Gen Y: United States - Steelcase
Gen Y: United States - Steelcase Gen Y: United States - Steelcase
- Page 2 and 3: Gen Y: United States ©2011 Steelca
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- Page 10 and 11: Introduction Research Methods Intro
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- Page 40 and 41: observe The questions Participants
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<strong>Gen</strong> Y: <strong>United</strong> <strong>States</strong><br />
©2011 <strong>Steelcase</strong> Inc.<br />
WorkSpace Futures Group
workspace futures<br />
Table of Contents<br />
Introduction..................................................................................... 2<br />
Executive Summary........................................................................ 4<br />
Key Questions................................................................................. 7<br />
Our Process.................................................................................... 8<br />
Phase 1: Understand.................................................................... 10<br />
Phase 1: Understand — Key Findings.......................................... 34<br />
Phase 2: Observe.......................................................................... 36<br />
Phase 2: Observe — What we saw: Summary............................. 59<br />
Phase 3: Synthesize...................................................................... 66<br />
Key Shifts...................................................................................... 67<br />
Design Principles.......................................................................... 76<br />
Phase 4: Realize............................................................................ 82<br />
Phase 4: Spatial Concepts........................................................... 83<br />
In Closing...................................................................................... 92<br />
The Team....................................................................................... 93<br />
Notes/Bibliography....................................................................... 94<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
1
introduction<br />
Photo: ©iStockphoto.com/Bim<br />
Introduction<br />
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360.steelcase.com <strong>Gen</strong>Y °
introduction<br />
Why study <strong>Gen</strong> Y<br />
in the <strong>United</strong> <strong>States</strong>?<br />
A few thoughts before we dive in...<br />
The mission of <strong>Steelcase</strong> WorkSpace Futures (WSF) is to<br />
learn more about the needs of workers, and to uncover emerging<br />
behavioral patterns that will likely be of significant importance<br />
to our company and our customers. Our data collection methods<br />
include observation of end-users in their work environments,<br />
structured and informal interviews, and still photography and/or<br />
video ethnography to capture behaviors, and people’s interaction<br />
with their spaces and artifacts.<br />
Through storytelling, we uncover patterns of behavior and<br />
unmet user needs. We synthesize these patterns, together<br />
with secondary research, and distill them down to key insights.<br />
These insights then lead us to design principles, which in turn<br />
are used by our product and application designers to develop<br />
new concepts.<br />
For this project, we focused on members of <strong>Gen</strong>eration Y –<br />
all 70 million of them.<br />
The value of understanding <strong>Gen</strong>eration Y and their growing<br />
impact on the workplace (and world) cannot be underestimated.<br />
Simply put, <strong>Gen</strong> Y is not optional. You don’t try this generation<br />
on for size or sell to them in select markets. <strong>Gen</strong>eration Y is a tidal<br />
wave and it’s heading our way, bringing big changes in how we’ll<br />
work, play, interact and, ultimately, live with each other.<br />
So, now it’s our turn as a company – and a society – to make<br />
a decision. Do we cover our heads? Scramble for high ground?<br />
Or do we grab our boards and ride this wave we call <strong>Gen</strong> Y as<br />
far and as fast as it will take us?<br />
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Executive Summary<br />
Photo: ©iStockphoto.com/Photomorphic<br />
Executive Summary<br />
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Executive SUmmary<br />
<strong>Steelcase</strong> WorkSpace Futures conducted a nine-month study<br />
of <strong>Gen</strong>eration Y, starting in the summer of 2008. The team<br />
included researchers from WorkSpace Futures, as well as<br />
graduate students from Pennsylvania State University and the<br />
Georgia Institute of Technology. The project was inspired by the<br />
need to understand the shifting demographics in the workplace,<br />
and what offices might look like in twenty years. Key objectives<br />
of the project were to research the needs and expectations of<br />
<strong>Gen</strong>eration Y – at work and in life – as well as the influence<br />
<strong>Gen</strong> Y will have on work and the workplace.<br />
When it comes to <strong>Gen</strong> Y, there are a host of strong influencing<br />
factors – life patterns, technologies, political and social events,<br />
etc. – that have been evolving into notably new characteristics<br />
and behaviors. These individuals are tech savvy, diverse and<br />
socially minded with shifting loyalties that place the needs of<br />
family, peers and society before those of their employer.<br />
These new behaviors and expectations are leading to key shifts<br />
that will strongly influence work, work-life and work environments:<br />
Work does not identify them<br />
• They seek meaningful work and transparency<br />
• A new “career lattice” structure is replacing the traditional<br />
corporate ladder<br />
The workplace is where they are<br />
• Anyplace, 24/7 – “office” is about connecting<br />
Technology is an extension of themselves and an integral<br />
part of life<br />
Identity is developed through impact, recognition and<br />
collective success<br />
Career focus is on continuous growth and development<br />
through mentoring and peer-to-peer collaboration<br />
Those behavioral shifts are directly impacting work styles and<br />
environments, as <strong>Gen</strong>eration Y seek out – and even demand –<br />
workplaces that:<br />
• Reflect their style and culture<br />
• Are socially conscious<br />
• Provide organizational transparency<br />
• Support growth through feedback/mentoring<br />
• Support true work-life integration<br />
• Match cognitive intensity<br />
• Leverage social networks<br />
• Integrate technology<br />
But the behavioral and cultural shifts of <strong>Gen</strong> Y will influence<br />
organizations beyond just work practices and work environments.<br />
This generation will greatly impact product development, policies,<br />
marketing methods and a wide range of business strategies. This<br />
is not <strong>Gen</strong> X, part two.<br />
This generation has different values, new priorities and<br />
reassessed loyalties. It is incumbent on organizations to think<br />
differently about work as a whole in order to attract and engage<br />
these employees. Companies will also have to think differently<br />
about benefits and policies. Monetary incentives and other<br />
advancement tools don’t work the same way for this generation.<br />
<strong>Gen</strong>eration Y has a very progressive and distinct point of view<br />
about the way business should be and could be done and these<br />
new perspectives are bound to turn many current corporate<br />
practices on their ear.<br />
The research in this document illustrates new and emerging<br />
trends at a macro level in the areas of work, worker, work-life,<br />
work environments, Human Resources, and business strategies.<br />
Work-life balance is paramount<br />
Focus is on connections and building social capital<br />
through networks<br />
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Project Overview<br />
Project Overview<br />
<strong>Steelcase</strong> WorkSpace Futures conducted a nine month<br />
study of <strong>Gen</strong>eration Y starting in the summer of 2008. Though<br />
the work was initiated, led and owned by <strong>Steelcase</strong>, the study<br />
was a collaborative effort. Individuals from Pennsylvania State<br />
University and Georgia Institute of Technology were also involved<br />
in the work and added value to the overall project.<br />
Why the study on <strong>Gen</strong>eration Y? There are two primary<br />
issues that initiated the exploration of <strong>Gen</strong>eration Y.<br />
Shifting demographics at workplace<br />
<strong>Gen</strong>eration Y represents the next large group in the workforce.<br />
75 million Baby Boomers will be retiring in the next 10-20 years.<br />
Once the Baby Boomers begin to retire, <strong>Gen</strong> Y will take their<br />
place. A glance at the <strong>Steelcase</strong> North American workforce<br />
reveals that more than 50% of its current workers will be replaced<br />
by <strong>Gen</strong> Y in the next 10-20 years. This scenario is typical for most<br />
companies in North America and we need to respond to this<br />
upcoming shift proactively.<br />
Due to various influencing factors, <strong>Gen</strong> Y has also grown up very<br />
differently than previous generations. They have different needs<br />
and expectations about work and life, which have generated<br />
unique perspectives on the changing nature of work and the<br />
future of work environments.<br />
Offices in 20 years?<br />
During a technology conference at a leading university,<br />
a question was raised. “Will there be offices in the next 20+<br />
years?” Surprisingly, the answer was a unanimous “NO!” Both<br />
students and faculty members from the audience believed that,<br />
in the future, work will be more global and that technology will<br />
be the driving force – enabling work to happen any place, any<br />
time. In this new world, the offices we all know today would<br />
simply be redundant.<br />
The reaction was intriguing, but raised some obvious questions:<br />
Why and how are the perceptions of the office changing with<br />
new generations?<br />
What are the needs and expectations of <strong>Gen</strong>eration Y, at work<br />
and in life?<br />
How will <strong>Gen</strong>eration Y influence work and the workplace?<br />
The primary issues raised on this page provided strong reasons<br />
for WSF to engage in the study of <strong>Gen</strong>eration Y.<br />
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Key Questions<br />
Key questions<br />
Review of Research Methods<br />
Exploration began with 5 Key Questions...<br />
1. Who is <strong>Gen</strong> Y? What are their wants, needs and expectations –<br />
both at work and in life? How is this similar to or different from<br />
other generations?<br />
2. What is the nature of their social contract? What do they feel<br />
they owe employers? What do they feel employers owe them?<br />
3. What do trust and privacy mean to them? How do they develop<br />
trust online?<br />
Breakout of Companies Studied<br />
Company type<br />
# Participants<br />
...........................................................................................................<br />
IT & Engineering 62<br />
Manufacturing 39<br />
Finance 37<br />
Consulting 24<br />
...........................................................................................................<br />
TOTAL 162<br />
4. What does work-life balance mean to <strong>Gen</strong> Y?<br />
5. How will <strong>Gen</strong> Y influence work and the workplace?<br />
How may the workplace evolve to accommodate <strong>Gen</strong> Y?<br />
The team employed a human-centered design process, beginning<br />
with a broad cut of secondary research. Next, they conducted<br />
observations at 9 corporations that employ <strong>Gen</strong> Y across<br />
North America, using a variety of observational techniques.<br />
The companies studied ranged from regional firms with<br />
a few hundred employees to global corporations with over<br />
one hundred thousand employees. Researchers then synthesized<br />
the findings through the lens of the physical environment,<br />
guiding the development of strategies, products and spaceplanning<br />
solutions.<br />
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Introduction<br />
Research Methods<br />
Introduction<br />
Our Research Process<br />
At WorkSpace Futures, we follow a rigorous six-stage, human-centered design<br />
process. We borrow heavily from techniques in ethnography and cultural anthropology.<br />
Through the research process, we have built a rich qualitative description of <strong>Gen</strong> Y<br />
in order to provide a meaningful context for our key research questions.<br />
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introduction<br />
UNDERSTAND<br />
Learning from subject experts regarding trends,<br />
business impacts and new techniques and technologies.<br />
OBSERVE<br />
Collecting information firsthand through asking open-ended<br />
questions, observing people and processes, and engaging<br />
participants in co-creation activities to uncover new patterns<br />
of behaviors.<br />
SYNTHESIZE<br />
Recognizing patterns and anomalies from both secondary<br />
research and observation, allowing us to develop insights<br />
and new concepts.<br />
REALIZE<br />
Ideating solutions, through sketches, floor plans and strategies.<br />
This becomes the mode of communication for sharing our<br />
research findings.<br />
PROTOTYPE<br />
Converting solutions into prototypes enables us to elicit feedback<br />
from real users as we develop concepts from the Realize phase.<br />
This allows us to document evidence of progress and refine<br />
solution prototypes for higher chances of success.<br />
(<strong>Gen</strong> Y has not yet reached this stage of exploration.)<br />
MEASURE<br />
Developing meaningful measures for testing prototypes allows us<br />
to validate our solutions against identified user needs, for product<br />
design as well as space applications. Measurement activities<br />
can include pre- and post-occupancy surveys, time-lapse video<br />
observation, simulation exercises with users, and IRB-approved<br />
experiments with users.<br />
(<strong>Gen</strong> Y has not yet reached this stage of exploration.)<br />
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understand<br />
Photo: ©iStockphoto.com/andipantz<br />
Understand<br />
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understand<br />
The big picture<br />
Understand<br />
<strong>Gen</strong> Y at a glance<br />
5,000,000<br />
76 m<br />
<strong>Gen</strong>eration Y is a cohort – a generational group as defined<br />
in demographics, statistics or market research – consisting<br />
of people born between the years 1980-2000.<br />
4,000,000<br />
70 m<br />
The transition from one generation to the next is not defined<br />
by a formal process, but rather by popular culture, the media,<br />
market research and even by the members of the generations<br />
themselves. The transition from <strong>Gen</strong> X to <strong>Gen</strong> Y wasn’t generated<br />
by a marquee event – like the strong rise in births right after the<br />
end of World War II for the Baby Boomer generation – but most<br />
would agree that 9/11 is a generation-defining event for those<br />
born between 1980-2000 (+/- 3 yrs).<br />
<strong>Gen</strong> Y are the children of later Baby Boomers. There are roughly<br />
70 million <strong>Gen</strong> Y in the US, making them the second largest<br />
generation, preceeded only by their Baby Boomer parents.<br />
In comparison, there were only 50 million <strong>Gen</strong> X born during<br />
their respective years. <strong>Gen</strong> Y are young. The oldest are barely<br />
30 years old, the youngest are still in 3rd grade.<br />
3,000,000<br />
2,000,000<br />
1,000,000<br />
0<br />
50 m<br />
Baby Boomers<br />
<strong>Gen</strong> X<br />
<strong>Gen</strong> Y<br />
1930 1940 1950 1960 1970 1980 1990 2000<br />
US Annual Birth Rate<br />
<strong>Gen</strong>erations Years of Birth<br />
Baby Boomers 1945 - 1964<br />
<strong>Gen</strong> X 1965 - 1979<br />
<strong>Gen</strong> Y 1980 - 2000<br />
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understand<br />
<strong>Gen</strong>erational Study<br />
Why study gen y?<br />
<strong>Gen</strong> Y is the fastest-growing segment of the workforce,<br />
growing from 14% to 21% of the workforce over the past<br />
four years.<br />
There are approximately 76 million Baby Boomers (45-65 years<br />
old) and most of them will be phasing out of the workforce in the<br />
next 10-20 years, at the rate of approximately 4 million per year.<br />
This will create a huge deficit as the next generation, <strong>Gen</strong> X,<br />
is limited by its size of only 50 million. So as Baby Boomers<br />
phase out, it will be <strong>Gen</strong> Y who will be assuming their place<br />
at a rapid rate.<br />
<strong>Gen</strong>eration Y has evolved very differently compared to previous<br />
generations due to factors such as ubiquitous technology, rapid<br />
globalization, unique parenting trends and the global economy.<br />
This generation has unique behaviors and a point of view about<br />
work and the workplace which has huge potential implications<br />
for work practice, work environment design, commerce,<br />
business and policy.<br />
<strong>Gen</strong> Y understand and respond to globalization and technology<br />
differently than previous generations. They have tremendous<br />
economic influence. They’ve watched their parents deal with<br />
shifting economic conditions and realize that things can and do<br />
change. They are collaborative and believe in a networked world.<br />
