strong>and</strong> <strong>the</strong> right sort of environments, which allows us to connect<br />
with work <strong>and</strong> each o<strong>the</strong>r. Underst<strong>and</strong>ing how people work <strong>and</strong> socialise in networks, <strong>and</strong> how <strong>the</strong>ir<br />
workplace environments help or hinder <strong>the</strong>m, is now fundamental. The role of <strong>the</strong> workplace is rarely<br />
considered, but that is changing rapidly. The workplace is taking centre-stage as people come toge<strong>the</strong>r<br />
to socialise, collaborate <strong>and</strong> learn. Simultaneously, we also need space for isolation <strong>and</strong> contemplation.<br />
Results:<br />
Global WorkPlace Innovation<br />
The environment should<br />
be harmonious providing<br />
opportunities to learn, to<br />
collaborate <strong>and</strong> help <strong>the</strong> employee<br />
to achieve maximum productivity<br />
as well as providing a good<br />
opportunity for his or her own<br />
growth <strong>and</strong> <strong>the</strong>ir goals.<br />
Nitin, 1988<br />
The physical workplace is an asset with quantifiable business impact <strong>and</strong> top-performing companies<br />
design <strong>the</strong>ir workplaces to support collaborating, learning, socialising <strong>and</strong> focusing This includes<br />
primary workspaces, common areas, meeting areas <strong>and</strong> training areas . Although essential, this is<br />
not enough. Job design, where joint responsibilities are allocated across cultural boundaries, is also<br />
essential. A whole system approach ,<br />
integrating strategic IT, HR <strong>and</strong> workplace<br />
design, is essential to enable emotional<br />
engagement in <strong>the</strong> workplace 51 .<br />
Figure 38: Comfort with Space: all respondents – per country<br />
The level of comfort with space varies widely depending on <strong>the</strong> country, <strong>the</strong> culture <strong>and</strong> age groups.<br />
Overall, we can observe that <strong>the</strong> majority of people are comfortable in a measure of space of 10 to 16<br />
square meters (107 to 170 square feet), which is a normal <strong>and</strong> fairly st<strong>and</strong>ard average. We could have<br />
expected much higher figures <strong>and</strong> measures of scale, on <strong>the</strong> basis than <strong>the</strong> perception of more space is<br />
always wanted.<br />
Again, here amongst <strong>the</strong> generation Y, women feel more comfortable in a larger space than men.<br />
Figure 39: Level of comfort with space, sqm per person, 18-25 years old<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Quality over Quantity<br />
(of space, <strong>and</strong> amenities).<br />
Efficient workspaces<br />
promote efficiency.<br />
Molly, 1982<br />
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Figure 40: Individual workspace: Gen Y 18-25 yrs old, all countries<br />
On top of <strong>the</strong>ir emotional engagement with <strong>the</strong>ir workspace, <strong>the</strong> generation Y are also territorial <strong>and</strong> want<br />
to call <strong>the</strong>ir space <strong>the</strong>ir own. 70% of <strong>the</strong> generation Y respondents prefer to have <strong>the</strong>ir own desk <strong>and</strong> as<br />
mentioned earlier, personalise <strong>the</strong>m. Less than a quarter (18%) are open to share <strong>the</strong>ir space with o<strong>the</strong>r<br />
individuals <strong>and</strong> even less to access a hot desk or hotel desk while at work. These results demonstrate a<br />
certain lack of collectivism of this workforce, but a need to find an identity within <strong>the</strong>ir workspace <strong>and</strong> how<br />
<strong>the</strong>y are attached <strong>and</strong> perceive <strong>the</strong>ir environment.<br />
Figure 41: Individual space preferred at work, 18-25 years old, per country<br />
Global WorkPlace Innovation<br />
Brake <strong>the</strong> spatial design<br />
rules. Cheaper <strong>and</strong> faster<br />
is sometimes better for <strong>the</strong><br />
office environment.<br />
Esmi, 1981<br />
Some countries offer far more potential to embrace flexible working. China compared to <strong>the</strong> US is far<br />
less dependent on personal space. With 80% of <strong>the</strong> young American preferring to have <strong>the</strong>ir own desk<br />
against only 55% of <strong>the</strong> Chinese. The potential for desk sharing is also far greater in China than in any<br />
o<strong>the</strong>r country we studied, with 27% of <strong>the</strong> 18-25 years old ready to share a desk <strong>and</strong> 18% who would<br />
consider using a hot desk.<br />
Recommendations:<br />
Dedicated individual spaces are a necessity<br />
Identify potential to introduce desk sharing for nearly a fifth of <strong>the</strong> young workforce<br />
Promote flexible working policies<br />
Impose clean desk policies to boost desk sharing<br />
Allow for moderate personalisation of individual spaces while at work<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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Global WorkPlace Innovation<br />
Social Networking<br />
Scanning <strong>the</strong> multitude of media pronouncements<br />
on <strong>Generation</strong> Y, you could be forgiven for<br />
thinking that <strong>the</strong> demographic deficit of retiring<br />
Baby Boomers <strong>and</strong> insufficient <strong>Generation</strong> Y<br />
replacements is why we are all so interested in<br />
<strong>the</strong>m. But <strong>the</strong> numbers game is not it. No, it is <strong>the</strong><br />
social revolution <strong>the</strong>y are triggering. Youth culture<br />
operates through “self-constructed networks of<br />
shared social practice <strong>and</strong> sets behavioural trends<br />
that influence people of all ages”. We know that<br />
connecting, talking, sharing, tagging, <strong>and</strong> creating<br />
<strong>and</strong> distributing content is a natural behaviour<br />
for <strong>the</strong>m. They are taking <strong>the</strong>ir social habits<br />
into <strong>the</strong> workplace to <strong>the</strong> enormous advantage<br />
of enterprises, which have not yet realised it!<br />
Employ a member of <strong>Generation</strong> Y <strong>and</strong> you get<br />
<strong>the</strong> advantage of <strong>the</strong>ir entire network, which <strong>the</strong>y<br />
bring with <strong>the</strong>m to work every day through <strong>the</strong>ir<br />
permanent connectivity.<br />
Among <strong>the</strong> social networking sites queried in<br />
Oxygenz, Facebook was <strong>the</strong> overwhelming choice<br />
of both females & males. There were slight<br />
tendencies (maybe suggestive; maybe not) for<br />
Facebook <strong>and</strong> MySpace to be slightly more popular<br />
among females than males, while LinkedIn may<br />
have been slightly more popular among males<br />
than females.<br />
Not that all employers see this networked<br />
sociability as an advantage. A fear of time-wasting<br />
has led to many organisations banning access to<br />
social networking sites. This might just be a futile<br />
attempt to hold back <strong>the</strong> tide. A swell of online<br />
articles, blogs, publications 56 , research <strong>and</strong> books<br />
indicate a growing appreciation of <strong>the</strong> business<br />
advantages of social networking technologies.<br />
<strong>Generation</strong> Y <strong>the</strong>mselves will force change as <strong>the</strong>y<br />
seek out employers of choice.<br />
Adoption of enterprise social networking will<br />
accelerate as <strong>Generation</strong> Y makes <strong>the</strong>ir presence<br />
felt in <strong>the</strong> workplace 57 .<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Too much emphasis <strong>the</strong>se days<br />
is put on self. I’d like to see<br />
people recognizing that team<br />
effort towards a common goal<br />
is in your best interest.<br />
Ledine, 1970<br />
Core elements of social networking technologies<br />
are profiles, ‘friends’ that constitute a selfdefined<br />
social group, <strong>and</strong> a comments function where<br />
public interactions <strong>and</strong> relationships with o<strong>the</strong>rs<br />
are displayed . How is <strong>Generation</strong> Y using social<br />
networking technologies? According to Joshua<br />
March, CEO of iPlatform <strong>and</strong> himself in <strong>the</strong><br />
<strong>Generation</strong> Y demographic, “<strong>Generation</strong> Y is<br />
Facebook ‘friend’ widely. Status updates through<br />
Facebook or Twitter begins to be more engaging<br />
as you elect to follow what o<strong>the</strong>rs say.<br />
Communication within a wider network of weaker<br />
connections creates opportunity for ‘water cooler’<br />
conversations <strong>and</strong> <strong>the</strong> opportunity to get to know<br />
a larger <strong>and</strong> more diverse group than would be<br />
possible face-to-face.”<br />
So what’s <strong>the</strong> business advantage? Social<br />
technologies reveal who is connected to whom <strong>and</strong><br />
amplify collective intelligence within <strong>and</strong> across<br />
enterprise boundaries. Used in a corporate setting,<br />
<strong>the</strong> technologies connect previously unknown<br />
colleagues around common interests <strong>and</strong> specific<br />
topics, exchanging, sharing, learning <strong>and</strong> finding<br />
answers. They show who <strong>the</strong> high-performers are,<br />
where value is created, who creates it, <strong>and</strong> <strong>the</strong><br />
roles key people play in sourcing <strong>and</strong> acting on<br />
new, value-creating knowledge. Ano<strong>the</strong>r benefit of<br />
<strong>the</strong> technologies is that <strong>the</strong>y shrink social distance<br />
within a distributed workforce.<br />
<strong>Generation</strong> Y have unleashed <strong>the</strong> social<br />
networking genie. Smart businesses know that<br />
technologies are not going back in <strong>the</strong> bottle <strong>and</strong><br />
are learning to embrace <strong>the</strong> social revolution,<br />
adapting <strong>the</strong>ir business processes <strong>and</strong> ways of<br />
working <strong>and</strong> managing.<br />
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Collaborative Working Environment<br />
Focus:<br />
What collaborative environment would you prefer to have?<br />
Overview:<br />
The synergy <strong>and</strong> cooperation within teams <strong>and</strong> individuals in <strong>the</strong> workforce tends to highlight <strong>the</strong> overall<br />
collaborative environment. Whilst some prefer to have formal meeting rooms at work, o<strong>the</strong>rs prefer<br />
informal, break-out areas <strong>and</strong> a desk-sharing system. Some may prefer team workspaces <strong>and</strong> on-dem<strong>and</strong><br />
meeting rooms (i.e. room booking systems). Social networking feeds into this as well. But it is important<br />
to underst<strong>and</strong> why people go to <strong>the</strong> office <strong>and</strong> what <strong>the</strong> purpose is of collaboration in <strong>the</strong> working<br />
environment. We know from previous studies on ways of working (Flexible Working Survey 2009, www.<br />
globalworkplaceinnovation.com) that nearly ¾ of individuals that have a flexible working pattern, go to<br />
<strong>the</strong> office primarily to meet <strong>and</strong> collaborate. Collaborative working environments are <strong>the</strong>refore extremely<br />
important. Collaborative working environments are <strong>the</strong>refore extremely important.<br />
Results<br />
The <strong>Generation</strong> Y is a social <strong>and</strong> collaborative workforce. Their relation to space is visible <strong>and</strong> open.<br />
They are far more comfortable in large <strong>and</strong> open environments <strong>and</strong> feel comfortable in at least 10 sqm:<br />
small <strong>and</strong> confined spaces do not appeal to <strong>the</strong>m as much.<br />
The way we communicate at work <strong>and</strong> with colleagues has dramatically changed over <strong>the</strong> last five years<br />
<strong>and</strong> <strong>the</strong> concept of <strong>the</strong> network is far more embedded in <strong>Generation</strong> Y than previous generations. The<br />
<strong>Generation</strong> Y people are social animals <strong>and</strong> are at ease about communicating remotely <strong>and</strong> using web<br />
2.0 technologies. A very large majority of <strong>the</strong> <strong>Generation</strong> Y (73%) favour informal breakout spaces <strong>and</strong><br />
ad hoc meeting spaces ra<strong>the</strong>r formal meeting rooms to collaborate.<br />
Figure 42: Collaborative Environment: Gen Y<br />
18-25 yrs old, all countries<br />
Global WorkPlace Innovation<br />
Access to collaborative working environment<br />
in <strong>the</strong> 21st century workplace is clearly<br />
unavoidable. When most workplaces only<br />
dedicate at <strong>the</strong> most, 30% of <strong>the</strong>ir space to<br />
meeting rooms <strong>and</strong> 70% of <strong>the</strong> space to desks,<br />
<strong>the</strong> reverse balance seems to be <strong>the</strong> answer to<br />
satisfy <strong>the</strong> younger generation at work. 25%<br />
of people in workplaces want to use formal<br />
meeting rooms while 41% are more attracted<br />
to dedicated team workspaces <strong>and</strong> 32%<br />
prefer to have access to breakout spaces. The<br />
preferences are shifting towards <strong>the</strong> use of<br />
informal spaces, ra<strong>the</strong>r than formal.<br />
Figure 43: Access to collaborative spaces, 18-25 years old, per country<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Everything depends on <strong>the</strong><br />
culture of <strong>the</strong> company. The<br />
policies of <strong>the</strong> company should<br />
be to encourage employees<br />
to work in teams, to think<br />
about <strong>the</strong>ir colleagues before<br />
<strong>the</strong>mselves.<br />
Jaydeep, 1983<br />
87
88<br />
The US 18-25 years old appear to have <strong>the</strong> highest dem<strong>and</strong> for dedicated team workspaces, compared to<br />
<strong>the</strong> o<strong>the</strong>r country we studied. With 47% of <strong>the</strong> respondents who prefer access to dedicated collaborative<br />
workspaces, against 38% for <strong>the</strong> UK, 42% for India <strong>and</strong> 37% for China. Breakout spaces are also in<br />
dem<strong>and</strong>, both bookable spaces <strong>and</strong> informal one. China is particularly leading with 43% of <strong>the</strong> 18-25<br />
years old attracted to this type of space to collaborate, against 28.3% on average for <strong>the</strong> rest of <strong>the</strong><br />
sample studied.<br />
Figure 44: Choice of collaborative space: per age group<br />
The most important<br />
thing for me is to feel<br />
as if <strong>the</strong> work I am<br />
doing is worthwhile <strong>and</strong><br />
appreciated by o<strong>the</strong>rs.<br />
Jacquelyn, 1989<br />
Global WorkPlace Innovation<br />
We can observe major differences between <strong>the</strong> <strong>Generation</strong> Y <strong>and</strong> <strong>the</strong> <strong>Generation</strong> X. The older generation<br />
are moving away from traditional meeting places towards <strong>the</strong> use of more informal meeting spaces, even<br />
as far as ab<strong>and</strong>oning team spaces, most preferred by <strong>the</strong> generation Y.<br />
Figure 45: Choice of collaborative space: per industry sector, all ages<br />
The results per industry sector are even more striking, showing major differences in <strong>the</strong>ir ways of<br />
working <strong>and</strong> cultural differences at work.<br />
The Art & Design industry is demonstrating how much <strong>the</strong>ir creativity depends on having a<br />
workplace focused on collaboration<br />
The Engineering industry is focused on team based activities<br />
The Media industry prefers access to a large amount of breakout spaces<br />
The Finance sector is more anchored in formal meeting spaces<br />
Recommendations:<br />
Team workspaces should be present in every workplace<br />
Access to informal collaborative spaces (like breakout spaces) ra<strong>the</strong>r than formal meeting rooms<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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Global WorkPlace Innovation<br />
Technology<br />
Focus:<br />
What technologies are you expecting <strong>and</strong> prefer to have in your workplace?<br />
Overview:<br />
The presence of technology in <strong>the</strong> workplace <strong>and</strong> our day-to-day life has forced change in <strong>the</strong> workplace:<br />
from <strong>the</strong> integration of advanced technological solutions in our working environment to enhancing our ways<br />
of working, communicating <strong>and</strong> collaborating in <strong>the</strong> workplace. Having access to printers, laptops <strong>and</strong> o<strong>the</strong>r<br />
technological facilities is key to enhance an effective workplace nowadays. O<strong>the</strong>r technologies similar to<br />
emails, on-line company chat systems <strong>and</strong> so on, make it relatively easy to communicate <strong>and</strong> interact with<br />
co-worker. Many of <strong>the</strong> respondents favoured such technologies to be present in <strong>the</strong>ir workplace.<br />
The workplace of <strong>the</strong> future will embrace more technological innovation, smarter, seamless <strong>and</strong> sensory.<br />
The level of productivity is expected to increase <strong>and</strong> our level of creativity be enhanced by <strong>the</strong> use of<br />
technologies. Today <strong>the</strong> <strong>Generation</strong> Y seems to depend on technology so much, even in <strong>the</strong>ir personal<br />
lives, that it is crucial to consider <strong>the</strong> place of technology at work.<br />
Results:<br />
Very high<br />