They are born with technology and had to adapt to new and<br />
evolving technologies since early childhood and can easily<br />
do so to keep their competitive edge – they’re driven by it.<br />
They are talented and ambitious. They’re globally aware and<br />
are looking to leave their mark both at work and on society.<br />
What defines a <strong>Gen</strong>eration?<br />
A generation is more than just its age. A generation is defined<br />
by shared life events along with shared context in terms of<br />
politics, culture, economy, technology and societal trends.<br />
A generation refers to a cohort of people born within a<br />
span of time in which particular trends, technologies and<br />
events have significantly shaped them. These occurrences<br />
experienced in one’s formative years are called social markers<br />
or generational indicators.<br />
A generation has traditionally been defined as the average<br />
interval of time between the birth of parents and the birth of<br />
their offspring. Most generations today are cycling on 15-20 year<br />
intervals, meaning every 15-20 years, a new generation begins.<br />
...........................................................................................................<br />
Traditionals (over 65 yrs.) 1925 - 1944<br />
Baby Boomers (45 - 65 yrs.) 1945 - 1964<br />
<strong>Gen</strong> X (30 - 45 yrs.) 1965 - 1979<br />
<strong>Gen</strong> Y - Millenials (9 - 29 yrs.) 1980 - 2000<br />
...........................................................................................................<br />
The above are general timeframes for US generations.<br />
Other nationalities and cultures would reflect different dates.<br />
Historically, the dates are chosen based on birth rates. However,<br />
because recent cohorts are changing so quickly in response<br />
to new technologies, changing societal values and shifts in the<br />
average age of marriage and first-time mothers, birth rates are<br />
proving less relevant as a generational determinant.<br />
Current U.S. Workforce<br />
75 million Baby Boomers 50 million <strong>Gen</strong> X 70 million <strong>Gen</strong> Y<br />
14%<br />
<strong>Gen</strong> Y<br />
21%<br />
<strong>Gen</strong> X<br />
20%<br />
Under 20<br />
33%<br />
Boomers<br />
12%<br />
Over 65<br />
The current US workforce – represented by the gray box – is<br />
comprised of Traditionals, Baby Boomers, <strong>Gen</strong> X and <strong>Gen</strong> Y.<br />
<strong>Steelcase</strong> N.A. demographics 56.1% 33.5% 7.4%<br />
at a glance (Yr. 2008) BB <strong>Gen</strong> X <strong>Gen</strong> Y<br />
Population Breakdown by <strong>Gen</strong>eration<br />
Source: Population Division US Census Bureau Data released May 2007<br />
Note: The Millenials segment has grown from 14% in May 2007 to 21% as<br />
of January 2009.<br />
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understand<br />
The Timeline<br />
To better understand the dynamics of how generations<br />
develop characteristics – specifically the evolution of <strong>Gen</strong> Y<br />
characteristics – we conducted a unique timeline activity at<br />
<strong>Steelcase</strong> WorkSpace Futures to identify the key events that<br />
have influenced each generation.<br />
We brought together 20 people whose ages spanned three<br />
generations. We asked them to think about the most memorable<br />
moments in their lives related to pop culture, technology,<br />
economics, sports and entertainment, politics, work and<br />
societal events.<br />
On a 25’ wall, we marked out a timeline from 1945 to 2008<br />
segmented into four categories – culture, economics, politics<br />
and technology. We then had participants place sticky notes on<br />
the timeline to mark each event. Sticky notes were color coded<br />
for each generation and included the participant’s birth year,<br />
as well as the year and title of the event itself.<br />
In the end, the notes were mapped on a digital timeline<br />
for analysis.<br />
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understand<br />
A timeline of influential events<br />
This timeline represents an activity conducted by the WorkSpace<br />
Futures team in June 2008 to identify many key events that have<br />
influenced each generation. Note: <strong>Gen</strong>erations are determined by<br />
their birth years, but the impressionable years are a bit different<br />
as indicated by solid lines below.<br />
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understand<br />
Timeline of events<br />
Understand<br />
“I have a dream...”<br />
Woodstock<br />
Cold War<br />
The boob tube<br />
Star Trek<br />
Anything electronic<br />
Wide use of the Pill<br />
Collapse of the Berlin Wall<br />
Rise in divorce rate<br />
Birth of MADD<br />
September 11th<br />
Internet<br />
Helicopter parents<br />
IM<br />
Portable technology<br />
Globalization<br />
Baby Boomers<br />
As seen in the timeline above, Boomers<br />
have been heavily influenced by the Cold<br />
War and the Vietnam War. Their parents<br />
survived the Great Depression and World<br />
Wars. They saw the assassinations of JFK<br />
and MLK. They were hippies. They worked<br />
for civil rights. They helped invent the<br />
computer and saw the first man land<br />
on the moon.<br />
<strong>Gen</strong>eration X<br />
<strong>Gen</strong> X entered the workforce when the PC<br />
and Silicon Valley were beginning to boom<br />
during a time of growing prosperity and<br />
peace. They experienced the beginning<br />
of outsourcing and the first of the major<br />
corporate layoffs. They saw many friends<br />
die of AIDS. They also helped bring down<br />
the Berlin Wall and end the Cold War.<br />
<strong>Gen</strong>eration Y<br />
<strong>Gen</strong> Y enters at the dawn of the global<br />
digital economy – computers, TV, mobile<br />
phones. They get their news from the<br />
internet, reality TV, MTV and The Daily<br />
Show. They stay connected through<br />
Facebook, Twitter and YouTube and are<br />
globally aware. They’ve grown up in a time,<br />
not of world war, but terrorism. They are<br />
the children of the Baby Boomers.<br />
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understand<br />
Other Influencing factors<br />
There are many events that may strongly influence the lives<br />
of individuals, but not find themselves reflected in any timeline<br />
of national or world events. Four of these additional cultural<br />
influencers are highlighted below. It is important to notice<br />
the relation of each chart below to the time scale.<br />
26<br />
28<br />
Divorces per 1,000 married women<br />
24<br />
22<br />
20<br />
18<br />
14<br />
12<br />
10<br />
08<br />
27<br />
26<br />
25<br />
24<br />
23<br />
22<br />
21<br />
20<br />
Men<br />
Women<br />
1950<br />
2000 1950<br />
2000<br />
US Divorce Rate<br />
The rise in divorce rates, as the timing in the chart above<br />
suggests, could be a key event in the lives of many <strong>Gen</strong> X and<br />
<strong>Gen</strong> Y. The divorce rate skyrockets during the early childhood<br />
and teen years of <strong>Gen</strong> X – these are their parents who are getting<br />
divorced. Parents act as role models for the development of<br />
values and expectations about marriage/relationships.<br />
Age of First Marriage<br />
The chart above shows the overall trend toward later marriage<br />
in both <strong>Gen</strong> X and <strong>Gen</strong> Y. This postponement has resulted in<br />
more time and resources devoted to personal interests – such<br />
as taking a job in another part of the country (or world!), travel,<br />
recreational activities and community involvement. This trend may<br />
also indicate a prolonged period of dependence and immaturity.<br />
45<br />
40<br />
1000<br />
Births per 1,000 women 15-44<br />
35<br />
30<br />
25<br />
20<br />
15<br />
10<br />
05<br />
Index (1900 - 100)<br />
800<br />
400<br />
200<br />
100<br />
GDP<br />
Trend<br />
1950<br />
2000 1900 1950<br />
2000<br />
Single Motherhood<br />
This chart illustrates an increasing trend toward unmarried<br />
mothers, which has become a particularly strong trait for <strong>Gen</strong> X<br />
in past years. For <strong>Gen</strong> Y, this trend has played a role in reducing<br />
the social stigma of single parenthood or same-sex parents,<br />
as well as making it more socially acceptable to delay having<br />
children until later in life.<br />
US GDP Growth<br />
Here we see one of the most influential factors – economics.<br />
In recent years, we have been enjoying economic prosperity<br />
which afforded <strong>Gen</strong> Y opportunities not available to previous<br />
cohorts. It will be interesting to see the impact of current<br />
economic troubles on the development of <strong>Gen</strong> Y.<br />
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understand<br />
Who is <strong>Gen</strong> Y?<br />
20%<br />
<strong>Gen</strong> X<br />
55 million<br />
30%<br />
Boomers<br />
76 million<br />
28%<br />
<strong>Gen</strong> Y<br />
70 million<br />
22%<br />
Traditionals<br />
55 million<br />
A <strong>Gen</strong>eration by any other name...<br />
There are many words used to describe this generation. Some<br />
of these alternative names, generally considered synonymous<br />
with <strong>Gen</strong>eration Y, include:<br />
• <strong>Gen</strong> Y: To allude to this cohort’s successional relationship<br />
to <strong>Gen</strong>eration X.<br />
• Echo Boomers: Relates to the size of this generation with respect<br />
to the Baby Boomer era. The actual “Echo Boom” was a five-year<br />
span between 1989 and 1993, when – for the first time since<br />
1964 – the number of live births exceeded four million.<br />
• Millennials: <strong>Gen</strong> Y actually coined the term Millennials<br />
themselves and have expressed a wish not to be associated<br />
closely with <strong>Gen</strong> X.<br />
• Trophy Kids: A term that reflects the trend in competitive sports<br />
(as well as other aspects of life) where “no one loses” and<br />
everyone gets a “thanks for participating” trophy.<br />
• I <strong>Gen</strong>eration / Net <strong>Gen</strong>eration / e-<strong>Gen</strong>eration / <strong>Gen</strong>eration ME:<br />
Relates to their close connection to technology and innovations<br />
such as iPods, iPhones and their extreme reliance on the<br />
internet. The term also relates to this generation’s focus<br />
on themselves.<br />
18<br />
360.steelcase.com <strong>Gen</strong>Y °
understand<br />
Time spent with internet exceeds<br />
time spent with any other media<br />
6 hrs - Reading books and magazines (not for school)<br />
13.6 hrs - Watching TV<br />
12 hrs - Listening to the radio<br />
7.7 hrs - Talking on the phone (including land lines and cell phones)<br />
16.7 hrs - On the internet (not counting email)<br />
Average Hours per week<br />
A Few Statistics...<br />
1 in 3 non-Caucasian<br />
1 in 4 from single parent home<br />
3 in 4 have working mothers<br />
Biggest Power Since Baby Boomers<br />
One-quarter of all Americans are <strong>Gen</strong> Y<br />
$100/week of disposable income<br />
• Not used on needs, but wants<br />
• Purchases (and life) dictated by celebrities and entertainment<br />
Represents $150B in annual spending<br />
• Influence on the spending of others can be as much as 5x<br />
• Unrivaled spending power<br />
• No mortgages, loans, credit card debt or dependents<br />
They’re more socially-conscious than<br />
previous generations<br />
National traumas have shaped their outlook<br />
• OJ Simpson<br />
• Monica Lewinski<br />
• Columbine<br />
• 2000 Election<br />
• 9/11<br />
• Iraq War<br />
Accepting of alternative lifestyles<br />
• Same sex<br />
• Inter-racial<br />
Diversity is a fact of life<br />
• De-sensitive to racial tensions<br />
Outwardly accepting of religion<br />
Morally complex<br />
• Aim for integrity<br />
• Apologies equals a clean slate<br />
• Desire trust and respect vs. get rich quick<br />
• Value companies/brands/products that support good causes<br />
• Spirituality heightened, in touch with self<br />
Stressed for success<br />
• Acutely aware that the stakes are higher<br />
• Competition amongst friends<br />
• Only as good as last report card/grade<br />
• Every second counts<br />
• Hyper-tasking<br />
• Brand Me: filter to create own personality and image<br />
1st <strong>Gen</strong>eration to grow up with technology<br />
• Computers in nursery school<br />
• 100’s of cable channels<br />
• 9 out of 10 have access to personal computers<br />
• 50% of 12-17 year olds have their own cell phones<br />
• 25% of 18-24 year olds have net-enabled phones<br />
• Estimated $20B spent online<br />
Source: BusinessWeek Microsoft Small Business, Retail Traffic Magazine 4/1/04<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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understand<br />
<strong>Gen</strong> Y at work<br />
What generation y wants from work<br />
<strong>Gen</strong> Y have higher standards than preceeding generations<br />
regarding how they should be treated at work. It takes a bit more<br />
to keep them satisfied and it is important that employers take this<br />
seriously...otherwise these workers may simply talk with their feet!<br />
What <strong>Gen</strong> Y wants from a Job<br />
• Purpose & meaning<br />
• Responsibility – and they mean real responsibility<br />
• Promotional opportunity<br />
• New challenges & experiences<br />
• Fair compensation – they expect their share<br />
What <strong>Gen</strong> Y wants from a Boss<br />
• Empowerment – the resources to do the job well<br />
• Mentoring – not overt direction<br />
• Fairness<br />
• Recognition – thanks for a job well done<br />
• Personal connection<br />
• Involvement – the knowledge that they’re valued<br />
• Competency<br />
Source: <strong>Gen</strong>eration Y: Thriving & surviving with generation Y at work by Paul Sheehan<br />
at http://www.joyworkz.co.nz/content/view/48/100/<br />
• Increased employability<br />
• Individuality & creativity<br />
• Personal development opportunities<br />
What <strong>Gen</strong> Y wants from a Workplace<br />
• Flexibility – they are lifestyle centered<br />
• Ethical behavior<br />
• Fun<br />
• Belonging & engagement – to feel like they fit<br />
• Modern & edgy workplace/operations<br />
• Passion & optimism<br />
20<br />
360.steelcase.com <strong>Gen</strong>Y °
understand<br />
Key Characteristics<br />
Key characteristics of<br />
<strong>Gen</strong> Y in the us<br />
a Diverse<br />
a Socially-minded<br />
a Tech savvy<br />
a Real time<br />
a Connected<br />
a Easily bored<br />
a Multi-taskers<br />
a Collaborative<br />
a Creative<br />
a Overprotected<br />
a Entitled<br />
a Empowered<br />
a Risk takers<br />
a Entrepreneurial<br />
a Life-long learners<br />
a Work-life balance seekers<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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understand<br />
Key Characteristics: Understand<br />
Diverse<br />
“Globalization is probably the single most influencing factor<br />
for <strong>Gen</strong> Y. They deal with diversity much better than older<br />
generations because they’ve grown up among many<br />
different cultures, races and lifestyles at school,<br />
through TV and the internet...” (Howe and Strauss)<br />
This diversity requires organizations to consider far more<br />
sophisticated recruitment and management processes.<br />
Managers need to be able to create a challenging environment<br />
that can harness the talent of <strong>Gen</strong> Y through greater diversity<br />
and flexibility and gain commitment through loyalty to the<br />
organization’s values, brand and reputation.<br />
“<strong>Gen</strong> Y live in a world that’s very diverse, but it’s a diversity<br />
that’s more parallel than cross-stitched.” (Yale University)<br />
“Major magazine covers have grown to 20% of people of color.<br />
Fashion magazine ‘ethnic’ covers have doubled and blondes<br />
have become a rarity. The blended look is now chic (and quite<br />
representative of the younger demographic). Brown has become<br />
the new white.” (New York Times)<br />
“<strong>Gen</strong> Y is becoming more diverse and – regardless of ethnicity –<br />
wants more diverse or ‘multicultural’ media offerings. It is forming<br />
sharp age and race divisions: The old are mostly white, and the<br />
young are increasingly Hispanic, Asian and other minorities.”<br />
(USA Today)<br />
Socially-Minded<br />
Due to globalization and the Internet, <strong>Gen</strong> Y is much more aware<br />
and engaged in the world. And because national tragedies such<br />
as 9/11 and Hurricane Katrina have scarred their youth and<br />
adolescence, these young people are creating their own<br />
brand of social consciousness.<br />
They may be less radical than Baby Boomer activists in<br />
the 1960s and 1970s, whose demonstrations for civil rights,<br />
women’s equality, protecting the environment and protests<br />
against the Vietnam War became flashpoints for their times.<br />
But <strong>Gen</strong> Y are civic-minded and socially conscious as individuals,<br />
consumers and employees. This generation has been pressed for<br />
its vote, sought for its purchasing power and watched closely by<br />
sociologists and historians for insight into the way its members<br />
will shape the future.<br />
“<strong>Gen</strong> Y are the most socially-conscious consumers to date.”<br />
61% feel personally responsible for making a difference in the<br />
world. 81% have volunteered in the past year. 69% consider a<br />
company’s social and environmental commitment when deciding<br />
where to shop. 83% trust a company more if it’s socially/<br />
environmentally responsible. (Cone Inc. and AMP Insights in survey<br />
of 1,800 <strong>Gen</strong> Y)<br />
“Alex Wells, 18, switched shampoos over animal testing. She<br />
won’t buy clothes produced by child labor. She yells at those<br />