expectations<br />
Very high<br />
expectations<br />
The technology results demonstrate that it is important<br />
to consider <strong>the</strong> role of technologies in tomorrow’s<br />
workplace <strong>and</strong> for <strong>the</strong> <strong>Generation</strong> Y. This generation<br />
of 18 – 25 years old has grown up with technology in<br />
<strong>the</strong>ir day-to-day environment <strong>and</strong> it is ‘normal’ <strong>and</strong><br />
‘expected’ for <strong>the</strong>m to have technologies at work, as<br />
good as what <strong>the</strong>y have at home, if not better.<br />
Their level of expectation is very high, which demonstrate<br />
that <strong>the</strong>y would pay attention to it when looking for a job.<br />
They also attach a lot of importance to <strong>the</strong> provision of<br />
technologies within <strong>the</strong>ir working environment.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Importance<br />
Mobile phone Top 1 53.1% 56.7% gave it: very high importance<br />
Laptop Top 2 52.8% 49% gave it: very high importance<br />
Organiser /<br />
Blackberry<br />
Top 3 46.0% 52.5% gave it: very high importance<br />
Printer Top 4 38.5% 44.9% gave it: very high importance<br />
Recommendations<br />
Mobile technology is a priority<br />
Mobile <strong>and</strong> portable technologies should<br />
be provided as a priority; laptop ra<strong>the</strong>r<br />
than PC desktops, Blackberry ra<strong>the</strong>r than<br />
mobile phones<br />
Limit <strong>the</strong> provision of printers on desks <strong>and</strong><br />
promote clean desk policies<br />
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How technology is transforming work<br />
Enter any workplace today <strong>and</strong> you will find<br />
technology at <strong>the</strong> core of its operations. Whe<strong>the</strong>r<br />
it’s an office or industrial environment - wireless<br />
networking, automation, instant messaging <strong>and</strong><br />
virtual meetings are all playing a fundamental<br />
role in transforming how business is conducted<br />
globally. Moving forward, technologies will create<br />
a faster support infrastructure, more flexible<br />
workplaces that enable businesses to meet<br />
<strong>the</strong> evolving dem<strong>and</strong>s from <strong>the</strong>ir customers.<br />
<strong>Workplace</strong>s have undergone dramatic changes<br />
during <strong>the</strong> last number of decades as society<br />
makes <strong>the</strong> transition from an industrial age<br />
to a knowledge age. In <strong>the</strong> wake of <strong>the</strong>se<br />
transformations, new work styles, locations <strong>and</strong><br />
patterns are underpinning <strong>the</strong> changes being<br />
experienced in <strong>the</strong> workplace today. This is giving<br />
rise to a better connected, more competitive<br />
<strong>and</strong> increasingly complex work environment<br />
including key features like <strong>the</strong> emerging trend<br />
of knowledge work; <strong>the</strong> changing dem<strong>and</strong> for<br />
flexible employment contracts giving rise to leaner<br />
organisations; <strong>and</strong>, <strong>the</strong> increased number of<br />
mobile workers.<br />
Figure 46: The Smart <strong>Workplace</strong> 2030 – Johnson Controls © 2009<br />
Global WorkPlace Innovation<br />
Technology is <strong>the</strong> most important factor<br />
influencing <strong>and</strong> enabling <strong>the</strong> scale of change<br />
within workplaces even today. As a result of <strong>the</strong><br />
exponential technological developments, we are<br />
witnessing unprecedented <strong>and</strong> irreversible changes<br />
in our society. These changes are affecting <strong>the</strong><br />
way we work <strong>and</strong> live, influencing our strategic<br />
business decision <strong>and</strong> direction of <strong>the</strong> workplace.<br />
Research analysts at Gartner 59 identify ten<br />
technologies <strong>the</strong>y believe will be of strategic<br />
importance. Virtualization. Virtualization to<br />
eliminate duplicate copies of data on <strong>the</strong> real<br />
storage devices while maintaining <strong>the</strong> illusion<br />
to <strong>the</strong> accessing systems that <strong>the</strong> files are<br />
as originally stored (data deduplication) can<br />
significantly decrease <strong>the</strong> cost of storage devices<br />
<strong>and</strong> media to hold information.<br />
Cloud Computing - Cloud computing is a<br />
style of computing that characterizes a model in<br />
which providers deliver a variety of IT-enabled<br />
capabilities to consumers.<br />
Servers - Beyond Blades -This evolution<br />
will simplify <strong>the</strong> provisioning of capacity to meet<br />
growing needs. The organization tracks <strong>the</strong><br />
various resource types, for example, memory,<br />
separately <strong>and</strong> replenishes only <strong>the</strong> type that is in<br />
short supply.<br />
Web-Oriented Architectures - The Internet<br />
is arguably <strong>the</strong> best example of an agile,<br />
interoperable <strong>and</strong> scalable service-oriented<br />
environment in existence.<br />
EnterpriseMashups - Through <strong>2010</strong>, <strong>the</strong><br />
enterprise mashup product environment will<br />
experience significant flux <strong>and</strong> consolidation,<br />
<strong>and</strong> application architects <strong>and</strong> IT leaders should<br />
investigate this growing space for <strong>the</strong> significant<br />
<strong>and</strong> transformational potential it may offer <strong>the</strong>ir<br />
enterprises.<br />
Specialized Systems - Heterogeneous systems<br />
are an emerging trend in high-performance<br />
computing to address <strong>the</strong> requirements of <strong>the</strong><br />
most dem<strong>and</strong>ing workloads, <strong>and</strong> this approach<br />
will eventually reach <strong>the</strong> general-purpose<br />
computing market.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Social Software <strong>and</strong> Social Networking<br />
Organizations should consider adding a social<br />
dimension to a conventional Web site or<br />
application <strong>and</strong> should adopt a social platform<br />
sooner, ra<strong>the</strong>r than later.<br />
Unified Communications - This change is<br />
driven by increases in <strong>the</strong> capability of application<br />
servers <strong>and</strong> <strong>the</strong> general shift of communications<br />
applications to common off-<strong>the</strong>-shelf server <strong>and</strong><br />
operating systems.<br />
Business Intelligence - Business Intelligence<br />
(BI) can have a direct positive impact on a company’s<br />
business performance, dramatically improving<br />
its ability to accomplish its mission by making<br />
smarter decisions at every level of <strong>the</strong> business from<br />
corporate strategy to operational processes.<br />
Green IT - Shifting to more efficient products<br />
<strong>and</strong> approaches can allow for more equipment<br />
to fit within an energy footprint, or to fit into a<br />
previously filled center.<br />
Despite <strong>the</strong> transforming potential of technology,<br />
attitudes <strong>and</strong> mindsets are much slower to<br />
change. Supporting systems, structures, business<br />
processes, <strong>and</strong> new ways of working <strong>and</strong> thinking<br />
need to be put in place to realise truly radical<br />
workplace transformation.<br />
Source http://www.gartner.com/it/page.<br />
jsp?id=777212<br />
93
94<br />
Photographer: Oriane Pesquier<br />
Global WorkPlace Innovation<br />
Conclusion<br />
The 18 – 25 years old have never known anything<br />
but economic growth <strong>and</strong> prosperity until last<br />
year. How will <strong>the</strong>ir expectations <strong>and</strong> behaviour<br />
change in <strong>the</strong> face of <strong>the</strong> unfolding mayhem in <strong>the</strong><br />
financial markets? We have yet to feel <strong>the</strong> full force<br />
of this global event. Will <strong>Generation</strong> Y continue<br />
to be such a special generation, feted <strong>and</strong> wooed<br />
for <strong>the</strong>ir talent, if <strong>the</strong> balance of power reverts to<br />
employers as labour markets tighten?<br />
It remains crucially important to underst<strong>and</strong><br />
what matters most to <strong>the</strong> 18 – 25 years old.<br />
The data reveals a fascinating insight into this<br />
new generation <strong>and</strong> how <strong>the</strong>y are <strong>and</strong> behave<br />
compared to previous one.<br />
So, what has <strong>the</strong> OXYGENZ research told us about<br />
<strong>the</strong> workplace preferences of <strong>Generation</strong> Y. Based<br />
on <strong>the</strong> data collected over <strong>the</strong> course of <strong>the</strong><br />
survey, we can summarise <strong>the</strong> following:<br />
Buildings should be located in an urban or<br />
slightly urban setting<br />
There should be a provision for employees<br />
to primarily use public transport to work,<br />
car sharing schemes incentives policies <strong>and</strong><br />
limited car parking facilities if possible<br />
The working environment should predominantly:<br />
Be modern with subtle <strong>and</strong> relaxing colours<br />
Have a blend of natural <strong>and</strong> artificial lighting<br />
Have natural floor finishes<br />
Contain subtle art<br />
Strong consideration should be given to<br />
environmental measures <strong>and</strong> sustainable<br />
ways of working in <strong>the</strong> workplace<br />
Workstations should be dedicated<br />
to individuals with <strong>the</strong> ability to be<br />
personalised by <strong>the</strong> occupant<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Desk sharing should be introduced to<br />
boost flexible working <strong>and</strong> increase desk<br />
to people ratios<br />
The space allocated to each desk should<br />
remain within average occupancy st<strong>and</strong>ards<br />
of 8 to 12 sqm per head)<br />
The workplace should provide a broad<br />
range of support spaces to support<br />
different ways of working but most<br />
importantly, should include informal<br />
space to breakout <strong>and</strong> collaborate with<br />
colleagues as much as possible<br />
People should be allowed to work in a mobile<br />
way (on <strong>and</strong> off campus/business park) with<br />
<strong>the</strong> ability to flex <strong>the</strong>ir working hours<br />
The facilities services should be of a<br />
high st<strong>and</strong>ard with access to a range of<br />
on-site catering services from formal<br />
restaurants to cafes<br />
Access to communal facilities such as<br />
a gym, gardens, bars <strong>and</strong> clubs <strong>and</strong><br />
commercial facilities like banks <strong>and</strong><br />
hairdressers should be provided<br />
The workplace should be designed to<br />
support social interaction <strong>and</strong> provide<br />
opportunities for learning<br />
The ambiance <strong>and</strong> atmosphere of<br />
<strong>the</strong> workplace is also important – <strong>the</strong><br />
workplace should be used to communicate<br />
corporate culture <strong>and</strong> values, engage<br />
employees with <strong>the</strong>ir colleagues, a major<br />
factor to increase creativity<br />
Technology in <strong>the</strong> workplace should be<br />
incorporated to maximise productivity<br />
facilitating virtual <strong>and</strong> face to face engagement<br />
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96<br />
World<br />
301118 to 25 year old<br />
Location<br />
respondents: {<br />
71% would prefer to work in an urban<br />
setting against 29% in a rural setting.<br />
A modern or contemporary style with<br />
subtle; clinical, relaxing colors.<br />
39% would prefer only natural light in<br />
<strong>the</strong>ir working environment.<br />
All countries: 18-25 years old preferences <strong>and</strong><br />
expectations for working.<br />
57% would prefer to have an employer which<br />
provides a workplace which goes beyond<br />
environmentally compliance.<br />
Representing 57.3% of <strong>the</strong> total sample<br />
50.3% of males <strong>and</strong><br />
49.7% of females<br />
55.6% of respondents are studying<br />
Global WorkPlace Innovation<br />
All countries: 18-25 years old individual space<br />
preferences.<br />
Travel<br />
40% by car of which 30% would prefer to<br />
drive a hybrid car<br />
14% cycling<br />
10% by motorcycle or scooter<br />
19% by public transport<br />
17% walking<br />
Top 3 priorities when chosing an employer:<br />
1. Opportunities for Learning<br />
2. Quality of Life<br />
3. Work Colleagues<br />
Conclusion Continued...<br />
It is conceivable that <strong>the</strong>re might come a day when<br />
offices are no longer considered necessary. For<br />
<strong>the</strong> moment though, <strong>the</strong> provision of appropriate<br />
workplaces remains largely with employers. Our<br />
results <strong>and</strong> our observations show that individual<br />
engage with <strong>the</strong>ir working environments <strong>and</strong> <strong>the</strong><br />
people around <strong>the</strong>m.<br />
There is a common belief that people are more<br />
often interested in what’s happening on <strong>the</strong>ir<br />
digital devices than <strong>the</strong> people sitting next to <strong>the</strong>m.<br />
But <strong>the</strong> Oxygenz results demonstrate again that<br />
work is inherently social. Organisations now have<br />
<strong>the</strong> opportunity to view <strong>the</strong> <strong>Generation</strong> Y sociability<br />
as a source of business advantages, giving <strong>the</strong>m<br />
access to <strong>the</strong> collective intelligence available across<br />
organisational boundaries <strong>and</strong> contained within<br />
<strong>Generation</strong> Y’s extended personal networks.<br />
Recognising <strong>the</strong> value of networked sociability <strong>and</strong><br />
enabling it through <strong>the</strong> design of <strong>the</strong> workplace<br />
<strong>and</strong> organisational support environments will<br />
allow businesses to tap into <strong>the</strong> powerhouse of <strong>the</strong><br />
<strong>Generation</strong> Y energy, innovation, knowledge <strong>and</strong><br />
creative potential.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Recommendations:<br />
Having understood <strong>the</strong> workplace preferences of<br />
<strong>Generation</strong> Y, it is important to underst<strong>and</strong> <strong>the</strong><br />
implication of <strong>the</strong> findings for employers, facilities<br />
managers <strong>and</strong> real estate owners <strong>and</strong> investors.<br />
Success will be about compromise <strong>and</strong> determining<br />
<strong>the</strong> essentials versus <strong>the</strong> nice to haves.<br />
Location:<br />
Urban to Slightly Urban<br />
Design:<br />
Modern, well light, subtle with natural <strong>and</strong> soft<br />
materials<br />
Sustainability:<br />
Strong emphasis on sustainable ways of<br />
working<br />
Provision for employees to drive <strong>and</strong> use<br />
public<br />
Transport, promoting cycling to work<br />
Functionality:<br />
Dedicated desks with scope for sharing<br />
Space per desk above average st<strong>and</strong>ard<br />
Wide range of support environments<br />
Range of different support environments<br />
Supporting flexibility in terms of time <strong>and</strong><br />
location is key<br />
Support social interaction <strong>and</strong> opportunities<br />
for learning<br />
Facilities:<br />
Very high st<strong>and</strong>ard of facility services<br />
Access to social facilities<br />
Technology:<br />
Seamlessly incorporated to enhance productivity<br />
Mobile technology should be a priority<br />
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98<br />
897<br />
Location<br />
India<br />
Total number of<br />
<strong>Generation</strong> Y<br />
respondents in India:{<br />
84% would prefer to work in an urban<br />
setting against 16% in a rural setting.<br />
A more modern ra<strong>the</strong>r than contemporary<br />
style with subtle; clinical <strong>and</strong> relaxing,<br />
vibrant <strong>and</strong> colourful interior.<br />
Only 30% would prefer only natural light<br />
in <strong>the</strong>ir working environment.<br />
India: 18-25 years old preferences <strong>and</strong><br />
expectations for working patterns<br />
62% would prefer to have an employer which<br />
provides a workplace which goes beyond<br />
environmentally compliance.<br />
80% are between 18-25 years old<br />
(68% of males <strong>and</strong> 32% of females)<br />
75% of respondents are studying<br />
Travel<br />
Global WorkPlace Innovation<br />
India: 18-25 years old individual space preferences<br />
75% prefer to work in mobile way but 92% would<br />
like to personalise <strong>the</strong>ir individual space.<br />
49% by car of which 65% would prefer to<br />
drive a hybrid car<br />
8% cycling<br />
18% by motorcycle or scooter<br />
16% by public transport<br />
9% walking<br />
Top 3 priorities when chosing an employer:<br />
1. Opportunities for Learning<br />
2. Quality of Life<br />
3. Meaningful Work<br />
660<br />
Location<br />
China<br />
Total number of<br />
<strong>Generation</strong> Y<br />
respondents in China:{<br />
70% would prefer to work in an urban<br />
setting against 29% in a rural setting.<br />
A more modern ra<strong>the</strong>r than contemporary<br />
style with subtle; clinical colors.<br />
Only 28% would prefer only natural light<br />
in <strong>the</strong>ir working environment.<br />
China: 18-25 years old preferences <strong>and</strong><br />
expectations for working patterns<br />
59% would prefer to have an employer which<br />
provides a workplace which goes beyond<br />
environmentally compliance.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
74% are between 18-25 years old<br />
(31% of males <strong>and</strong> 69% of females)<br />