who don’t recycle. She spent a summer month in India teaching<br />
English to preschoolers. In school, she helped organize a protest<br />
over genocide in Sudan that raised $13,000 for Darfur relief.”<br />
(USA Today)<br />
“<strong>Gen</strong> Y is an extremely practical generation. Socially and<br />
culturally aware, but not just ‘aware.’ They’ll actually do<br />
something about what they believe in, be it environmental<br />
destruction, discrimination....” (www.joyworkz.co.nz)<br />
“Volunteerism is at an all-time high, thanks to the unprecedented<br />
involvement of <strong>Gen</strong> Y, putting their time where their hearts are.<br />
It’s hard to find an organized student club, sport or activity where<br />
participants aren’t involved in some type of community service as<br />
a part of their credo. Soccer teams stick around after their games<br />
to clean up the park. Student councils visit nursing homes, paint<br />
homes for the elderly and hold canned food drives. Cheerleaders<br />
volunteer to take underprivileged children trick or treating.”<br />
(Bowling Alone)<br />
22<br />
360.steelcase.com <strong>Gen</strong>Y °
understand<br />
Tech Savvy<br />
This is the first generation that has no real memory of life<br />
without computers, cell phones and digital music... and members<br />
of <strong>Gen</strong> Y laugh at people who don’t use these technologies.<br />
Walk around any college campus between classes, and you’ll<br />
see half of the students talking on their phones or listening to<br />
iPods. Their world has always included minivans, bottled water,<br />
cable TV, overnight package delivery and chat rooms. They have<br />
no personal reference to a time before ATMs, VCRs, PCs,<br />
CDs, MTV, CNN, SUVs and TCBYs!<br />
Millennials grew up immersed in technology and are quick to<br />
adapt to new technologies. They don’t fear change. They’re<br />
“technology natives” and view it as an extension of themselves –<br />
compared to Boomers who view it as a tool.<br />
By 21 years of age, it is estimated that the average Millennial<br />
child will have:<br />
• Spent 10,000 hours playing video games<br />
• Sent 200,000 emails<br />
• Spent 20,000 hours watching TV<br />
• Spent 10,000 hours on their cell phone<br />
• Spent under 5,000 hours reading<br />
(Basic Survival Skills for Managing <strong>Gen</strong> Y)<br />
“The Internet is the rock-n-roll and MTV of <strong>Gen</strong>eration Y...the<br />
segment of the US population between the ages of 10 and 17,<br />
will spend close to a third of their lives on the Internet...<strong>Gen</strong> Y<br />
will be 34% more reserved in their social skills. <strong>Gen</strong> Y will<br />
participate in 22% fewer physical activities and competitive<br />
sports. <strong>Gen</strong> Y will score a full letter grade lower in spelling,<br />
punctuation, and grammar... An average internet user, over their<br />
lifetime, will strike the keyboard 165,352,000 times; make more<br />
than 42 million mouse clicks; will hear “You’ve Got Mail” 446,160<br />
times; will type about 304,200 e-mails; and waste time browsing<br />
through more than 1.1 million useless web pages.”<br />
(The Fortino Group & e-Mergency)<br />
Quick analysis of the data above clearly indicates that <strong>Gen</strong> Y are<br />
more inclined towards technology than any other generation<br />
on all four categories:<br />
1. Devices and access<br />
2. Media<br />
3. Online behaviors<br />
4. Mobility<br />
The only three (out of 22) areas in which they’re lagging compared<br />
to other generations are:<br />
1. reading newspaper (offline) at least one hour per week<br />
2. Watching TV more than 9 hours/wk (offline)<br />
3. Banking online<br />
Fewer <strong>Gen</strong> Y bank online and make purchases online compared<br />
to <strong>Gen</strong> X. This could be because most are still not financially<br />
independent compared to other generations. And all this strongly<br />
suggests that <strong>Gen</strong> Y are more tech-saavy.<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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understand<br />
Real Time<br />
Information technology has enabled <strong>Gen</strong> Y to access vast<br />
quantities of data at the click of a mouse. They want constant<br />
access to information with instant response. They are also<br />
collaborative multitaskers who seek immediate feedback.<br />
“LinkedIn is their North American office, while Xing is their<br />
European branch office and Konnect their Asian branch office.<br />
It’s not unusual for a <strong>Gen</strong>eration Y professional to have over<br />
10,000 direct first person contacts developed through Web<br />
2.0 and Web 3.0 networks. This is not a collection of random<br />
business cards, but rather individuals with whom they have<br />
developed business and personal relationships – even<br />
friendships.” (Globalization and <strong>Gen</strong>eration Y)<br />
A recent study of college students found:<br />
• 97% have a cellphone<br />
• 68% send text messages with their cellphones<br />
• 14% send instant messages with their cellphones<br />
• 50% listed instant messaging as their top choice<br />
in communicating<br />
• 44% said they couldn’t live at college without<br />
instant messaging<br />
• 66% log on to instant messaging programs several times a day<br />
• 56% spend an hour or more daily sending instant messages<br />
Connected<br />
“They crave connections. They spend a lot of time on the<br />
internet, in extracurricular activities or just mall hopping. The<br />
time <strong>Gen</strong> Y has spent alone has helped them develop a high<br />
level of independence, but it has also caused them to want<br />
to seek out these connections.” (anonymous)<br />
“<strong>Gen</strong> Y is so concerned with connectedness because they’re the<br />
first generation unable to imagine the inconvenience of being out<br />
of touch.” (anonymous)<br />
16% of online <strong>Gen</strong> Y tend to choose the Internet when they want<br />
to rebel or meet someone new who is really different from them.<br />
They will take social risks online that they wouldn’t dream of<br />
taking in their offline life. (Harris Interactive 2003)<br />
“They are nomadic, constantly connected, tech savvy,<br />
experiential learners – needing constant feedback and desiring<br />
more learning options, but typically thinking that their average<br />
lectures are boring...” (Chronicle of Higher Education)<br />
They are able to multitask while digitally involved. You may find<br />
them listening to their iPods as they send text messages while<br />
working on time-sensitive projects. This has lead some to believe<br />
Millennials aren’t productive or have short attention spans.<br />
Value judgments such as these can produce misunderstandings<br />
and conflicts that may hamper your ability to engage young<br />
employees. (Robertson Surrette)<br />
(Chicago Tribune)<br />
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360.steelcase.com <strong>Gen</strong>Y °
understand<br />
Easily Bored<br />
Many <strong>Gen</strong> Y are products of a latch-key kid era in which<br />
daycare, babysitters, television and computers served as<br />
surrogate parents. With the proliferation of technology, the<br />
internet, video games and cell phones have become social<br />
lifelines for this cohort. They are tech savvy, independent<br />
and resourceful. These young people are used to stimulation,<br />
change and choice – they crave it...and fear boredom.<br />
This is a group of multi-taskers that can have an IM conversation<br />
with 8 people on their computer and text message someone<br />
else on their cell – all while listening to their iPod and downing<br />
a Red Bull!<br />
Lists don’t intimidate them, they want to be busy accomplishing.<br />
They don’t need explanations, they desire direct and to-thepoint<br />
communication because that is how they have learned to<br />
communicate. “Visual and to the point” is the mode of stimulation<br />
they’ve been exposed to during their learning processes.<br />
“First and foremost, they are impatient. Life has always moved<br />
at a very fast pace. The old adage, ‘good things come to those<br />
who wait,’ has no meaning for this generation. The Internet has<br />
taught them there is no need to wait for anything - everything is<br />
available at the click of a button, from test grades to chat rooms.<br />
Previous generations were accustomed to going to the library<br />
to look up information in a card catalogue, then finding the books<br />
and searching for the answers. For <strong>Gen</strong>eration Y, the concept<br />
of going to the library to find information is foreign. It is instantly<br />
available through a google search. There is no need to look<br />
up a movie time in the newspaper, when they can access the<br />
information through the wireless web on their cell phone. They<br />
have grown up with computers in the classrooms, video games<br />
and MTV. They like to be entertained and stimulated across all<br />
their senses. Multi-tasking is part of their routine. They become<br />
restless and bored quickly and are constantly looking for the next<br />
level of challenge.” (Merrill Associates)<br />
Multi-Taskers<br />
Sometimes referred to as the over-achieving, over-scheduled<br />
generation, their lives have been programmed from the beginning<br />
with school, sports, arts, clubs and activities. Technology and<br />
the Internet force them to be managers of information and<br />
communication. They have never known the slow pace of their<br />
grandparents’ lives. The high-tech, media-driven society of today<br />
has opened the world and exposed these young people to more<br />
than previous generations even dreamed of. Speed, change and<br />
uncertainty are normal for <strong>Gen</strong> Y. Multi-tasking has become a<br />
cognitively developed trait used to cope with the massive volume<br />
of information and activity.<br />
“<strong>Gen</strong> Y has been described as the stimuli-junky generation,<br />
stimulated since they were toddlers. They just don’t know<br />
how to be still! They live for change, as they don’t know a<br />
world without it.” (anonymous)<br />
“They have been programmed to live life at a rapid pace to keep<br />
up with the constant change that is happening around them.<br />
They see life as a drop down menu of choices.” (anonymous)<br />
When you are online, what else do<br />
you typically do at the same time?<br />
68% - Listen to CDs/MP3s<br />
67% - Eat<br />
50% - Watch TV<br />
45% - Talk on the telephone<br />
45% - Listen to the radio<br />
45% - Do homework<br />
21% - Read<br />
5% - Nothing<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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understand<br />
Collaborative<br />
They know that diversity of thought is the only way to learn and<br />
be creative. They don’t want to be in teams for everything, but<br />
they need their teammates for new ideas, critiques and to seek<br />
out that influence.<br />
“Millennials are team players with a capital ‘T.’ They thrive on<br />
group projects and don’t work nearly as well alone.” (anonymous)<br />
“Facebook, MySpace...they are second nature to <strong>Gen</strong>eration Y.<br />
The upside is they’re great networkers and collaborators and<br />
that’s a key skill to have in the working world. Anyone harnessing<br />
that will benefit...” (anonymous)<br />
“For Millennials, ‘collaborative learning’ has become as popular<br />
as independent study was for Boomers or open classrooms for<br />
<strong>Gen</strong> X. Not only are Millennials collaborative physically, but also<br />
virtually. A 2003 survey of American freshman revealed that they<br />
were more likely to use instant messaging (IM) to communicate<br />
than email. IM allows users to communicate simultaneously with<br />
multiple users in real time.” (Howe and Strauss)<br />
“The millennials are more collaborative and require a different<br />
form of managing. There are more self-starters in this generation<br />
– they are clearly different than their bosses. The average worker<br />
under the age of 25 doesn’t expect to remain at a company<br />
for more than three years. They expect a sequence of jobs<br />
over their lifetime.” (ABC news)<br />
26<br />
360.steelcase.com <strong>Gen</strong>Y °
understand<br />
Creative<br />
This generation is used to stimulation, change and choices. They<br />
have a short-term focus and want instant gratification. They are<br />
oriented towards results – not processes. They want to connect<br />
with others all the time. They know what they want, but rather<br />
than just demanding it, they take direct action using blogs,<br />
Facebook and SMS messages. This continuous collaboration<br />
with peers has made them a highly creative generation. They<br />
thrive on creative expression and want the flexibility to complete<br />
tasks their own way, using their own innovative methods.<br />
“I prefer to design web pages and logos while I’m on the treadmill.<br />
I have no idea why; it’s just what works for me. What are the odds<br />
my boss is going to let me leave the office at 4:00 so I can go for a<br />
run, though? I can tell you that answer: slim to none.” (anonymous)<br />
“<strong>Gen</strong> Y are more innovative and creative because they are multiplatform<br />
based, and with that their minds are fresher and they<br />
come up with edgier ideas.” (McCrindle, Social researcher)<br />
“Millennials are constantly experimenting with and evaluating<br />
their experience as consumers: we suggest the music business<br />
does the same.” (www.musictank.co.uk)<br />
”<strong>Gen</strong>eration Y has created a need for a cultural overhaul that has<br />
not been this dramatic since women entered the workforce en<br />
masse. We need the talent and creativity this generation brings.”<br />
(Experience)<br />
“This is a group of people who have grown up in a digital, internet<br />
world, where immediacy and energy drive a thirst for information.<br />
As such, they are enquiring, challenging, creative and vibrant.<br />
They want and expect more than the preceding generations.”<br />
(The Management Challenge of <strong>Gen</strong>eration Y)<br />
Overprotected<br />
This generation has constantly had an active team around them<br />
for nurturing, encouragement, and success: parents, teachers,<br />
counselors, coaches, tutors, advisors, therapists and local and<br />
federal government. Baby Boomer parents focused so much<br />
attention on their kids, the children feel special and expect<br />
close relationships with elders. Parents sheltered these children,<br />
stressing restrictions and boundaries to stay safe and steer clear<br />
of trouble. As a result, Millennials play by the rules and expect<br />
those rules and the authority behind them to keep everything<br />
in check. The Millennial generation really feels comfortable<br />
approaching adults and asking for advice. They trust authority<br />
figures and expect those in charge will always do what’s right.<br />
“This is a group of kids and young adults that are rewarded in the<br />
classroom by teachers and peers, and at home by doting parents.<br />
This ambition and desire for success and rewards has been<br />
instilled in them from birth, with parents telling them they can<br />
do anything they put their minds to. This is a go-getter<br />
generation. The most praised generation goes to work and it<br />
is a generation that is used to flattery, used to praise for doing<br />
minimal work. It is reflection of parenting trends.” (www.wsj.com)<br />
“Millennials often speak to their parents daily, if possible. Cell<br />
phone and e-mail technology means they never cut the umbilical<br />
cord, which is just fine with them.” (The Millennials)<br />
“Millennials need constant encouragement and praise, and they<br />
aren’t afraid to ask for it. More and more companies are providing<br />
cell phones and lap tops, replacing suits with business casual,<br />
and implementing regular employee reward systems into their<br />
company plans. Who do we have to thank for this? <strong>Gen</strong>eration Y.”<br />
(www.Constantcontact.com)<br />
Entitled<br />
The parents of <strong>Gen</strong> Y have spent their entire lives trying to give<br />
their child the best, from “participation trophies” and pats on the<br />
back to iPhones and college tuition. They have spent the majority<br />
of their children’s lives sticking up for them in ways that may have<br />
altered the child’s view on life. Their child got a bad grade on a<br />
test? It must be the teacher’s fault for not instructing well. Caught<br />
stealing? It must be their employer’s fault for not giving them<br />
enough shifts at work. No matter what the situation may be,<br />
older generations stand strong for <strong>Gen</strong> Y.<br />
“<strong>Gen</strong> Y kids have been able to see their parents’ hard work, but<br />
they haven’t necessarily learned from it. They have a sense of<br />
entitlement at work and home. They’re looking for a free pass to<br />
happiness; no fee required. <strong>Gen</strong> Y babies have gone to college,<br />
graduated, gotten jobs...and are still living at home. Why?<br />
Because they deserve to.” (www.constantcontact.com)<br />
“They just don’t accept a ‘do it because I said so’ response.”<br />
(anonymous)<br />
“They are not awed or overly impressed by anyone or anything.<br />
Though they often appear disrespectful, they crave respect.<br />
They believe that power equals respect.” (anonymous)<br />
“They want immediate rewards. They’re a generation who<br />
apparently can’t function without workplace readiness training<br />
or praise coaches.” (anonymous)<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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understand<br />
Empowered<br />
They have lived their lives filled with activities and are thus skilled<br />