67% of respondents are studying<br />
China: 18-25 years old individual space preferences<br />
77% prefer to work in mobile way but 94% would<br />
like to personalise <strong>the</strong>ir individual space.<br />
Travel<br />
21% by car <strong>and</strong> of which 48% would prefer<br />
to drive a hybrid car.<br />
19% cycling.<br />
9% by motorcycle or scooter.<br />
31% by public transport.<br />
19% walking<br />
Top 3 priorities when chosing an employer:<br />
1. Opportunities for Learning<br />
2. Advancement <strong>and</strong> promotions<br />
3. Quality of Life<br />
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100<br />
USA<br />
1217<br />
Total number of<br />
<strong>Generation</strong> Y<br />
respondents in USA:{<br />
Location<br />
79% would prefer to work in an urban<br />
setting against 21% in a rural setting<br />
A modern or contemporary style with<br />
subtle; clinical <strong>and</strong> relaxing colors<br />
47% would prefer only natural light in<br />
<strong>the</strong>ir working environment<br />
USA: 18-25 years old preferences <strong>and</strong> expectations<br />
for working patterns.<br />
51% would prefer to have an employer which<br />
provides a workplace which goes beyond<br />
environmentally compliance.<br />
44.3% are between 18-25 years old<br />
(46% of males <strong>and</strong> 54% of females)<br />
77.9% of respondents are studying<br />
Travel<br />
Global WorkPlace Innovation<br />
USA: 18-25 years old individual space preferences.<br />
78% prefer to work in a mobile way but 89% would<br />
like to personalise <strong>the</strong>ir individual space.<br />
51% by car <strong>and</strong> 34% would prefer to drive<br />
a hybrid car<br />
7% cycling<br />
9% by motorcycle or scooter<br />
15% by public transport<br />
18% walking<br />
Top 3 priorities when chosing an employer:<br />
1. Meaningful Work<br />
2. Quality of Life<br />
3. Work Colleagues<br />
607<br />
Location<br />
UK<br />
Total number of<br />
<strong>Generation</strong> Y<br />
respondents in UK:{<br />
73% would prefer to work in an urban<br />
setting against 27% in a rural setting<br />
A modern or contemporary style with<br />
subtle; clinical, relaxing <strong>and</strong> vibrant colors<br />
48% would prefer only natural light in<br />
<strong>the</strong>ir working environment<br />
UK: 18-25 years old preferences <strong>and</strong> expectations<br />
for working<br />
61% would prefer to have an employer which<br />
provides a workplace which goes beyond<br />
environmentally compliance.<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
47.1% are between 18-25 years old<br />
(50.25% of males & 49.75% of females)<br />
55.6% of respondents are studying<br />
UK: 18-25 years old individual space preferences<br />
82% prefer to work in a mobile way but 89% would<br />
like to personalise <strong>the</strong>ir individual space.<br />
Travel<br />
34% by car, <strong>and</strong> 30% would prefer to drive<br />
a hybrid car<br />
12% cycling<br />
7% by motorcycle or scooter<br />
16% by public transport<br />
30% walking<br />
Top 3 priorities when chosing an employer:<br />
1. Work Colleagues<br />
2. Opportunities for Learning<br />
3. Meaningful Work<br />
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Location<br />
Cost<br />
Efficiency<br />
Infrastructure<br />
Travel<br />
Support Services<br />
Reception<br />
IT<br />
Environmental Policies<br />
Design<br />
Image<br />
Style<br />
Atmosphere<br />
Work settings<br />
Individual space<br />
Collaborative space<br />
Shared space<br />
Support space<br />
Virtual space<br />
Work style<br />
Mobility status<br />
HR Contract<br />
Working patterns<br />
Managerial Style<br />
Sustainability<br />
Green<br />
Socialability<br />
Real Estate<br />
Facilities<br />
Management<br />
<strong>Workplace</strong><br />
Human<br />
Resources<br />
Social<br />
Structure<br />
Technology<br />
Platform<br />
Networked<br />
Way of Working<br />
Mobile<br />
ITWeb2.0 Platform<br />
Cloud<br />
Global WorkPlace Innovation<br />
A <strong>Workplace</strong> to<br />
attract <strong>and</strong> retain<br />
talent from <strong>the</strong><br />
<strong>Generation</strong> Y<br />
A sustainable<br />
<strong>and</strong> social<br />
structure <strong>and</strong><br />
a physical<br />
<strong>and</strong> virtual<br />
environment in<br />
which people<br />
work, evolve<br />
<strong>and</strong> grow as<br />
individuals <strong>and</strong><br />
teams.<br />
What are <strong>the</strong> implications for employers?<br />
If we explore now <strong>the</strong> implications for, employers, real estate owners <strong>and</strong> investors <strong>and</strong> facilities<br />
managers <strong>and</strong> service providers, as well as human resources strategies, we recommend our Industry to<br />
consider <strong>the</strong> following issues:<br />
Real Estate<br />
It is clear that <strong>Generation</strong> Y would prefer an urbanised location however this conflicts with <strong>the</strong>ir<br />
preference to drive to work.<br />
An urban location will contribute to meeting a number of o<strong>the</strong>r key preferences such as:<br />
The ability to leverage public transport networks contributing to more sustainable ways<br />
of working.<br />
Access to social <strong>and</strong> commercial facilities such as gyms, restaurants <strong>and</strong> bars.<br />
The city can be an extension of <strong>the</strong> working environment facilitating collaboration <strong>and</strong> creativity<br />
in a non-office environment.<br />
An urban location will most likely be <strong>the</strong> more expensive location when compared with business<br />
parks <strong>and</strong> rural locations however <strong>the</strong> urban location does allow an employer to tick a number of<br />
<strong>the</strong> <strong>Generation</strong> Y boxes.<br />
Hidden costs such as providing dedicated, on-site facilities may need to be considered when<br />
comparing potential locations.<br />
Facilities Management<br />
FM today is just as much about supporting people as it is managing buildings. The preference of<br />
<strong>Generation</strong> Y suggest that this will need to go fur<strong>the</strong>r in <strong>the</strong> future providing high quality people focused<br />
services akin with a hotel concierge.<br />
FM will need to work closer with HR <strong>and</strong> RE to clearly articulate <strong>the</strong> business benefits of improving<br />
service quality <strong>and</strong> providing subsidised or on-site access to social <strong>and</strong> commercial facilities.<br />
Sustainability will be key <strong>and</strong> should be front <strong>and</strong> centre in <strong>the</strong> workplace <strong>and</strong> an factor of choice<br />
for <strong>the</strong> generation y when choosing an organisation <strong>and</strong> an employer.<br />
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<strong>Workplace</strong><br />
There is a clear preference for flexible working <strong>and</strong> being able to choose when <strong>and</strong> where to<br />
conduct work with <strong>the</strong> ultimate aim of achieving a sustainable work / life balance<br />
This contrasts with <strong>the</strong> <strong>Generation</strong> Y’s preference for dedicated workstations <strong>and</strong> <strong>the</strong> ability to<br />
personalise <strong>the</strong>ir work space as <strong>the</strong>y are able to personalise <strong>the</strong>ir web applications to establish<br />
<strong>the</strong>ir own identity<br />
The desire to work with slightly more than <strong>the</strong> recommended amount of space per workstation<br />
was also reflected but is not critical if addressed carefully<br />
While <strong>the</strong> financial benefits of flexible working are clear work will have to be done with <strong>the</strong><br />
<strong>Generation</strong> Y to help <strong>the</strong>m to trade <strong>the</strong>ir dedicated desk for mobility <strong>and</strong> team oriented spaces<br />
Because <strong>the</strong> possibility exists (due to technology) for <strong>the</strong> <strong>Generation</strong> Y to work in any location <strong>the</strong><br />
workplace needs to be less structured <strong>and</strong> focus on supporting a mixture of work settings<br />
Work setting “choice” is key not only in <strong>the</strong> designated office but also in urban space in <strong>the</strong> form<br />
of public amenities <strong>and</strong> community spaces supported by technology<br />
What has been very evident in <strong>the</strong> Oxygenz survey is that <strong>the</strong> <strong>Generation</strong> Y three important<br />
factors are “Opportunities for Learning”, “Quality of Life” <strong>and</strong> “Work Colleagues”,<br />
Their creativity <strong>and</strong> productivity is triggered by three major factors: “The people around <strong>the</strong>m”,<br />
colleagues <strong>and</strong> collaborators, “The ambiance <strong>and</strong> atmosphere” in <strong>the</strong> workplace through <strong>the</strong><br />