time managers and multitaskers. They strive for maximum results<br />
with minimal effort. They are very efficient and don’t get caught<br />
up in details. They possess a self-confidence that allows them<br />
to analyze problems, select options and move on. They don’t<br />
sit around and wait for things to happen because they know they<br />
can make things happen. They care about the world and want<br />
to make a contribution that will make the world a better place.<br />
They’re concerned about the environment, minority rights,<br />
and saving the planet. They want to make a positive contribution<br />
to the world.<br />
“If I had to use one word to describe <strong>Gen</strong>eration Y, it’s<br />
empowered, this is a generation with a tremendous amount<br />
of self-confidence. They are civic-minded, optimistic, and want<br />
to be involved in their futures. They are going to come on very<br />
strong.” (<strong>Gen</strong>eration Targeted Marketing Corporation)<br />
“I think it has a lot to do with the high expectations we were<br />
brought up with. ‘You can do it. You can have what you want.’<br />
We’re criticized for wanting it all: high pay, purposeful work,<br />
flexible hours. It’s hard for people in our generation to just<br />
do work.” (anonymous)<br />
“<strong>Gen</strong>eration Y members are bright, insightful, fascinating,<br />
challenging and inquisitive young adults who are ready to<br />
change the world. The question is, are we ready?” (anonymous)<br />
Risk Takers<br />
Their lives have been programmed from the beginning<br />
with school, sports, arts, clubs and activities. They have<br />
been programmed to live life at a rapid pace to keep up with<br />
the constant change that is happening around them. To avoid<br />
boredom, they have become natural innovators, unafraid<br />
of new ideas and new approaches.<br />
“<strong>Gen</strong> Y are career focused, yet self-confessed risk-takers when<br />
it comes to their career, and they anticipate moving on from their<br />
current employer more quickly than the rest of the workforce,<br />
They value honesty and respect and want on-going learning<br />
and development from an employer.” (www.allbusiness.com)<br />
Younger entrepreneurs are more willing to take risks in<br />
the marketplace than older business owners, according<br />
to a recent survey by OPEN from American Express.<br />
“Millennials are also less convinced of the value of blindly<br />
climbing the corporate ladder. They desire more overall balance,<br />
and are happy to take risks in pursuit of personal enrichment. It’s<br />
no longer considered a “career killer” to leave a company during<br />
your peak earning years to volunteer to rebuild New Orleans<br />
or work with an outreach organization in South Africa. The<br />
Millennials are making the concept of career “on-ramps”<br />
and “off-ramps” more mainstream.” (Halliburton)<br />
“They have an optimism and responsibility that leaves older<br />
generations’ empty moralism in the dust.” (anonymous)<br />
“Millennials are the first generation who don’t remember an<br />
era without cyberspace. They expect to be able to instantly<br />
communicate their opinions with each other and to whomever<br />
they want...anywhere and at any time. And it’s not a sense of<br />
entitlement or self-importance, as some would have you believe,<br />
it is their experience that informs them this is possible.”<br />
(www.scoop44.com)<br />
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Entrepreneurial<br />
<strong>Gen</strong> Y has been taught to push the envelope and not simply<br />
define success as receiving the gold watch after 25+ years<br />
of service at a company. They’ve seen their parents work 9-5<br />
each day, only to be downsized and out of work 20 years into<br />
their careers. As a result, young professionals have expanded<br />
their definition of success to places outside of work. A young<br />
professional’s accomplishments in their career are only a small<br />
piece of the total picture, which now encompasses personal<br />
growth, constant learning, a strong family life and ultimately,<br />
a real sense of accomplishment. Millennials want to blaze their<br />
own path and most especially want to control their own destiny.<br />
“Employers aren’t offering what they want, so the young<br />
say they’ll be their own boss and start their own business.”<br />
(anonymous)<br />
“Getting started required taking a risk. We were scared out of our<br />
minds. We realized we’re young, and we may not know everything<br />
we need to, but what do we have to lose? If the business doesn’t<br />
work, we’ll totally get jobs like everybody else.” (anonymous)<br />
<strong>Gen</strong>eration Y is creative, empowered and willing to take risks.<br />
They have seen billion dollar businesses born out of a dorm room<br />
or a neighbor’s garage. They are aware of the opportunities, have<br />
access to the resources and information, and are eager to play<br />
a role and leave their mark. They’ve been told that everyone is<br />
a winner and that they can do anything if they put their mind to it.<br />
“The Millennials have become a generation of entrepreneurs.”<br />
(Wall Street Journal)<br />
“Half of all new college graduates now believe that selfemployment<br />
is more secure than a full-time job. Today, 80%<br />
of the colleges and universities in the US offer courses on<br />
entrepreneurship. 60% of <strong>Gen</strong> Y business owners consider<br />
themselves to be serial entrepreneurs,” according to Inc.<br />
magazine. Tellingly, 18 to 24 year-olds are starting companies<br />
at a faster rate than 35 to 44 year-olds. And 70% of today’s<br />
high schoolers intend to start their own companies.” (Gallup poll)<br />
Life-Long Learners<br />
This is a group of young people that have been eager to learn.<br />
They grew up with technology and it is an important part of them.<br />
While the boomers are still trying to program their VCR, <strong>Gen</strong> Y<br />
is watching videos on the iPods to which they have downloaded<br />
5,000 songs. Their creativity and their knowledge of technology<br />
can be harnessed to make needed changes to business. Due<br />
to their inquisitiveness and constant learning attitude, they may<br />
come up with unconventional yet very smart solutions to solve<br />
problems, if feedback is requested. Public acknowledgement of<br />
their accomplishments is important to them as they have grown<br />
up with trophies, certificates and awards as feedback for a job<br />
well done.<br />
“They’ve grown up questioning their parents, and now they’re<br />
questioning their employers. They don’t know how to shut up –<br />
it’s great.” (anonymous)<br />
“<strong>Gen</strong> Y like to know how they fit into the big picture and it’s<br />
important to show them how everything comes together.”<br />
(anonymous)<br />
“Millennials view education as a pathway to their dreams.<br />
They want lifelong learning with purpose. They expect feedback<br />
all along the way to know that they are on track to their goals.<br />
They crave approval and avoid criticism. The optimism and<br />
confidence of Millennials is a powerful force, and one that<br />
can be tapped into.” (Learning From Youth Marketers)<br />
Work-Life Balance Seekers<br />
Work-life balance is an important value held by <strong>Gen</strong>eration Y.<br />
Employers can be last on the list of a <strong>Gen</strong>eration Y’s priorities<br />
unless they feel that their work is extremely valuable to their life,<br />
they feel challenged and they feel they are growing. At work,<br />
they believe employers should manage their work outputs,<br />
not their time.<br />
“<strong>Gen</strong>eration Y stood on the sidelines watching the Boomers and<br />
X sacrifice lifestyle for work, and they won’t be making the same<br />
mistakes. Y will only work on their terms.” (anonymous)<br />
“There’s a higher value on self-fulfillment after 9/11, and a<br />
realization that life is short. You value it more.” (anonymous)<br />
“They are not willing to do work that has no meaning for the sake<br />
of it and they are not willing to work long hours and compromise<br />
their work-life balance...” (anonymous)<br />
Work-life balance. For Baby Boomers, it’s the juggling act<br />
between job and family. For <strong>Gen</strong> X, it means moving in and<br />
out of the workforce to accommodate kids and outside interests.<br />
Now along come the 76 million members of <strong>Gen</strong>eration Y. For<br />
these new 20-something workers, the line between work and<br />
home doesn’t really exist. They just want to spend their time<br />
in meaningful and useful ways, no matter where they are.<br />
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3 <strong>Gen</strong>erations<br />
Characteristics in comparison<br />
When we compare the characteristics of different generations, it<br />
often becomes clear that each has developed traits that uniquely<br />
define them – even if we’re not able to directly identify the factors<br />
that influenced these traits.<br />
Baby boomers<br />
a Optimism<br />
a Team orientation<br />
a Personal gratification<br />
a Health and wellness<br />
a Personal growth<br />
a Work involvement<br />
a Exploring creative retirement<br />
a Forever young<br />
generation x<br />
a Diverse<br />
a Informal<br />
a Global thinkers<br />
a Detached<br />
a Balanced<br />
a Self-reliant<br />
a Technological<br />
a Pragmatic<br />
a Fun<br />
a Entrepreneurial<br />
generation y<br />
a Diverse<br />
a Socially-minded<br />
a Tech savvy<br />
a Real time<br />
a Connected<br />
a Easily bored<br />
a Multi-taskers<br />
a Collaborative<br />
a Creative<br />
a Overprotected<br />
a Entitled<br />
a Empowered<br />
a Risk takers<br />
a Entrepreneurial<br />
a Life-long learners<br />
a Work-life balance seekers<br />
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Assets and challenges<br />
Based on their characteristics, each generation brings specific<br />
benefits – and potential drawbacks – to the work/life arena.<br />
Some of the key assets and challenges are highlighted below...<br />
Baby boomers<br />
Assets<br />
a Driven<br />
a Service oriented<br />
a Aggressive<br />
a Protective<br />
a Aim to please<br />
a Team players<br />
Challenges<br />
a Technology<br />
a Reluctant to<br />
disagree w/peers<br />
a Pressure to do it all<br />
a Overly sensitive<br />
to feedback<br />
a Self-centered/<br />
judgemental<br />
a Not naturally<br />
budget-minded<br />
<strong>Gen</strong>eration x<br />
Assets<br />
a Adaptable<br />
a Techno-literate<br />
a Independent<br />
a Un-intimidated<br />
by authority<br />
a Creative<br />
Challenges<br />
a Impatient<br />
a Different manners<br />
a Skeptical<br />
a Perceived<br />
as slackers<br />
a Quick to criticize<br />
a Lack assertiveness<br />
<strong>Gen</strong>eration y<br />
Assets<br />
a Meaningful work<br />
a Tech savvy<br />
a Collaborative<br />
a Globally aware<br />
a Multi-tasking<br />
Challenges<br />
a Inexperience<br />
a Jop hopping/<br />
career invention<br />
a Multi-tasking<br />
a Work isn’t<br />
everything<br />
a Need for guidance<br />
and mentorship<br />
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Differences in Self-Perceptions and Attitudes<br />
We can understand <strong>Gen</strong> Y by looking at their similarities<br />
with other generations, but even more so by comparing the<br />
differences.<br />
Comparison of self-perceptions and attitudes shows us how<br />
<strong>Gen</strong> Y views of diversity, work ethics, jobs and careers are very<br />
different from the past. While many <strong>Gen</strong> Y views were initiated<br />
with <strong>Gen</strong> X, it is in <strong>Gen</strong> Y where the characteristics are seen<br />
as more dominant and expressive.<br />
Many aspects of work and life are sure to change with <strong>Gen</strong> Y.<br />
This may also lead to conflict when the fast pace of life for <strong>Gen</strong> Y<br />
runs up against the slower, more controlled workstyle of the Baby<br />
Boomer. <strong>Gen</strong> Y don’t have the experience that the Boomers and<br />
<strong>Gen</strong> X have, but <strong>Gen</strong> Y often possess stronger technical skills<br />
and knowledge. Certainly, the differences in values can lead<br />
the generations to occassionally butt heads. The key is to<br />
understand and respect that each cohort has unique and<br />
valuable perspectives to bring to our changing world.<br />
Views on...<br />
Baby boomers<br />
<strong>Gen</strong>eration x<br />
<strong>Gen</strong>eration y<br />
Diversity<br />
National pride, ethical<br />
Globalism is here<br />
Demand it in<br />
everything I do<br />
Consumerism<br />
Brand loyalty<br />
Whatever is cheapest<br />
for the best quality<br />
Chaos<br />
Work ethics<br />
Work hard, be thankful<br />
Work hard, be skeptical<br />
Work right, do<br />
what you love<br />
Job changing<br />
Job changing puts<br />
you behind<br />
It’s a necessary fact<br />
of the economy<br />
It’s expected and I’m<br />
prepared and aware<br />
Career goals<br />
Build a stellar career<br />
Build a portable career<br />
Build parallel careers<br />
Retirement<br />
65 and with<br />
the grandkids<br />
65, but I’ll never<br />
stop working<br />
50, my third career,<br />
and still doing what<br />
I love to do<br />
Technology<br />
I need someone<br />
to teach me how<br />
to use the Internet<br />
I helped build the<br />
internet and use more<br />
gadgets than I need<br />
to at work<br />
I couldn’t live without<br />
my PC and internet...<br />
friends, connections<br />
and way of life<br />
Work-life balance<br />
Help me balance<br />
everything else and<br />
find meaning myself<br />
Give me balance now,<br />
not when I’m 65<br />
Work isn’t everything,<br />
I need flexibility so I<br />
can achieve balance<br />
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Loyalty & Trust?<br />
Loyalty & Trust in Question<br />
<strong>Gen</strong> Y have spent their formative years surrounded by instability.<br />
Their attitudes began developing back when they witnessed<br />
their parents coping with the impact of corporate downsizing.<br />
No longer was there the security of a life-long job. They heard<br />
the confessions of Princess Diana, saw sports figures discredited,<br />
watched the fall of corporate giants such as Enron, saw their<br />
presidents lie on television and were told that Social Security<br />
will no longer exist when it’s “their turn” to retire. They watched<br />
their parents and their friends’ parents move through one of the<br />
highest divorce rate periods in history. They’re skeptical and wary<br />
– they question everything and value honesty and truth. They rely<br />
heavily on their parents and friends for the answers.<br />
“<strong>Gen</strong>eration Y will put your company’s culture under the<br />
microscope and if they don’t like what they see they’ll walk<br />
away. <strong>Gen</strong> Y will not apply for jobs with organizations they believe<br />
have poor policies or senseless procedures. If they don’t support<br />
what the organization stands for, they won’t bother applying.”<br />
(anonymous)<br />
“Not only can I choose any career, but I can choose any city,<br />
state or country. My family lives all over the USA and my<br />
friends live all over the world. I can communicate and maintain<br />
relationships through the internet no matter where I move.”<br />
(anonymous)<br />
A typical priority list for <strong>Gen</strong>eration Y is:<br />
1. Family<br />
2. Friends<br />
3. Society<br />
4. Co-workers<br />
5. Employers<br />
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understand<br />
Key Findings<br />
Characteristics & Resulting Behaviors.<br />
Diverse, Socially-Minded<br />
World as common workplace: working without the<br />
boundaries of country, culture, religion, race, or time zones<br />
Caring for common and higher causes: Green, environment,<br />
poverty, peace, etc.<br />
Tech-Savvy, Real Time, Connected, Easily Bored, Multi-Taskers<br />
Technology as oxygen: over-dependence on technology<br />
as the key critical means for everything in life<br />
Multi-focus: work, life, and success through collection of<br />
multiple, smaller and quicker steps rather than one long,<br />
arduous project<br />
Collaborative, Creative<br />
Collective effort but individual recognition<br />
Inclination towards peer-to-peer collaboration:<br />
formal and informal<br />
Value creation through social networking<br />
Overprotected, Entitled<br />
Expecting mentorship and supervision<br />
Desiring constant public recognition and encouragement<br />
Success through social and peer-to-peer networking<br />
Instant gratification<br />
Us vs them: “other generations need to learn<br />
to use technology”<br />
No standing in line: immediate responsibility –<br />
making an impact from day 1<br />
High expectations of employers: they want fair and<br />
direct managers who are highly engaged in their<br />
professional development<br />
High expectations of self: they aim to work faster and better<br />
than other workers<br />
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Empowered, Risk Takers, Entrepreneurial<br />
Desire and drive for leadership roles<br />
Drive for meaningful work and impactful role: “see my work,<br />
not my age”<br />
Peer-to-peer consensus, organization, and movementbuilding:<br />
Obama campaign<br />
It’s career-building, not job-hopping<br />
Life-Long Learners, Work-Life, Balance Seekers<br />
On-going learning: they seek out creative challenges and view<br />
colleagues as vast resources from whom to gain knowledge<br />
Always engaged in learning new skills: personal, professional,<br />
health, financial, etc.<br />
Life before work<br />
Family first, followed by friends and peers<br />
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observe<br />
Photo: ©iStockphoto.com/IsaacLKoval<br />
Observe<br />
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Manufacturing<br />
Grand Rapids, MI<br />
Atlanta, GA<br />
Seattle, WA<br />
IT & Engineering<br />
San Diego, CA<br />
Seattle, WA<br />
Raleigh, NC<br />
Finance<br />
Akron, OH<br />
Columbus, OH<br />
New York, NY<br />
New Jersey, NJ<br />
Consulting<br />
St. Charles, IL<br />
Sites Visited<br />
In conducting our three-pronged observation research, the<br />
WSF team travelled to 11 cities across 9 states, as shown above.<br />
The companies studied ranged from regional firms with a few<br />
hundred employees to global corporations with over one hundred<br />
thousand employees.<br />
Company type # Companies # Participants<br />
...........................................................................................................<br />
IT & Engineering 3 62<br />
Manufacturing 3 39<br />
Finance 2 37<br />
Consulting 1 24<br />
...........................................................................................................<br />
TOTAL 9 162<br />
Contextual Interviews & Surveys<br />
We asked key open-ended questions to 162 individuals<br />
from different generations and various job types. These<br />
North American participants represented different industries<br />
(manufacturing, technology, consulting, finance, etc.) and four key<br />
job types: IT & Engineering, Consulting, Creative, and Knowledge<br />
workers. The interviews were conducted at the participants’<br />
workspaces and via email. We asked them several questions<br />
around the following themes:<br />
a <strong>Gen</strong>erational perceptions<br />
a Work and work place<br />
a Social contract with their employer<br />
a Trust and privacy<br />
a Work-life balance<br />
a Work space expectations<br />
Participating Company Types<br />
<strong>Gen</strong>der IT & Engin. Consulting Creative Knowl. Worker Total<br />
.......................................................................................................................................................................<br />
Male 54 6 14 20 94<br />
Female 23 5 14 26 68<br />
.....................................................................................................................................................................<br />
TOTAL 77 11 28 46 162<br />
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observe<br />
The questions<br />
Participants were asked 26 high-level questions and their<br />
individual responses were collected. The resulting body of data<br />
was quite considerable – both in terms of quantity and variation.<br />
We then employed several methods of analysis and synthesis<br />
to compile the findings into like subjects and categories.<br />
See appendix for the compiled data.<br />
<strong>Gen</strong>erational cross-section of participants<br />
<strong>Gen</strong>der BB X Y Total<br />
...........................................................................................................<br />
Male 23 38 31 92<br />
Female 9 19 42 70<br />
...........................................................................................................<br />
TOTAL 32 57 73 162<br />
Word Analysis<br />
We used a software tool called “AntConc” to identify high<br />
frequency words used by particpants in their responses.<br />
This allowed us to better identify understand key issues<br />
across genders and generations. (not shown)<br />
Word Cloud Analysis<br />
We also used word cloud analysis tools, such as “tagcrowd.com,”<br />
to generate a visual representation of the key words used in their<br />
responses. (example shown at right)<br />
To synthesize the data effectively we created a new framework<br />
based on the clustering of responses.<br />
The framework used includes:<br />
• Work<br />
• Worker<br />
1<br />
2<br />
• Work-Life<br />
• Work Environment<br />
1<br />
2<br />
“I want the work environment to support personal needs<br />
and personal technologies, as well.”<br />
“We work 50-70 hours a week and bring work into our<br />
personal lives...it’s a fair expectation that work environments<br />
accomodate our personal needs.”<br />
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Synthesis Framework: 4W<br />
To synthesize the data effectively we created a new framework<br />
based on a clustering of responses. The framework used is<br />
“Work, Worker, Work-Life and Work Environment.”<br />
Work<br />
Worker<br />
• Work expectations<br />
• Hours, location & compensation<br />
• Organization, culture & people<br />
• Technology & collaboration<br />
• Work style<br />
• Identity: influences, perceptions, character<br />
• Assets<br />
• Challenges<br />
• Messages<br />
• Social contract: What do you owe your employer?<br />
• Trust & privacy<br />
Work Environment<br />
Work-Life<br />
• Challenges<br />
• Privacy<br />
• Ideal work environment<br />
• Future of office: 20+ years<br />
• Social contract: What does your employer owe you?<br />
• Work-Life balance<br />
• Mobility<br />
• Conflicts<br />
• 3rd places<br />
• Expectations<br />
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observe<br />
Ask<br />
Key Issues in this section:<br />
• Work expectations<br />
Work<br />
• Hours, location & compensation<br />
• Organization, culture & people<br />
• Technology & collaboration<br />
• Work style<br />
• Trust & privacy<br />
Baby Boomers<br />
Work expectations<br />
• Project and achievement oriented<br />
work with minimal supervision, ability<br />
to move around within the company,<br />
recognition & rewards<br />
Hours, location & compensation<br />
• 40-50 hrs/wk, flexibility of working<br />
from home<br />
• Pay for comfortable living and vacation<br />
Organization, culture & people<br />
• Small or large company<br />
• Respect and fairness, relaxed<br />
and casual environment with<br />
casual dress code<br />
• Open, caring, supporting, collaborative<br />
with never say die attitude<br />
Technology & collaboration<br />
• State-of-the-art technology,<br />
current but practical, collaborative<br />
technologies: multiple monitors,<br />
wireless communication, small teams,<br />
internal & external collaboration<br />
Work style<br />
• Achievement-oriented team work<br />
Trust<br />
• It’s built over time with interactions,<br />
honesty and reliability<br />
• It relates to values and character<br />
of individuals<br />
• You can’t really trust people online<br />
<strong>Gen</strong>eration X<br />
Work expectations<br />
• Motivating, inspiring, result-oriented,<br />
work related to company’s core<br />
Hours, location & compensation<br />
• 40-50 hrs/wk, flexibility to work close<br />
to/from home<br />
• High salary, great benefits<br />
Organization, culture & people<br />
• Small or large company: respectful,<br />
well organized, well established,<br />
solid, stable<br />
• Fun, open, creative, diverse and multicultural<br />
environment that welcomes<br />
feedback, recognition and rewards –<br />
style/dress code ranging from<br />
casual to semi-formal<br />
• Friendly, smart, wise, clever, respectful,<br />
solution/improvement oriented,<br />
knowledge and experience sharing,<br />
collaborative<br />
Technology & collaboration<br />
• Latest technology, smaller-sized groups<br />
Work style<br />
• Technology dependant: “I” (40%)<br />
and “We” (60%) work, focus<br />
on organizational & team goals,<br />
two-way open communication<br />
Trust<br />
• Built over time w/reliability -<br />
it’s reciprocal<br />
• Allows you to take bigger challenges<br />
• Building trust is easier offline<br />
than online<br />
<strong>Gen</strong>eration Y<br />
Work expectations<br />
• Meaningful and impactful with lot<br />
of learning and growth opportunities<br />
Hours, location & compensation<br />
• 50+ hrs/wk, flexible with Fridays off<br />
• Competitive salary, benefits,<br />
incentives, bonuses<br />
Organization, culture & people<br />
• Small or mid-sized, personable,<br />
technology-centric company<br />
• Diverse, rich culture of new<br />
perspectives that’s less hierarchical,<br />
more informal, friendly and casual –<br />
value communication, mentoring<br />
• Intelligent, thoughtful, articulate,<br />
genuine, hard-working, motivated,<br />
engaged, positive, energetic, fun,<br />
great team members<br />
Technology & collaboration<br />
• Efficient, effective and exciting,<br />
up-to-date, wireless, easy/accessible<br />
for work & personal, latest technologies,<br />
collaborative settings, high degree of<br />
human interaction/team projects<br />
Work style<br />
• Switch between quick collaboration<br />
(40%) and focused individual work<br />
(60%), constant communication with<br />
team, using all types of technologies<br />
Trust<br />
• Built over time w/reliability and directly<br />
relates to your network built online<br />
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360.steelcase.com <strong>Gen</strong>Y °
observe<br />
Key Issues in this section:<br />
• Identity: Influences,<br />
Perceptions, Characteristics<br />
Worker<br />
• Assets<br />
• Challenges<br />
• Messages<br />
• Social contract: What do<br />
you owe your employer?<br />
Baby Boomers<br />
Influence<br />
• Great depression, recession<br />
Assets<br />
• Hard working, insightful, committed,<br />
accommodating, respectful, outspoken<br />
Challenges / liability<br />
• Cynical, outspoken, technology<br />
over experience<br />
Messages<br />
• We care<br />
• We have insights to share<br />
• We had the chance to change<br />
and we did<br />
Social contract<br />
What they owe their employer?<br />
• Quality leadership<br />
• Time for company strategy<br />
• Most output<br />
<strong>Gen</strong>eration X<br />
Influence<br />
• Technology, work-hard upbringing<br />
(tough parenting)<br />
Assets<br />
• Capable and committed, easy going,<br />
get along well<br />
Challenges / liability<br />
• Lack confidence, limited loyalty,<br />
doubtful about investments, resentful:<br />
middle child unfairness<br />
Messages<br />
• We were the first ones: green and<br />
tech-y, pioneers of mobile work<br />
• We are not all slackers<br />
Social contract<br />
What they owe their employer?<br />
• Continuous value addition<br />
• Commitment, good decisions,<br />
ethics and attitudes<br />
• Professional, courteous manners<br />
<strong>Gen</strong>eration Y<br />
Influence<br />
• Technology, competitiveness, multiple<br />
activities, over-protective parenting<br />
Assets<br />
• Ambitious, motivated, aggressive,<br />
un-intimidated, confident, tech-savvy,<br />
peer-to peer-network, socially and<br />
environmentally conscious<br />
Challenges / liability<br />
• Aggressive, question authority and<br />
processes, shift in priorities/loyalties:<br />
promote self before company<br />
Messages<br />
• We are different<br />
• Take us seriously<br />
• Life is fun and important things<br />
can be achieved while having fun<br />
• Just because you don’t see it doesn’t<br />
mean work isn’t getting done<br />
Social contract: owe to employer<br />
What they owe their employer?<br />
• 100% efforts<br />
• Best work: high performance,<br />
good attitude<br />
• Respect, confidentiality and<br />
non-disclosure requirements<br />
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observe<br />
Key Issues in this section:<br />
• Work-Life balance<br />
Work-Life<br />
• Mobility<br />
• Conflicts<br />
• 3rd places<br />
• Expectations<br />
Baby Boomers<br />
Work-Life balance<br />
• Work to live, not live to work<br />
• You make choices and live with them.<br />
If you spend time with your family<br />
or have many outside interests,<br />
don’t expect to be the CEO<br />
Conflicts<br />
• Wishing I was at home when I’m at<br />
work, and wishing that I was at work<br />
when I’m at home<br />
Expectations<br />
• Make enough money to “maintain<br />
operations” and meet personal goals<br />
on all fronts<br />
• Flexibility in my schedule and the ability<br />
to attend to my personal life without<br />
trouble from my employer<br />
<strong>Gen</strong>eration X<br />
Work-Life balance<br />
• 40 hours at work, 30 hours of<br />
maintenance, 30 hours of leisure<br />
• My work doesn’t affect my life<br />
and I don’t bring my life to work<br />
• I need to have my work to adjust<br />
around my personal life<br />
Conflicts<br />
• Trade off between the things I have<br />
to do and the things I want to do<br />
• My job overtakes my life<br />
• Not being able to enjoy work because<br />
my life is suffering<br />
Expectations<br />
• 100% at work when I’m here and 100%<br />
outside of work when I’m not here<br />
• Flexibility to deal with life issues w/out<br />
impacting work commitments.<br />
• Flexibility in terms of when and<br />
where I work<br />
<strong>Gen</strong>eration Y<br />
Work-Life balance<br />
• It means being able to balance work<br />
with life and have a life outside of work:<br />
personal aspirations, health, hobbies,<br />
networking, etc.<br />
• The ability to leave work at work... clear<br />
demarcation of work and personal life<br />
Conflicts<br />
• I am so consumed by my job that I<br />
don’t have time to maintain and deepen<br />
relationships with the people who are<br />
important in my life<br />
Expectations<br />
• Being successful and productive in my<br />
career, but still having the time to enjoy<br />
my personal life<br />
• I’m allowed to take care of personal<br />
things during the day: banking,<br />
errands, etc.<br />
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observe<br />
Key Issues in this section:<br />
• Social contract: What<br />
employer owes you?<br />
Work Environment<br />
• Challenges<br />
• Privacy<br />
• Ideal work environment<br />
• Future of office: 20+ years<br />
Baby Boomers<br />
Social contract<br />
What employer owes me? Fair<br />
compensation, opportunities to grow,<br />
challenge, respect and appreciation,<br />
loyalty for dedication, honesty<br />
and gratitude<br />
Challenges<br />
• The land of cubicles<br />
• Old, dark and narrow<br />
• Noisy and messy<br />
• Lack of “I” to “we” transitions<br />
Privacy<br />
• Being able to do activities without<br />
being watched or heard<br />
• Want no distractions - visual or acoustic<br />
• Keep Big Brother out - no access<br />
without permission or consent<br />
Ideal work environment<br />
• Spacious, big, private, quiet and<br />
comfortable, well-lit, collaborative,<br />
opportunity to team with workers<br />
outside the company, casual and<br />
social, more storage<br />
Future of office: 20+ years<br />
• There will be an office in the future<br />
<strong>Gen</strong>eration X<br />
Social contract<br />
What employer owes me? Competitive<br />
compensation, challenging and<br />
constructive work/environment,<br />
impactful role, tools/training, flexibility,<br />
feedback/mentorship, actively listening<br />
ear, accountability<br />
Challenges<br />
• Stressful, challenging and cramped<br />
• Loud, cluttered and distracting<br />
• Constrained, dull and slow<br />
• Lack of communication, work-life<br />
balance and variety of spaces<br />
Privacy<br />
• There’s no true privacy on or offline<br />
• Want no distractions - visual or acoustic<br />
• Confidential is confidential, doesn’t<br />
want info kept in one place or on<br />
others’ servers<br />
Ideal work environment<br />
• Cool, fun, inspiring, stimulating<br />
and comfortable, active with gym/<br />
flexible work schedule, access<br />
to technology, collaboration tools<br />
and work schedule flexibility<br />
Future of office: 20+ years<br />
• There will be an office in the future<br />
<strong>Gen</strong>eration Y<br />
Social contract<br />
What employer owes me? Challenging,<br />
meaningful, and impactful work, growth<br />
and learning opportunities, competitive<br />
compensation/benefits, recognition,<br />
rewards and respect, feedback,<br />
communication and mentorship, flexibility<br />
to manage work-life balance, energized,<br />
friendly & productive work environment<br />
Challenges<br />
• Driven and disconnected: don’t feel<br />
valued or that they’re making an impact<br />
• Noisy, cluttered, distracting<br />
and annoying<br />
• Plain, bland and lack identity<br />
• Lack tech support, community spaces<br />
and work-life balance<br />
Privacy<br />
• Freedom to act/work unrestricted -<br />
without worrying what others will think,<br />
access to websites, news and social<br />
networking during discretionary time<br />
Ideal work environment<br />
• Work-life balance: active, social and<br />
flexible, sleek, cool, comfortable,<br />
adjustable, warm, inviting and personal,<br />
bright with natural light, open, quiet and<br />
spacious, supportive of mobile work,<br />
collaborative with technology, reflective<br />
of identity and work effectiveness and<br />
environmentally conscious<br />
Future of office: 20+ years<br />
• Office will primarily support social<br />
capital and face-to-face collaboration<br />
• Technologies enable work<br />
any time/any place<br />
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observe<br />
What we heard: Summary<br />
Baby Boomers<br />
Worker<br />
• Have enjoyed power and leadership<br />
• Loyal<br />
• Work is life<br />
Work<br />
• Goal and achievement oriented work<br />
• Relaxed, casual culture supporting respect and fairness<br />
• Supportive, collaborative, never-say-die attitude<br />
• Current, practical technologies and collaboration tools<br />
• Smaller teams for collaboration<br />
• Personal achievement-oriented team work with dependency<br />
on people<br />
• You cannot build trust online<br />
• Privacy offline is being able to act without being watched<br />
or heard<br />
• Privacy online: Keep Big Brother out<br />
Work Environment<br />
What companies owe employees<br />
• Opportunities to grow<br />
• Challenge, respect and appreciation<br />
Ideal work environment<br />