design, layout <strong>and</strong> facilities but also people, <strong>and</strong> “The technology” solutions <strong>the</strong>y are provided with.<br />
Information Technology / Web 2.0 platform<br />
Employees must provide <strong>the</strong> latest range of mobile technologies<br />
Sharing printing facilities must be widely accepted <strong>and</strong> promoted<br />
Access to social networking tool during work is recommended <strong>and</strong> should not be neglected as a<br />
powerful tool to support team building <strong>and</strong> networking within <strong>the</strong> workplace boundaries<br />
Human Resources<br />
Flexible working contracts must be <strong>the</strong> norm <strong>and</strong> are expected from most employees to enable a<br />
better work life balance, minimise constraint to work <strong>and</strong> reconcile family life with working life.<br />
Access to flex time <strong>and</strong> ad hoc working hours must be considered <strong>and</strong> widely accessible to all<br />
employees.<br />
The mobile nature of a flexible working style has a positive impact on <strong>the</strong> need to travel at<br />
traditional times of day enabling a more balanced life style<br />
Green travel schemes should be promoted to limit <strong>the</strong> use of cars to travel to <strong>the</strong> office<br />
Learning <strong>and</strong> Development opportunities should be offered within <strong>the</strong> working experience<br />
Global WorkPlace Innovation<br />
The workplace can directly support <strong>and</strong> influence <strong>the</strong>se findings through an office environment that<br />
enables individuals <strong>and</strong> teams to collaborate <strong>and</strong> engage with each o<strong>the</strong>r. It remains crucially important<br />
to underst<strong>and</strong> what things matter most to <strong>the</strong> 18 – 25 years old. The data reveals a fascinating insight<br />
into this new generation <strong>and</strong> how <strong>the</strong>y are <strong>and</strong> behave compared to previous one. The initial results<br />
confirm <strong>the</strong> characteristics that are attributed to <strong>Generation</strong> Y. There are five aspects of <strong>the</strong> initial<br />
findings we should draw attention to:<br />
Their desires <strong>and</strong> expectations of mobility <strong>and</strong> flexible working<br />
Their focus on team working <strong>and</strong> collaboration (both formal <strong>and</strong> informal)<br />
The high value <strong>the</strong>y place on opportunities for learning<br />
The importance of <strong>the</strong> physical environment in which <strong>the</strong>y work<br />
How strongly environmentally concious <strong>the</strong>y are<br />
Their sociability<br />
The generation Y is inherently social, team focused <strong>and</strong> embraces flexibility. Organisations now have <strong>the</strong><br />
opportunity to view <strong>the</strong> potential in <strong>the</strong> <strong>Generation</strong> Y at work, embrace <strong>the</strong>ir environmental consciousness<br />
<strong>and</strong> consider <strong>the</strong>ir emotional engagement with <strong>the</strong>ir workplace as a source of business advantages.<br />
It is conceivable that <strong>the</strong>re might come a day when offices are no longer considered necessary. For <strong>the</strong><br />
moment though, <strong>the</strong> provision of appropriate workplaces remains largely with employers. Our results<br />
<strong>and</strong> our observations show that individual engage with <strong>the</strong>ir working environments <strong>and</strong> <strong>the</strong> people<br />
around <strong>the</strong>m.<br />
There is a common belief that people are more often interested in what’s happening on <strong>the</strong>ir digital<br />
devices than <strong>the</strong> people sitting next to <strong>the</strong>m. But <strong>the</strong> Oxygenz results demonstrate again that work is<br />
inherently social. Organisations now have <strong>the</strong> opportunity to view <strong>the</strong> <strong>Generation</strong> Y sociability as a source<br />
of business advantages, giving <strong>the</strong>m access to <strong>the</strong> collective intelligence available across organisational<br />
boundaries <strong>and</strong> contained within <strong>Generation</strong> Y’s extended personal networks.<br />
Recognising <strong>the</strong> value of networked sociability <strong>and</strong> enabling it through <strong>the</strong> design of <strong>the</strong> workplace <strong>and</strong><br />
organisational support environments will allow businesses to tap into <strong>the</strong> powerhouse of <strong>the</strong> <strong>Generation</strong><br />
Y energy, innovation, knowledge <strong>and</strong> creative potential.<br />
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Footnotes<br />
1. http://www.spectator.co.uk/business/<strong>the</strong>-magazine/entrepreneur/654421/part_3/<strong>the</strong>-workplacediva-has-arrived.thtml<br />
2. Martin, C. And Tulgan, B. (2006) Managing <strong>the</strong> <strong>Generation</strong> Mix, 2nd Edition, HRD Press.<br />
3. KPMG International Research <strong>Report</strong>, 2007. The Impact of Digitalization: A <strong>Generation</strong> Apart.<br />
4. Castells, M., Fernadez-Ardevol, M., Linchuan Qiu, J., Sey, A. (2007). Mobile Communication <strong>and</strong><br />
Society: A Global Perspective. MIT Press, Cambridge, Massachusetts.<br />
5. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/<br />
Talking+About+my+<strong>Generation</strong>.htm<br />
6. http://www.spectator.co.uk/business/<strong>the</strong>-magazine/entrepreneur/654421/part_3/<strong>the</strong>-workplacediva-has-arrived.thtml<br />
7. Martin, C. And Tulgan, B. (2006) Managing <strong>the</strong> <strong>Generation</strong> Mix, 2nd Edition, HRD Press.<br />
8. Ask Gen Y Research <strong>Report</strong>, 2007. http://www.askgeny.com/research.php<br />
9. Howe, N. <strong>and</strong> Strauss, William (2007). The Next 20 Years: How Customer <strong>and</strong> Workforce Attitudes Will<br />
Evolve. Harvard Business Review, Jul/Aug2007, Vol. 85 Issue 7/8, p41-52<br />
10. http://www.news.com.au/story/0,23599,22727730-2,00.html<br />
11. http://blog.penelopetrunk.com/2007/10/17/<strong>the</strong>-real-deal-about-gen-y-<strong>the</strong>yre-inherentlyconservative/<br />
12. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/<br />
Talking+About+my+<strong>Generation</strong>.htm<br />
13. It’s 2008: Do They Know Where Their Talent Is?, Deloitte Research <strong>Report</strong>, 2004<br />
14. U.S. data are based on official estimates <strong>and</strong> projections. Population estimates for 1950-1999 are<br />
based on <strong>the</strong> resident population plus <strong>the</strong> armed forces overseas. Population estimates for 2000-<br />
2008 are for <strong>the</strong> resident population <strong>and</strong> are based on Census 2000. The estimates are produced<br />
using vital statistics through 2007 <strong>and</strong> survey data on international migration (supplemented with<br />
administrative data) through 2007.<br />
15. Making Talent a Strategic Priority, McKinsey Quarterly, 2008<br />
16. Age structure of <strong>the</strong> world – 2006 CIA World Factbook<br />
Global WorkPlace Innovation<br />
17. http://www.usatoday.com/money/workplace/2005-11-06-gen-y_x.htm<br />
18. http://www.marketresearch.com/product/display.asp?productid=1282382<br />
19. U.S. data are based on official estimates <strong>and</strong> projections. Population estimates for 1950-1999 are<br />
based on <strong>the</strong> resident population plus <strong>the</strong> armed forces overseas. Population estimates for 2000-<br />
2008 are for <strong>the</strong> resident population <strong>and</strong> are based on Census 2000. The estimates are produced<br />
using vital statistics through 2007 <strong>and</strong> survey data on international migration (supplemented with<br />
administrative data) through 2007.<br />
20. http://www.usnews.com/articles/business/your-money/2009/07/21/a-financial-roadmap-forgeneration-y.html<br />
21. http://blogs.harvardbusiness.org/erickson/2009/02/global_generations_focus_on_in.html<br />
22. http://www.zdnetasia.com/news/business/0,39044229,62042726,00.htm<br />
23. http://www.primacy.com/primetimes/200804/asia.html<br />
24. http://www.primacy.com/primetimes/200804/asia.html<br />
25. U.S. data are based on official estimates <strong>and</strong> projections. Population estimates for 1950-1999 are<br />
based on <strong>the</strong> resident population plus <strong>the</strong> armed forces overseas. Population estimates for 2000-<br />
2008 are for <strong>the</strong> resident population <strong>and</strong> are based on Census 2000. The estimates are produced<br />
using vital statistics through 2007 <strong>and</strong> survey data on international migration (supplemented with<br />
administrative data) through 2007.<br />
26. http://www.publiclibraries.com/authors/mico14/chinageny/<br />
27. http://www.gallup.com/poll/15934/Chinas-Gen-Bucks-Tradition.aspx<br />