• Spacious, private and collaborative environments<br />
Work-Life<br />
• Work is life<br />
• Company first<br />
<strong>Gen</strong>eration X<br />
Worker<br />
• Seeking leadership roles<br />
• Limited loyalty<br />
• Work or life<br />
Work<br />
• Motivating, inspiring and result-oriented work<br />
• Fun, open, creative culture supporting feedback,<br />
recognition and rewards<br />
• Smart, clever, sharing, collaborative and solutionoriented<br />
people<br />
• Latest technologies<br />
• Smaller size groups<br />
• Goal-oriented collaboration, focused group work with<br />
technology use and two-way open communication<br />
• Building trust easier offline than online<br />
• Privacy offline – meaning no physical, visual<br />
or acoustic distractions<br />
• Privacy online: Confidentiality, respect and limit Big Brother<br />
Work Environment<br />
What companies owe employees<br />
• Challenging and constructive work, impactful role<br />
• Feedback and mentorship<br />
• Actively listening ear<br />
Ideal work environment<br />
• Cool, inspiring, and comfortable environment with access<br />
to technology.<br />
• Supportive of work-life balance in terms of work schedule<br />
flexibility and health facilities at work<br />
Work-Life<br />
• Work and life<br />
• Limited loyalty<br />
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<strong>Gen</strong>eration Y<br />
Worker<br />
• Eager to claim the power and new roles<br />
• Shift in loyalty<br />
• Work-life balance<br />
Work<br />
• Meaningful, impactful work with<br />
opportunities for learning and growth<br />
• Informal, friendly, non-hierarchical<br />
culture with communication and mentoring<br />
• Intelligent, thoughtful, articulate, motivated<br />
engaged, positive, and fun people<br />
• Effective, exciting, and accessible<br />
work and personal technologies<br />
• Team projects with lots of interactions<br />
• Result oriented, collaborative team<br />
work emphasizing personal contribution<br />
• Constant communication and dependancy<br />
on those technologies<br />
• Trust online is easy and proportional to your network<br />
• Privacy offline is being able to act w/out worrying<br />
about what others will think<br />
Work Environment<br />
What companies owe employees<br />
• Meaningful and impactful work<br />
• Growth and learning opportunities<br />
• Recognition, rewards, and respect<br />
• Feedback, continuous communication,<br />
mentorship, and work-life balance<br />
Ideal work environment<br />
• Active, social and flexible environments,<br />
supportive of mobile work/work-life balance<br />
• Collaborative with technology, reflective<br />
of identity and environmentally conscious<br />
Work-Life<br />
• Life before work<br />
• Work life balance<br />
• Shift in loyalties:<br />
1. Family<br />
2. Friends<br />
3. Society<br />
4. Co-Workers<br />
5. Company<br />
• Privacy online: Big Brother is a given – desires<br />
unrestricted “work how I prefer to” approach<br />
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observe<br />
See<br />
Changing Nature of Work<br />
With new behaviors, <strong>Gen</strong> Y is influencing work/work<br />
environments faster than any other generation.<br />
1. High intensity<br />
2. Extreme focus<br />
3. Multi tasking<br />
4. Peer-to-peer networking<br />
Intense work, at times, requires<br />
multi-tasking and focus, and<br />
information persistence becomes<br />
key in achieving this<br />
<strong>Gen</strong> Y working on two monitors and<br />
two keyboards with a conference<br />
phone on his ear<br />
Folks ask for peer feedback which<br />
leads to mini co-creation sessions<br />
Casual encounters lead to quick<br />
sharing and social collaboration<br />
which breeds innovation<br />
IT work is high intensity which requires<br />
extreme focus key in achieving this<br />
Person closes other ear to focus<br />
on details of conversation as she<br />
is multi-tasking<br />
To achieve intense focus, this <strong>Gen</strong> Y<br />
walks away from her workstation and<br />
uses music<br />
Person quickly moves between work<br />
at desk: computer and prototyping<br />
Phone conversations, browsing emails, IMing, listening to music and tracking to-do<br />
lists during a work session has become very common behavior amongst <strong>Gen</strong> Y<br />
Quick shift between “I” (single focus) to “we” (quick collaboration) has become<br />
common. Person initially focuses on work from her laptop and then moves to other<br />
side of table for a quick collaboration<br />
Cognitive intensity is also reflected<br />
through work environment and<br />
tools used<br />
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Multi-tasking<br />
As <strong>Gen</strong> Y grew up engaging in several activities at the<br />
same time, multi-tasking became second nature for them.<br />
It’s not uncommon to see an average <strong>Gen</strong> Y focusing on three<br />
computer screens (with multiple activities on each of the screens<br />
– such as project work, email, IMing, chatting, browsing, etc.)<br />
at the same time...all while listening to music and talking on<br />
their cell phone.<br />
Splitting computer screens and using multiple monitors is a<br />
purely <strong>Gen</strong> Y phenomenon resulting in new work behaviors. Now,<br />
the question is...has the design of work stations and work spaces<br />
as a whole transformed to support such new behaviors?<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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observe<br />
Collaboration<br />
Shift from “I or we” type work to “I & we, we, We” (multiple<br />
impromptu, informal, quick sessions). Collaboration happens<br />
informally at any location: work stations, private offices,<br />
project rooms, meeting rooms, passageways and around<br />
food and social events.<br />
Quick shift from “I” to “we” in<br />
a project room<br />
Intense “I” work at individual<br />
work station<br />
Peer-to-peer sharing sessions / reviews are new ways of collaborating – informal and<br />
quick with high energy<br />
Collaboration at work stations: “I” work that quickly and informally turns into a “we” session.<br />
Intense focus in transition space<br />
Quick shift from “I” to “we” to “WE” in lab settings<br />
Social interaction resulting in quick<br />
sharing and aligning opportunities<br />
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observe<br />
Work is 24/7/365, Diverse and global<br />
Work happens any place, at any time, where technology<br />
and communication are the drivers. Every business is a<br />
global business in the truest sense of the word.<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
49
observe<br />
Even if you don’t see it, We’re still working<br />
Food, fun, and storytelling as new opportunities<br />
for building social and intellectual capital.<br />
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observe<br />
Communicating identity<br />
<strong>Gen</strong> Y are more creative in expressing their identity,<br />
thoughts and needs...and are not inhibited.<br />
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observe<br />
ergonomics<br />
<strong>Gen</strong> Y gets creative in satisfying their ergonomic needs.<br />
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observe<br />
Transparency<br />
More than simply the need for information persistence, <strong>Gen</strong> Y<br />
seeks transparency for overall effectiveness as well as for growth.<br />
Transparency of mission, vision, projects, process, protocols,<br />
people...the whole organization.<br />
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observe<br />
Rewards and recognition<br />
<strong>Gen</strong> Y seek constant feedback, in the form of appreciation<br />
and rewards. They always want to know how are they doing<br />
and desire that as proof of accomplishment. This is reflected<br />
in workplace displays, as well as how they’re attracted to<br />
employers and projects.<br />
Message and incentives for workers to<br />
participate in new initiatives<br />
Wall of Fame/Wall of Shame<br />
contest rules<br />
Employees proudly display certificates,<br />
patents and major accomplishments<br />
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observe<br />
Seeking connection with nature<br />
<strong>Gen</strong> Y gravitate toward connections to nature and natural<br />
environments through physical and visual accessibility.<br />
Access to natural light<br />
and outside nature<br />
Access to natural light<br />
Proximity to natural life<br />
Glare from natural light poses<br />
a new question<br />
360.steelcase.com <strong>Gen</strong>Y °<br />
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observe<br />
Green, environmentally and socially conscious<br />
<strong>Gen</strong> Y are often more socially and environmentally<br />
conscious than previous generations and wish to associate<br />
with organizations that support green initiatives and are<br />
engaged in social causes.<br />
Young employees<br />
appreciate carpooling<br />
Employees want to be part of<br />
company’s green story<br />
There is appreciation for companies<br />
who use green energy, like solar energy<br />
They participate in environmentally<br />
conscious efforts<br />
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observe<br />
Disconnects in the Current Work Environment<br />
Our observations revealed that there is a disconnect<br />
between what <strong>Gen</strong> Y need and what they have – as it relates<br />
to ergonomics, technology, personalization, and spaces for<br />
socialization and collaboration.<br />
Lack of proper ergonomics affecting<br />
work effectiveness<br />
Need for proper technology support<br />
Facilities do not get used when they<br />
do not meet emotional and real needs<br />
of users.<br />
Need for larger and effective<br />
work surfaces<br />
Need for proper storage<br />
Desire for personalization of space<br />
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observe<br />
3rd Places<br />
We observed that young people love working in 3rd places such<br />
as cafés, libraries, and other public environments. <strong>Gen</strong> Y gravitate<br />
to these places – more than older generations – as they offer<br />
social connections and energy, in addition to food/beverages<br />
as stimulants for getting work done. Many <strong>Gen</strong> Y have mastered<br />
the skill of using this “social buzz” to gain focus, even amidst<br />
noise and distractions.<br />
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What we saw: Summary<br />
1. <strong>Gen</strong> Y are bringing new behaviors to work and work<br />
environments. They are engaged in multi-tasking activities<br />
with intense focus on the task at hand.<br />
2. They are also constantly networking with their peers both<br />
inside and outside of work, with the help of work/personal<br />
tools and technologies. An increasing number of <strong>Gen</strong> Y<br />
are on social network sites even when they are at work and<br />
believe these activities to be a credible part of their work life.<br />
3. Their physical peer-to-peer interactions often result in quick,<br />
informal collaborative sessions in which they’re learning,<br />
sharing ideas and building consensus – all of which is<br />
valuable for building social and intellectual capital within<br />
an organization. These interactions occur in a wide range<br />
of spaces, from workstations and cafeterias to hallways<br />
and other passages.<br />
4. With an extensive use of technology tools – both work-based<br />
and personal – <strong>Gen</strong> Y is working any place, any time.<br />
5. <strong>Gen</strong> Y are expressive and bold...and not inhibited. In the<br />
workplace, they are expressing their thoughts, feelings and<br />
expectations boldly and creatively through the use of graffiti,<br />
personal messages, quotes, graphics, posters, drawings, etc.<br />
6. Because they’re still quite young, <strong>Gen</strong> Y are not deterred by<br />
a lack of ergonomic consideration at work. Instead, they’ve<br />
discovered new workarounds and ways of staying focused –<br />
resulting in new body postures.<br />
7. <strong>Gen</strong> Y are seeking transparency at both macro and micro<br />
levels. They want to see and understand how the vision<br />
and mission of an organization translates into work practices.<br />
They also seek clarity/visibility of work processes at all levels.<br />
8. <strong>Gen</strong> Y seek rewards and recognition for their accomplishments.<br />
They are creative in developing various competitive<br />
and reward-based opportunities for participation and proudly<br />
showcase their accomplishments.<br />
9. <strong>Gen</strong> Y are embracing green initiatives/environmentally<br />
conscious organizations and are engaged in these efforts<br />
at work.<br />
10. With their different – and often unique – needs, <strong>Gen</strong> Y<br />
are highlighting the disconnects within work environments.<br />
These needs include basic ergonomic considerations,<br />
increased work surface, technology support, power sources,<br />
storage for work-related/personal belongings, personalization<br />
of environment, entertaining and inspiring objects, exercise<br />
tools, etc.<br />
11. <strong>Gen</strong> Y gravitate towards 3rd places such as cafés, finding<br />
them to be inspiring, communal environments where they<br />
can borrow social energy from others to gain focus.<br />
12. <strong>Gen</strong> Y are strongly focused on work-life balance with<br />
many of them engaged in physical fitness, hobbies<br />
and other learning activities during work hours.<br />
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observe<br />
Engage<br />
Participatory design - Collage making<br />
Participatory design activities are used to gain deeper insights<br />
from participants and engages them at both intellectual and<br />
emotional levels.<br />
Traditionally, when we ask questions, participants tend to<br />
respond intellectually – thinking it through with a response that<br />
provides explicit information. Observing participants’ behaviors<br />
and interactions leads to discoveries at a deeper level, which<br />
helps to understand unspoken, unarticulated and implicit needs.<br />
In participatory design activities, another level of information is<br />
revealed as participants create or make things. The social nature<br />
of this particular aspect of our research allows an individual’s<br />
personality, as well as deep feelings, to be reflected in the work<br />
he or she creates.<br />
The tool used was called Expression, proprietary software<br />
designed and created by WorkSpace Futures. The tool is intuitive<br />
and easy to use with a photo and word gallery from which<br />
subjects choose key words and images.<br />
For this research, we employed an activity called collaging.<br />
We asked each participant to create two collages:<br />
1. describing their current work environment<br />
2. their ideal work environment, by choosing photos and words<br />
from the galleries. There were no restrictions on the number of<br />
photos or words that they could choose. They could also move,<br />
resize and group the chosen photos and words as they desired.<br />
<strong>Gen</strong>erational cross-section of participants<br />
<strong>Gen</strong>der BB X Y Total<br />
...........................................................................................................<br />
Male 23 38 31 92<br />
Female 9 19 42 70<br />
...........................................................................................................<br />
TOTAL 32 57 73 162<br />
After the collages were created, participants were asked<br />
to explain the thinking behind their choices. 149 participants<br />
from nine companies across multiple generations created<br />
298 collages which were then compared and analyzed.<br />
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observe<br />
Collages: <strong>Gen</strong> y - Current work environment<br />
<strong>Gen</strong> Y are new to the workplace and desire challenging<br />
and impactful work. A meaningful vocation and overarching<br />
sense of value is more important to them than monetary benefits<br />
alone. This generation is highly social, believes in peer-to-peer<br />
collaboration and is focused on work skills and personal/<br />
professional growth. Technology is of critical importance to them.<br />
Given those priorities, Challenge is the keyword <strong>Gen</strong> Y<br />
uses when expressing their current work environment. <strong>Gen</strong> Y<br />
wants to work and appreciates a challenge, but many of them<br />
feel they’re not valued in the workplace and are not reaching<br />
the desired level of impact. In many cases, this leads to<br />
dissatisfaction – even when an employer is paying them well.<br />
Because technology and communication tools are crucial to their<br />
way of working, they expect the latest technology and support to<br />
be provided by their employers.<br />
They tend to work collaboratively and engage in frequent<br />
meetings within their workplaces, which often leads to noisy and<br />
distracting work environments. Many <strong>Gen</strong> Y are seeing individual<br />
focus work disrupted in these lively group settings.<br />
Some feedback from participants:<br />
“I don’t feel valued here.”<br />
“I really don’t like my workstation and don’t feel it allows me to<br />
be as effective as I could be. My desk is too small; I don’t have<br />
anywhere to put files, papers, sketches.”<br />
“No privacy when I really need to focus...very noisy at times.”<br />
“We have a lot of meetings around here. There are certainly<br />
elements of my job I could do from home, but the collaboration<br />
is what we do at work.”<br />
“My company is very forward thinking, but not so up-to-date with<br />