28. U.S. data are based on official estimates <strong>and</strong> projections. Population estimates for 1950-1999 are<br />
based on <strong>the</strong> resident population plus <strong>the</strong> armed forces overseas. Population estimates for 2000-<br />
2008 are for <strong>the</strong> resident population <strong>and</strong> are based on Census 2000. The estimates are produced<br />
using vital statistics through 2007 <strong>and</strong> survey data on international migration (supplemented with<br />
administrative data) through 2007..<br />
29. http://www.primacy.com/primetimes/200804/asia.html<br />
30. http://www.publiclibraries.com/authors/mico14/chinageny/<br />
31. Mid-2006 Population Estimates: United Kingdom; estimated resident population by single year of age<br />
<strong>and</strong> sex, http://www.statistics.gov.uk/hub/index.html<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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108<br />
Footnotes Continued...<br />
32. http://www.statistics.gov.uk/downloads/<strong>the</strong>me_labour/LMS_Q<strong>and</strong>A.pdf<br />
33. U.S. data are based on official estimates <strong>and</strong> projections. Population estimates for 1950-1999 are<br />
based on <strong>the</strong> resident population plus <strong>the</strong> armed forces overseas. Population estimates for 2000-<br />
2008 are for <strong>the</strong> resident population <strong>and</strong> are based on Census 2000. The estimates are produced<br />
using vital statistics through 2007 <strong>and</strong> survey data on international migration (supplemented with<br />
administrative data) through 2007. Population data in <strong>the</strong> IDB for 2009-2050 are projections of<br />
<strong>the</strong> resident population. The projections originate with a base population from Census 2000 <strong>and</strong><br />
are produced using a cohort-component method. Projections are based on historical trends in vital<br />
statistics data through 2003 <strong>and</strong> administrative data on legal immigration through 2002.<br />
34. The Impact of Digitalization – a generation apart, KPMG International Research <strong>Report</strong>, 2007.<br />
35. Making Talent a Strategic Priority, McKinsey Quarterly, 2008<br />
36. It’s 2008: Do You Know Where Your Talent Is?, Deloitte Research <strong>Report</strong>, 2004<br />
37. http://www.designcouncil.org.uk/en/About-Design/Design-Disciplines/<strong>Workplace</strong>-design/<br />
38. Florida, R. (2005). Cities <strong>and</strong> The Creative Class. Routledge, London.<br />
39. CIPD (Charted Institute of Personnel Development), September 2008, How Smart Is UK plc? Findings<br />
From Organisational Practice.<br />
40. RICS (Royal Institution of Chartered Surveyors), Property In The Economy: <strong>Workplace</strong> design <strong>and</strong><br />
productivity - are <strong>the</strong>y inextricably linked? July 2008.<br />
41. Gensler, 2008 <strong>Workplace</strong> Survey, United Kingdom; 2008 <strong>Workplace</strong> Survey, US.<br />
42. CIPD (Charted Institute of Personnel Development), September 2008, How Smart Is UK plc? Findings<br />
From Organisational Practice.<br />
43. D. Guest, SSDA (Sector Skills Development Agency) Catalyst, Smarter Ways of Working: The Benefits<br />
And Barriers To The Adoption Of High-Performance Working, October 2006.<br />
44. Pettigrew, A. <strong>and</strong> Fenton, Y (2000). The Innovating Organisation, Sage Publications, London.<br />
45. PwC 12th <strong>Annual</strong> Global CEO Survey, Redefining Success, 2009. www.pwc.com/ceosurvey; IBM CEO<br />
Study, The Enterprise Of The Future, 2008.<br />
46. RICS (Royal Institution of Chartered Surveyors), Property In The Economy: <strong>Workplace</strong> design <strong>and</strong><br />
productivity - are <strong>the</strong>y inextricably linked? July 2008.<br />
Global WorkPlace Innovation<br />
47. Gensler, 2008 <strong>Workplace</strong> Survey, United Kingdom; 2008 <strong>Workplace</strong> Survey, US.<br />
48. Chartered Institute of Personnel Development Research Insight Reference 4678. Employee<br />
Engagement In Context. December 2008.<br />
49. http://www.gensler.com/uploads/documents/2008_UK_<strong>Workplace</strong>_Survey_11_19_2008.pdf; Towers<br />
Perrin, Attracting And Engaging Talent. http://www.2017.uwaterloo.ca/<br />
50. The Economist, Nomads At Last: A Special <strong>Report</strong> On Mobility. April 12th 2008.<br />
51. The Economist, Nomads At Last: A Special <strong>Report</strong> On Mobility. April 12th 2008.<br />
52. http://www.gensler.com/uploads/documents/2008_UK_<strong>Workplace</strong>_Survey_11_19_2008.pdf<br />
53. Towers Perrin, Attracting And Engaging Talent. http://www.2017.uwaterloo.ca/<br />
54. Castells, M. et al (2007). Mobile Communication And Society: A Global Society. The MIT Press,<br />
Cambridge, Massachusetts.<br />
55. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/<br />
Talking+About+My+<strong>Generation</strong>.htm<br />
56. http://www.ashridge.org.uk/website/Content.nsf/FileLibrary/765F31DC1EA5A951802575A100513<br />
8B8/$file/NSN.pdf; http://www.guardian.co.uk/media/pda/2009/feb/23/twitter‐social‐networking;<br />
http://www.joshuamarch.co.uk/search?q=mukund+mohan; http://www.enterpriseirregulars.<br />
com/2993/swiss-re-one-of-<strong>the</strong>-smart-companies; http://www.boozallen.com/about/article_newsideas/42033790.<br />
57. Financial Times, 27th January 2009.<br />
58. http://discovermagazine.com/videos/interview-danah-boyd/<br />
59. http://www.gartner.com/it/page.jsp?id=777212<br />
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Key Sponsors<br />
Johnson Controls, Global WorkPlace Innovation<br />
Johnson Controls Global WorkPlace Solutions is <strong>the</strong> leading global facilities management solutions<br />
provider. With over 50 years experience in <strong>the</strong> facilities management business, Johnson Controls has<br />
<strong>the</strong> expertise to deliver comprehensive <strong>Workplace</strong> strategies that support your global facility portfolio.<br />
Our approach to facilities management outsourcing is unique. We work with our clients to underst<strong>and</strong><br />
<strong>the</strong>ir business needs <strong>and</strong> <strong>the</strong>n we create tailored solutions designed to meet those needs. We are<br />
accountable for implementing our solutions <strong>and</strong> <strong>the</strong>n for guaranteeing <strong>the</strong> outcomes promised by<br />
our recommendations. What we deliver are comprehensive solutions that are good for our customers’<br />
organisations.<br />
Global WorkPlace Innovation (GWi) is <strong>the</strong> research <strong>and</strong> development programme of Global WorkPlace<br />
Solutions <strong>and</strong> aims to drive innovation <strong>and</strong> thought leadership in workplace solutions, globally; support<br />
customers’ needs <strong>and</strong> deliver advanced solutions. GWi also aims to challenge <strong>the</strong> status quo, leading<br />
change <strong>and</strong> delivering added value through innovation excellence.<br />
Contact: Dr. Marie Puybaraud,<br />
marie.c.puybaraud@jci.com<br />
+44 (0) 7966 563 167<br />
www.johnsoncontrols.co.uk<br />
www.globalworkplaceinnovation.com<br />
www.oxygenz.com<br />
Global WorkPlace Innovation<br />
iDEA is an independent multi-disciplined design <strong>and</strong> communications company based in UK <strong>and</strong> USA.<br />
We offer specialized consultancy in <strong>the</strong> fields of property, workplace, environment <strong>and</strong> communication<br />
to national <strong>and</strong> international clients undertaking business transformation.<br />
iDEA comprises a mobile team of twenty designers with a combined expertise in workplace, interior<br />
design, sustainability, graphic, digital <strong>and</strong> print media.<br />
Over <strong>the</strong> past fifteen years we have gained a reputation for our leading edge approach to design <strong>and</strong><br />
for <strong>the</strong> inspired <strong>and</strong> creative ways we present work to clients through interactive user engagement <strong>and</strong><br />
intuitive interface design.<br />
iDEA has a superb portfolio of case studies. To view <strong>the</strong>m, visit www.thinkidea.co.uk<br />
Contact: Simon Russell,<br />
simon.russell@thinkidea.co.uk<br />
+44 (0)1743 719070<br />
www.thinkidea.co.uk<br />
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Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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<strong>Haworth</strong>, Inc. is a global leader in <strong>the</strong> design <strong>and</strong> manufacturing of office furniture <strong>and</strong> organic<br />
workspaces, including raised access floors, moveable walls, systems furniture, seating, storage <strong>and</strong><br />
wood casegoods. Family-owned <strong>and</strong> privately held, <strong>Haworth</strong> is headquartered in Holl<strong>and</strong>, Michigan, <strong>and</strong><br />
serves markets in more than 120 countries through a global network of 600 dealers. The company had<br />
net sales of US $1.11 billion in 2009.<br />