the technology that the employees are provided...laptops are also<br />
restricted by cabling, that sort of thing.”<br />
“I have a second monitor and bring my home laptop to work<br />
so I can listen to music.”<br />
Top 2 word choices:<br />
Challenge: 39%<br />
Meetings: 37%<br />
Top 2 Image choices:<br />
31%<br />
30%<br />
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Collages: <strong>Gen</strong> y - Ideal work environment<br />
<strong>Gen</strong> Y want their ideal work environment to be professional<br />
and inspiring, but most importantly – they need it to be active!<br />
An impressive 62% of <strong>Gen</strong> Y expressed the desire for an active<br />
work environment and nearly that many are also looking for work<br />
flexibility. This means they not only expect to have gym facilities<br />
available on site where they can exercise before, during or after<br />
work, but they also crave a mobile work style that doesn’t anchor<br />
them to a single location.<br />
Top 2 word choices:<br />
Active: 62%<br />
Flexible: 58%<br />
Top 2 Image choices:<br />
They expect their ideal workplace to be social with warm,<br />
colorful, collaborative settings that are physically welcoming<br />
and technologically friendly.<br />
They also expect that flexibility to translate beyond freedom of<br />
location into freedom of schedule. They’re looking for employers<br />
who will permit – and even welcome – work at convenient times<br />
and from convenient locations, with a stronger focus on results.<br />
It’s not about just filling the time or the desk chair. Freedom is<br />
big with <strong>Gen</strong>eration Y, right down to being able to personalize<br />
and customize a workspace to their liking.<br />
Some feedback from participants:<br />
“The workspace should be mobile so people aren’t stuck in<br />
one place. Free to come and go as long as I get my work done...<br />
And a gym! That’s what I really want.”<br />
47%<br />
40%<br />
“Customizable, personal space that is soft and sound-absorbing,<br />
lots of personalization opportunities, proper balance between<br />
privacy and social spaces/connections.”<br />
“Social yet professional. Warm, inviting, inspiring, colorful, with<br />
lot of writing surfaces. Full of young people (at heart, actually)<br />
where open communication exists and people are free to talk.”<br />
“Work fuel...healthy snacks...places to rest for a short time.”<br />
“No cords, easy access to technology...the newest technology<br />
at my desk and at my fingertips...emails, phones, discussions.”<br />
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Collages: <strong>Gen</strong>erational Comparison<br />
Current Work Environment<br />
Baby Boomers<br />
Top 2 word choices:<br />
Flexible: 44%<br />
Creativity/Deadlines/<br />
Informal/Fun/Meetings/<br />
Teams: 35%<br />
<strong>Gen</strong>eration X<br />
Top 2 word choices:<br />
Challenge: 38%<br />
Meetings: 37%<br />
<strong>Gen</strong>eration Y<br />
Top 2 word choices:<br />
Challenge: 39%<br />
Meetings: 37%<br />
Top 2 image choices: Top 2 image choices: Top 2 image choices:<br />
26%<br />
30%<br />
31%<br />
22%<br />
28%<br />
30%<br />
• Disorganized and cluttered<br />
• Lacking proper ergonomics<br />
• Lacking technology<br />
• Not providing work-life balance<br />
• Driven by deadlines and meetings<br />
• Typical old cubicle design<br />
• Limited personal space<br />
• Multi-fold challenges: competition,<br />
bureaucracy, disruptions, distractions<br />
• Meetings are not well supported –<br />
lack proper collaborative spaces<br />
• Anxiety and frenzy due to unrealistic<br />
timelines, over loaded schedules<br />
• Feeling of not being valued<br />
• Concern about not making an impact<br />
• Noisy and distracting environments<br />
• Expect latest technologies<br />
• Want tech support from workplace<br />
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Collages: <strong>Gen</strong>erational Comparison<br />
Ideal Work Environment<br />
Baby Boomers<br />
Top 2 word choices:<br />
Spacious/<br />
Inspiring: 57%<br />
Active: 53%<br />
<strong>Gen</strong>eration X<br />
Top 2 word choices:<br />
Fun: 56%<br />
Creativity: 54%<br />
<strong>Gen</strong>eration Y<br />
Top 2 word choices:<br />
Active: 62%<br />
Flexible: 58%<br />
Top 2 image choices: Top 2 image choices: Top 2 image choices:<br />
44%<br />
40%<br />
47%<br />
31%<br />
28%<br />
40%<br />
• Spacious, inspiring and beautiful<br />
environment that reflects creativity<br />
• Comfortable, relaxing, affording views<br />
and connection to nature<br />
• Coffee-shop like, organized, colorful,<br />
warm and welcoming – a place where<br />
people can interact comfortably<br />
• Physical movement through flow<br />
of space and work dynamics<br />
• Comfortable and relaxing<br />
with connection to nature<br />
• Supportive of social capital<br />
• Stimulating and exciting work<br />
environment reflecting creativity, fun<br />
• Collaborative settings that support<br />
technology/communication tools<br />
• Social, professional and inspiring<br />
• Most important – active and flexible<br />
• Supportive of healthy lifestyle and<br />
work-life balance with gym facilities<br />
on site, etc.<br />
• Flexibility – work at convenient times,<br />
convenient locations<br />
• Personalization of work spaces<br />
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Photo: ©iStockphoto.com/Nikada<br />
Synthesize<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Personal achievement<br />
is through my career<br />
Work does not<br />
identify me<br />
In previous generations, an individual’s sense of purpose and identity was often tied to their vocation.<br />
With <strong>Gen</strong>eration Y, that sense of self has become more closely linked to avocation – those pursuits and<br />
interests outside of formal work.<br />
Personal achievement is through my career<br />
• Focus is on a single career and<br />
constant advancement<br />
• There’s a willingness to make trade-offs<br />
for the career<br />
• Score is kept through titles, money<br />
and office size<br />
• It’s about doing the work that’s assigned to you<br />
• It’s about the clarity of the work – roles and<br />
responsibilities are key<br />
Work does not identify me<br />
• Lifestyle and work balance are critical<br />
• “Career lattice” replaces the corporate ladder -<br />
job and career switching is expected<br />
• Corporate loyalty is a two-way street<br />
• It’s about doing work that is purposeful<br />
• Transparency about the organizational vision –<br />
and where you fit – is key<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
The office is my<br />
primary workplace<br />
The workplace is<br />
where “I” am<br />
For many decades, the word “work” has often been synonymous with a place. Now, with the support of<br />
expanding tools and technologies, <strong>Gen</strong>eration Y is proving that how you work and what you accomplish<br />
is far more significant than where work happens.<br />
The office is my primary workplace<br />
• Work is done 8 hours/day at one<br />
or multiple locations<br />
• Focus is on real estate efficiency<br />
and maintaining hierarchy<br />
• Office space linked closely with identity<br />
in the organization – private offices denote<br />
status and cubicles negate individuality<br />
• Desire for spacious, comfortable,<br />
inspiring environments<br />
• Ergonomic consideration is essential<br />
for work effectiveness<br />
the workplace is where “i” am<br />
• Work is done anywhere, anytime:<br />
24/7 and global<br />
• Focus is on work effectiveness<br />
• The office is about connecting with<br />
others and solving complex problems<br />
• Desire for active, social, and flexible<br />
environments that support technology<br />
• Comfort is the key – ergonomics can<br />
be achieved through workarounds<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Technology is a tool<br />
Technology is an<br />
extension of myself<br />
From organizational tools to social networks, technology is an undercurrent that runs through virtually<br />
every aspect of life for the <strong>Gen</strong> Y. While previous generations saw technology as simply a means to<br />
an end, this generation values the “journey” in all of its various technological forms.<br />
Technology is a tool<br />
• Technology is a tool for getting work done<br />
and supporting personal needs<br />
• Trust is achieved through face-to-face contact<br />
• Effectiveness through single focus<br />
• Physical space and technology are misaligned<br />
• Email is the killer app<br />
technology is an extension of myself<br />
• Technology is completely embedded<br />
into daily life<br />
• Trust can be built and maintained online<br />
• Work effectiveness is achieved through<br />
multi-tasking and technology is the enabler<br />
• Physical space and technology are<br />
well integrated<br />
• Email is obsolete and replaced with a spectrum<br />
of options from micro messaging to context<br />
rich communications<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Trust is developed<br />
in person<br />
Trust can be<br />
developed both<br />
offline and online<br />
For <strong>Gen</strong>eration Y, trust relationships are not only cultivated online, but live and flourish there.<br />
This stands in stark contrast with previous generations for whom trust relationships were built<br />
only face-to-face.<br />
Trust is developed in person<br />
• What you see is what you believe – trust is<br />
developed in person over time with integrity<br />
and reliability<br />
• Trade online can only be conducted with<br />
reputable and established organizations<br />
• Network is limited which also limits sphere<br />
of influence<br />
trust can be developed both offline<br />
and online<br />
• Trust is developed online through shared<br />
interests, common viewpoints and shared<br />
online experiences<br />
• Trust online is possible with any organization<br />
that is transparent, accessible, verifiable and<br />
recommended by peers<br />
• Network possibilities are virtually infinite across<br />
a spectrum of boundaries<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Conformity<br />
Identity<br />
Identity is about understanding who you are and what you desire – from yourself and from the company.<br />
The shift in this quadrant results from what <strong>Gen</strong>eration Y now values.<br />
Conformity<br />
• Security and employment for life<br />
• Identity through results, title and organization<br />
identity<br />
• It is about location, autonomy and/or<br />
project work<br />
• Identity through impact, recognition<br />
and collective success<br />
• It is about choosing a company that does<br />
the right thing, in terms of sustainability<br />
and best practices<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Training<br />
Growth<br />
There has been a shift from previous generations to <strong>Gen</strong>eration Y when it comes to training and<br />
professional growth. <strong>Gen</strong> Y is more concerned about personal and professional growth, desires<br />
more than traditional on-the-job training, expects mentorships, and continuous communication with<br />
supervisors. They always want to know how they’re doing and how they can better fit into a company’s<br />
overall vision and strategy.<br />
Training<br />
• Training for a specific task<br />
• Focus on contribution and responsibilities<br />
• Formal, top-down and organization focus<br />
Growth<br />
• Continuous growth and development fostered<br />
by mentoring and continuous feedback<br />
• Focus on transparency: organizational and<br />
“big picture”<br />
• Growth through peer-to-peer collaboration<br />
and consensus building<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Work<br />
Work-Life<br />
For <strong>Gen</strong> Y, life comes before work – but they want to achieve balance between the two. They work long<br />
hours and expect work environments to accommodate their personal needs and personal life. Issues<br />
such as gym and food facilities at work, child care, and work schedule flexibility are high on the list.<br />
Work<br />
• Blurring of work and life<br />
• Continuing struggle to fit “real” life into work life<br />
Work-Life<br />
• Blending of work and life: work = 24/7 & global<br />
• Demand for supporting life at work: flexibility<br />
for fitness, health and personal matters<br />
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Key Shifts<br />
1 2 3 4 5 6 7 8<br />
Collaboration<br />
Connections<br />
For <strong>Gen</strong>eration Y, traditional collaboration is outdated. This generation is collaborating in new ways –<br />
through peers, social networking and a variety of other technologies. They value these connections<br />
as resources for bringing new ideas, growth and awareness.<br />
Collaboration<br />
• Face-to-face interactions<br />
• Surfing social networks is a distraction to work<br />
• Social capital through collaboration<br />
Connections<br />
• Continuous, on-going connections with peers,<br />
both co-located and distributed<br />
• Surfing social networks is part of work<br />
• Social capital through network(s)<br />
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traditional model<br />
New Model<br />
inward<br />
Conformity<br />
Training<br />
inward<br />
Identity<br />
Growth<br />
outward<br />
Work<br />
Collaboration<br />
outward<br />
Work-Life<br />
Connections<br />
me<br />
we<br />
me<br />
we<br />
• While we understand there is a very notable shift happening in terms of knowledge workers and teambased<br />
work, it is important to understand that <strong>Gen</strong>eration Y will also cause other significant shifts<br />
• The shifts are from Conformity to Identity, from Training to Growth, from Work to Work-Life,<br />
and from Collaboration to Connections<br />
• Work-Life and Connections are grouped together to represent that they are intertwined through<br />
the social aspect of <strong>Gen</strong> Y – facilitated by technologies such as IM, Facebook, etc. – which plays<br />
a tremendous role in this generation.<br />
Key Shifts: Summary<br />
Previous <strong>Gen</strong>erations<br />
a Personal achievement is through my career<br />
a The office is my primary workplace<br />
a Technology is a tool<br />
a Trust is developed in person<br />
a Conformity<br />
a Training<br />
a Work<br />
a Collaboration<br />
generation y<br />
a Work does not identify me<br />
a The workplace is where “I” am<br />
a Technology is an extension of myself<br />
a Trust can be developed both offline and online<br />
a Identity<br />
a Growth<br />
a Work-Life<br />
a Connections<br />
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Design Principles:<br />
The following design principles are intended to help think about<br />
new ways to design work spaces, in order to leverage the new<br />
and emerging behaviors of <strong>Gen</strong> Y.<br />
Instead of viewing this as a rule book telling them how to design,<br />
we encourage our clients to use this as a checklist, to remind<br />
them of key elements necessary to bring out the best of <strong>Gen</strong> Y.<br />
1<br />
Design for Identity<br />
Identity<br />
Work-Life<br />
Growth<br />
Connections<br />
Provide Spaces that Reflect “Me”<br />
• Consider how space sends messages about<br />
a company’s culture<br />
• Break the box – eliminate the cube, i.e. Dilbertville,<br />
Office Space<br />
• Leverage color, texture, finishes and lighting<br />
• Support the emotional connection to the environment<br />
• Support personalization<br />
• Create new workspace aesthetics<br />
Having been raised by Baby Boomers to believe that they’re<br />
both special and unique, <strong>Gen</strong> Y are not satisfied with the status<br />
quo and continuously seek to express their individuality. Today,<br />
over 30% of <strong>Gen</strong> Y have tattoos. They prefer to shop at Goodwill<br />
and would rather create their own style statement representing<br />
their authentic self, than be labeled “average.” According to a<br />
recent study conducted by trend research firm Outlaw, <strong>Gen</strong> Y are<br />
“steering away from brands that seem conformist and embracing<br />
those that make them feel like individuals.”<br />
As a result of this deep-set need to express uniqueness, they’ll<br />
be the first generation to challenge the use of traditional office<br />
system furniture, on the grounds that it’s “too cliché.” Instead,<br />
this next generation will crave spaces that reflect how they<br />
see themselves – as creative individuals.<br />
Provide Environments that are socially conscious<br />
• Celebrate LEED® building practices – think Green!<br />
• Create/select products that are good for user and environment<br />
• Consider the entire life cycle of energy consumption for<br />
products: manufacturing, shipment, delivery and disposal<br />
• Provide products that promote energy efficiency<br />
• Promote <strong>Gen</strong> Y culture of social awareness<br />
• Communicate clearly how your organization is<br />
tied to supporting the local/global community<br />
• Promote and offer volunteering opportunities<br />
<strong>Gen</strong>eration Y is very aware of the impact of individual choices<br />
and their long-term effects on the world. From the food they<br />
consume to the establishments they visit, they continue to vote<br />
with their patronage and deliberately seek out companies that<br />
reflect their values.<br />
The research indicates that <strong>Gen</strong> Y is particularly interested<br />
in working for companies that are socially conscious and<br />
invest in both their local community and the world at large.<br />
<strong>Gen</strong> Y will value spaces that “break the box” and seek<br />
environments that speak to them on an emotional level.<br />
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2<br />
Design for Growth<br />
Identity<br />
Work-Life<br />