www.haworth.com & www.organicworkspaces.com<br />
Contact: Paula Bedford, Paula.Bedford@<strong>Haworth</strong>.com<br />
Global WorkPlace Innovation<br />
Industry:<br />
BBC<br />
Deloitte<br />
The Smart Work Company<br />
e-Work<br />
NEW WOW<br />
Corenet Global<br />
eOffice<br />
Partners<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Academics:<br />
CEPT<br />
Chulalongkom University<br />
Cornell University<br />
Fraunhoffer Institute<br />
Hope College<br />
Liverpool John Moore University<br />
Tamassath University<br />
Texas University<br />
The Hague University<br />
Tongjii Univesity<br />
University of Central London<br />
University of Pretoria<br />
University of <strong>the</strong> West of Engl<strong>and</strong><br />
University of Wisconsin<br />
Wellingkar Institute<br />
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Authors<br />
Dr. Marie Puybaraud, Johnson Controls<br />
Dr. Marie Puybaraud is Director of Global WorkPlace Innovation (GWi) for Johnson Controls Global<br />
WorkPlace Solutions. Marie has managed <strong>the</strong> GWi Johnson Controls R&D Programme since 2002, leading<br />
around 15 annual projects to successful completion <strong>and</strong> disseminating all <strong>the</strong> findings both internally<br />
across <strong>the</strong> global business <strong>and</strong> externally through marketing <strong>and</strong> communications activities. Marie<br />
has more than 14 years of track record as an active researcher in <strong>the</strong> field of <strong>the</strong> built environment,<br />
spanning over a career in academia leading a postgraduate course in facilities management <strong>and</strong> teaching<br />
across Europe, in Asia <strong>and</strong> developing a global network of partners she collaborates with on research<br />
projects. She also continuously publishes articles in <strong>the</strong> press, academic publications <strong>and</strong> specialist<br />
journals on her research projects, particularly in <strong>the</strong> field of workplace, mobile working <strong>and</strong> flexible<br />
working, <strong>and</strong> new ways of working <strong>and</strong> futures. A regular speaker at both national <strong>and</strong> international<br />
conferences <strong>and</strong> a writer, she combines her expertise <strong>and</strong> corporate experience to transfer knowledge<br />
to <strong>the</strong> audience. Throughout <strong>the</strong> years working for Johnson Controls, she has played a significant role to<br />
develop stronger relationships with clients through <strong>the</strong> R&D activities, building <strong>the</strong>ir trust <strong>and</strong> engaging<br />
in innovation her colleagues <strong>and</strong> corporate clients worldwide <strong>and</strong> members of <strong>the</strong> research network.<br />
Knowledge management is core to her success <strong>and</strong> a continuous activity. Marie holds a BSc (Hons) in<br />
Construction Management <strong>and</strong> a PhD in Fire Safety Management. Marie obtained her PhD in July 2001<br />
<strong>and</strong> was awarded <strong>the</strong> MacFarlane Medal for best doctorate of <strong>the</strong> year, excellence in research <strong>and</strong> major<br />
contribution to research.<br />
And with <strong>the</strong> input of:<br />
Simon Russell, iDEA<br />
Simon has a depth of underst<strong>and</strong>ing for <strong>the</strong> aes<strong>the</strong>tic <strong>and</strong> technical possibilities when starting a project<br />
from <strong>the</strong> first initial stages.<br />
Being able to communicate at a senior level <strong>and</strong> manage with disparate organisational groups enables<br />
concept through to delivery. Simon has run high profile new media based communication projects since<br />
<strong>the</strong> late 80’s.<br />
Simon Helped create a new division within iDEA to specialise in offering a media service to existing <strong>and</strong><br />
new clients. This role involves working with a team of designers <strong>and</strong> programmers to deliver IT focussed<br />
media solutions <strong>and</strong> offer a full design studio service. The media team supports all departments within<br />
iDEA <strong>and</strong> competes with high profile agencies nationally <strong>and</strong> internationally, services offered include<br />
workplace <strong>and</strong> communication campaigns, print design solutions, <strong>and</strong> digital communication projects.<br />
Global WorkPlace Innovation<br />
Dr. Anne Marie McEwan, The Smart Work Company<br />
Dr Anne Marie McEwan is CEO of The Smart Work Company Ltd, which combines practical work-based<br />
learning <strong>and</strong> new management thinking to help senior executives <strong>and</strong> middle-level managers make <strong>the</strong><br />
transition to new ways of working. She has over a decade of experience researching <strong>and</strong> working with<br />
businesses, nationally <strong>and</strong> internationally, making <strong>the</strong> transition to new ways of working.<br />
She is a visiting fellow at Kingston University Business School in <strong>the</strong> UK, also a visiting academic at <strong>the</strong><br />
Academy of National Economy in Moscow, <strong>and</strong> is member of <strong>the</strong> UK Work Organisation Network (www.<br />
ukwon.net). She also co-facilitates Johnson Controls’ Global Mobility Network, a learning network for<br />
senior IT, FM <strong>and</strong> HR executives, where her work has included tracking workplace trends.<br />
Her forthcoming book, Smart Working: Creating The Next Wave, will be published in November <strong>2010</strong> by<br />
Gower. ISBN 978-1-4094-0456-9.<br />
Eline Leussink, Johnson Controls UK<br />
Eline Leussink, MA. has an extensive academic background <strong>and</strong> practical experience within <strong>the</strong><br />
Facilities Management arena. Eline has a BA in Facilities Management <strong>and</strong> an MA in International<br />
Business. Before joining JCI as a senior consultant Eline has had operational experience managing FM<br />
projects for KPMG <strong>and</strong> Rabobank. Currently working on a variety of consulting projects <strong>and</strong> business<br />
development opportunities, including development of FM Operational <strong>and</strong> Service Charge Models for<br />
<strong>the</strong> Shard, Europe’s tallest building, Eline’s previous assignments have included FM organisation advice<br />
<strong>and</strong> strategy development for BP <strong>and</strong> Exxon Mobil’s new development in Lu<strong>and</strong>a, Angola. Programme<br />
Management <strong>and</strong> Implementation of Global WorkPlace Innovation’s Oxygenz research project with<br />
Deloitte. FM Services Review <strong>and</strong> Change Management services for Barclays. FM Design Review / Advice<br />
for BBC’s new development in Salford Quays. Programme Management <strong>and</strong> Due Diligence for Unsiys<br />
business opportunity. For all <strong>the</strong>se projects, Eline was <strong>the</strong> lead consultant.<br />
Lewis Beck, Associate Director, Johnson Controls UK<br />
Lewis Beck has 10 years experience in <strong>the</strong> property, workplace <strong>and</strong> consultancy arenas <strong>and</strong> is<br />
responsible for leading Johnson Controls <strong>Workplace</strong> Consulting business in EMEA. Lewis has<br />
extensive experience of property strategy development <strong>and</strong> helping global organisations to deliver<br />
<strong>and</strong> sustain productive <strong>and</strong> effective working environments.<br />
And we would like to thanks <strong>the</strong> following collaborators for <strong>the</strong>ir invaluable expert input in <strong>the</strong><br />
delivery of this project:<br />
Dr. Jay Br<strong>and</strong>, <strong>Haworth</strong><br />
Kate North, eWork<br />
Malavika Kamath, Johnson Controls Singapore<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
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Global WorkPlace Innovation<br />
Contact<br />
Dr. Marie Puybaraud<br />
Director Global WorkPlace Innovation<br />
Johnson Controls Global WorkPlace Solutions<br />
London<br />
UK<br />
Tel: +44 (0) 7966 563 167<br />
Email: marie.c.puybaraud@jci.com<br />
For information about Johnson Controls Global<br />
WorkPlace Innovation research & development<br />
program go to: www.globalworkplaceinnovation.com<br />
Artwork <strong>and</strong> Design:<br />
Amber Pimm-Jones<br />
Media Designer<br />
01743 719070<br />
amber.pimm-jones@thinkidea.co.uk<br />
www.thinkidea.co.uk<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.<br />
Kieren Nason<br />
Design & Production Specialist<br />
Johnson Controls<br />
Global WorkPlace Solutions<br />
kieren.nason@jci.com<br />
Photography<br />
Oriane Pesquier<br />
iStock<br />
SXC<br />
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Global WorkPlace Innovation<br />
Copyright © <strong>2010</strong>, Johnson Controls. Confidential. All Rights Reserved.<br />
Intellectual Property Johnson Controls, <strong>Haworth</strong> <strong>and</strong> iDEA.