Growth<br />
Connections<br />
Provide Organizational transparency<br />
• Create team hub spaces that connect to other project teams<br />
• Create discipline kitchens to celebrate the diversity of<br />
functional teams and allow for views into the practice<br />
• Create organizational hubs and/or digital output that streams<br />
content about the organization<br />
• Consider the use of Post & Beam with infill to brand groups<br />
and departments within the organization<br />
• Consider the role of the workspace in making thinking tangible<br />
- Allow for the ability to display and share vision, mission,<br />
goals and achievements<br />
- Allow for the ability to project content from a laptop or PC<br />
to a larger display for sharing<br />
- Allow for the ability to capture content easily (i.e. CopyCam)<br />
One of the biggest challenges facing organizations today<br />
is how to acculturate its workforce. Traditionally, this was<br />
done over the course of a lifetime. Individuals would develop<br />
a nuanced understanding of an organization by living and<br />
breathing the culture.<br />
Today, <strong>Gen</strong>eration Y seeks to know as much as possible<br />
about an organization, before they even set foot in the door.<br />
Employers need to capitalize on this intense curiosity and desire<br />
for continuous learning by supporting an easy-acess view into<br />
the organization.<br />
Support Personal Growth through Constant Feedback<br />
and Mentoring Opportunities<br />
• Provide non-hierarchical and informal collaboration settings<br />
• Provide a range of settings with varying levels of privacy<br />
• Provide small team settings that would encourage sharing<br />
and feedback activities<br />
• Provide open floor plans to encourage acculturation<br />
and learning (i.e. consider lower panel heights or<br />
bench applications)<br />
• Make managers more accessible through physical adjacencies<br />
and private offices with glass fronts<br />
• Create spaces that inspire and celebrate past successes<br />
• Provide formal mentoring programs<br />
• See feedback as an on-going activity – not just an<br />
annual meeting<br />
Having invested a great deal of effort and time to achieve their<br />
educational goals, <strong>Gen</strong> Y enter the work force and manage their<br />
careers with that same tenacity. They seek to excel at everything<br />
they do and continuously monitor the external situation against<br />
their own internal standards. As a result, <strong>Gen</strong> Y is interested<br />
in receiving regular feedback on performance from those in<br />
positions of authority.<br />
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3<br />
Design for Work-Life<br />
Identity<br />
Work-Life<br />
Growth<br />
Connections<br />
Reflect work-lifestyle integration<br />
(intertwine work & life)<br />
• Support an active lifestyle by providing on-site fitness facilities<br />
• Support a balanced diet by providing foods that maintain<br />
and promote good health<br />
• Encourage play and relaxation through recreational facilities –<br />
games and gaming rooms<br />
• Integrate physical wellbeing into daily work activities,<br />
e.g. Details Walkstation, adjustable height workstations,<br />
ergonomic seating<br />
• Provide a means to get away without going away -<br />
decompression rooms, or places for contemplation<br />
• Consider the merging of work and home by providing<br />
offices which feel more like living room spaces<br />
• Support work that continues to shift to the home<br />
• Communicate clearly how your organization<br />
is tied to supporting the local/global community<br />
• Promote and offer volunteering opportunities<br />
Unlike previous generations who believed that putting in the time<br />
would result in career advancement, <strong>Gen</strong>eration Y approaches<br />
the career issue with a strong desire for work-life balance.<br />
Match Cognitive Intensity<br />
• Provide a range of settings to fit work needs and mood<br />
• Consider noise level, music and light level interaction<br />
• Allow for improved concentration through zoning (library<br />
model), acoustical clouds or signaling devices<br />
• Support quick-switching work tasks<br />
• Optimize workspaces for multi-tasking<br />
• Support quick-switching and multi-tasking between<br />
different activities<br />
- Adjacencies to different work processes<br />
- Allow for work and personal tools: physical and digital<br />
Workplaces that were once designed to support dedicated “Me”<br />
and “We” spaces, are slowly being replaced by a new planning<br />
paradigm that provides a broader range of settings. Such shifts<br />
in planning align perfectly with <strong>Gen</strong> Y; who – armed with mobile<br />
technologies – seek workspaces that provide the appropriate<br />
environmental experience for the particular mental task at hand.<br />
The environment that best supports a creative activity should<br />
differ from spaces that better allow for heads-down, analytical<br />
work. Moreover, the rhythm of mental activity is different for<br />
<strong>Gen</strong> Y today. Multi-tasking and quick-switching are more<br />
dominant with this generation.<br />
Much of this desire stems from being a witness to their parents,<br />
who dedicated long hours of their life to corporations only to be<br />
caught in the downsizing of these organizations. Because of this,<br />
<strong>Gen</strong> Y have difficulty finding loyalty within most organizations<br />
and instead see themselves as “free agents.” They’ll gladly give<br />
40 hours/week to an organization, but they prefer to keep their<br />
free time free.<br />
As a means to attract this next generation into the workforce, HR<br />
departments are becoming increasingly creative in the amenities<br />
they provide, which often include flexible work weeks and other<br />
on-site services to make <strong>Gen</strong> Y lives easier.<br />
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4<br />
Design for Connections<br />
Identity<br />
Work-Life<br />
Growth<br />
Connections<br />
Leverage Social Networks<br />
• Provide social collaborative settings that also support “Me”<br />
work – consider the Yurt<br />
• Leverage in-between spaces as impromptu gathering<br />
spaces for collaboration<br />
• Provide tools such as video conferencing and<br />
remote collaboration<br />
• Provide integrated team spaces to support co-located<br />
team collaboration<br />
• Support brief sporadic meetings at the individual work space<br />
• Allow for the quick switch between “Me” and “We” work<br />
• Provide a means to signal availability<br />
• Integrate work and social technologies<br />
Despite the rapid increase in the development of broad social<br />
networks brought to life through sites like Facebook, MySpace<br />
and Twitter, <strong>Gen</strong> Y still believes in the power of place and cites<br />
interaction with colleagues as the number one reason to work in<br />
an office. Fascinating to watch, however, is how the development<br />
of trust networks with colleagues is changing as speed and<br />
access to information increases.<br />
In fact, one recent <strong>Gen</strong> Y grad found it much easier to connect<br />
to others within his workplace through vehicles like Facebook,<br />
rather than using e-mail which was viewed as “old” technology.<br />
Unlike traditional e-mail systems which offer little information<br />
about the user, <strong>Gen</strong> Y values Facebook for providing a context<br />
in which they can better understand the person with whom<br />
they’re communicating.<br />
Design with Technology in mind<br />
• Create environments that are in sync with technology<br />
• Provide “smart” furniture products<br />
• Support the increase in number and size of displays<br />
• Support a greater range of work postures associated<br />
with mobile device usage<br />
• Support work-specific software/hardware tools<br />
• Employ sound masking<br />
• Support mobile technology tools: both work and personal<br />
• See Facebook and other social networking sites<br />
as business communication tools<br />
Technology is not a means to an end for <strong>Gen</strong>eration Y, but rather<br />
an extension of who they are. Mobile technology devices such as<br />
iPods, cell phones and notebooks/netbooks allow this generation<br />
to maintain a continuous connection to people and information –<br />
regardless of where they are.<br />
In essence, mobile technologies have escalated nomadic<br />
behavior. Companies would be wise to understand that this<br />
generation does not accept the notion of technologies that<br />
tether them to a particular place.<br />
Organizations of the future can capitalize on how this next<br />
generation forms bonds with others by providing both virtual<br />
and physical environments that support interactions with peers.<br />
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Design Principles: Summary<br />
1<br />
Design for Identity<br />
2<br />
Design for Growth<br />
• Provide spaces that reflect “me”<br />
• Provide environments that are socially conscious<br />
• Provide organizational transparency<br />
• Support personal growth through constant<br />
feedback and mentoring opportunities<br />
3<br />
Design for Work-Life<br />
4<br />
Design for Connections<br />
• Reflect work-lifestyle integration (intertwine work & life)<br />
• Match cognitive intensity<br />
• Leverage social networks<br />
• Design with technology in mind<br />
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ealize<br />
Photo: ©iStockphoto.com/Xaviarnau<br />
Realize<br />
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ealize<br />
Spatial Concepts<br />
Realize<br />
In the final phase of Realize, we conducted a design charette with<br />
individuals representing the product marketing, design, research<br />
and human resources departments.<br />
Over a two-day work session, the team generated ideas –<br />
sketches, strategies and policies – around the key shifts and<br />
design principles identified in our research. These ideas served<br />
as a provocative point of departure for new thinking on the next<br />
phase of work-life environments, tools and behaviors.<br />
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ealize<br />
1<br />
Design for Identity<br />
Provide spaces that reflect “Me”<br />
Provide environments that are socially conscious<br />
• Break the box – eliminate the cube<br />
• Support social connections<br />
• Support personalization<br />
• Create new workspace aesthetics<br />
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ealize<br />
• Think “Green”<br />
• Consider the life cycle of energy consumption<br />
• Provide culture of social awareness<br />
• Allow for social connections<br />
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ealize<br />
2<br />
Design for Growth<br />
Provide organizational transparency<br />
Support personal growth through constant feedback and mentoring opportunities<br />
• Provide transparency of vision, people, projects and processes<br />
• Create team hub spaces that connect to other project teams<br />
• Create organizational hubs and/or digital output that streams content about the organization<br />
• Consider the role of the workspace in making thinking tangible<br />
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• Provide non-hierarchical and informal collaboration settings<br />
• Provide small team settings that would encourage sharing, feedback and cross-mentoring activities<br />
• Provide open environments to encourage acculturation and learning<br />
• Create spaces that inspire and celebrate past successes<br />
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ealize<br />
3<br />
Design for Work-Life<br />
Reflect work-lifestyle integration (intertwine work & life)<br />
Match cognitive intensity<br />
• Support physical wellbeing: encourage play and relaxation<br />
• Provide a means to get away without going away<br />
• Consider the merging of work and home: home-like environments<br />
• Support work that continues to shift to the homes<br />
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• Provide a range of settings to fit work needs and mood<br />
• Allow for improved concentration through zoning<br />
• Support quick-switching of work tasks<br />
• Optimize workspaces for multi-tasking<br />
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ealize<br />
4<br />
Design for Connections<br />
Design with technology in mind<br />
Leverage social networks<br />
• Provide social collaborative settings<br />
• Leverage in-between spaces for collaboration<br />
• Allow for the quick switch between “Me” and “We” work<br />
• Integrate work and social technologies<br />
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ealize<br />
• Create environments that are in sync with technology<br />
• Provide “smart” furniture products<br />
• Support a greater range of work postures<br />
• Support mobile technology tools: both work and personal<br />
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in closing<br />
In Closing<br />
Photo: ©iStockphoto.com/Lingbeek<br />
Where do we go from here?<br />
In this document – and during the course of our research<br />
itself – we have identified some striking behavior patterns with<br />
<strong>Gen</strong>eration Y that we believe will unquestionably impact the<br />
future of the American workplace...and the very nature of work<br />
itself. These patterns uncovered key shifts that are bound to<br />
become more pronounced as this generation fully assumes its<br />
place in the workforce. So the question is – what do we do now?<br />
The answer: learn, adapt and grow.<br />
On many levels, the behaviors and emerging work styles<br />
exhibited by <strong>Gen</strong>eration Y represent a more holistic and engaging<br />
approach to work. Work should be meaningful and rewarding in<br />
order to engage them fully. Mentor and peer relationships are a<br />
big part of their recognition and growth. Their career journeys will<br />
move them around the organization chart – and around the world<br />
– in a corporate lattice fashion, not just up the corporate ladder.<br />
For us – in the business of business – these changes we face<br />
are critical ones and may very well lead us to new definitions<br />
of work, productivity and success. The insights gathered over<br />
the course of this project inform us that we need to embrace<br />
and adapt to these changes. As a company, we need to stay<br />
receptive to the ideas born out of this research, to keep tracking<br />
developing trends, and act on them. We need to create innovative<br />
environments that support emerging work, workers and work<br />
styles. Environments that are in tune with global market forces.<br />
And environments that truly support organizations in their efforts<br />
to attract, engage and grow the talent of the future.<br />
Tomorrow is our customer.<br />
Work may finally be on the worker’s terms. When it comes to<br />
<strong>Gen</strong> Y, ever-present technology is far from a burden. Instead,<br />
it frees this generation to work untethered where and when<br />
it wants to. Increased autonomy, but strong social ties and a<br />
fierce drive for work-life balance are all hallmarks of this group.<br />
For <strong>Gen</strong>eration Y, work is highly personal – though the<br />
best evidence of this often, ironically, occurs through<br />
social and professional online networks and other<br />
long-distance connections.<br />
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in closing<br />
The Team<br />
Core Members of the Research Team<br />
Sponsor and advisor<br />
Joyce Bromberg<br />
<strong>Steelcase</strong> WorkSpace Futures<br />
Project Lead<br />
Sudhakar Lahade<br />
<strong>Steelcase</strong> WorkSpace Futures<br />
Design research<br />
Phillip Ayoub<br />
Pennsylviania State University<br />
Keith Jundanian<br />
Georgia Institute of Technology<br />
Patricia Kammer<br />
<strong>Steelcase</strong> WorkSpace Futures<br />
Altug Kasali<br />
Georgia Institute of Technology<br />
Andrew Kim<br />
<strong>Steelcase</strong> WorkSpace Futures<br />
Bridget Ward<br />
Pennsylviania State University<br />
Book Design and Editing<br />
Tim Carpenter & Ryan Mitchell<br />
Conduit Studios<br />
Acknowledgements<br />
The authors would like to acknowledge<br />
the contributions of:<br />
Ritu Bajaj<br />
Julie Barnhart-Hoffman<br />
Robin Bowles<br />
Chris Congdon<br />
Renee Hampton-Harriette<br />
Tina Ro<br />
Terrand Smith<br />
Mary Underwood<br />
Elise Valoe<br />
Sue Warmels<br />
Randy Wilda<br />
John Ziech<br />
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Bibliography<br />
Photo: ©iStockphoto.com/Viorika<br />
Notes/Bibliography<br />
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Notes<br />
Bibliography<br />
Web-based research<br />
The <strong>Gen</strong> Y Factor<br />
• http://www.lieberandassociates.com/CADMEF/Presentations/<br />
The%20<strong>Gen</strong>%20Y%20Factor.ppt<br />
• http://www.joyworkz.co.nz/content/view/48/100/<br />
• http://workempowermentfoundation.typepad.com/fff_at_work/<br />
generation_y/index.html<br />
• http://www.employeeevolution.com/archives/2008/05/23/10-<br />
ways-generation-y-will-change-the-workplace/<br />
• http://apexps.co.nz/category/articles<br />
• http://www.usatoday.com/educate/college/<br />
casestudies/20071015-genyentreps.pdf<br />
• http://selectmetrix.com/blogs/2008/05/gen-y-is-empowered/<br />
• http://www.usatoday.com/news/nation/2006-12-06-gen-nextentrepreneurs_x.htm<br />
Millennial Influx: Implications for the Nonprofit Sector<br />
• http://www.charityville.com/cv/research/roch10.html<br />
Small Business Snubs <strong>Gen</strong> Y<br />
• http://smallbusiness.theage.com.au/starting/management/smallbusiness-snubs-gen-y-897919922.html<br />
<strong>Gen</strong>eration Y Wants Rapid Promotions<br />
• http://www.koreatimes.co.kr/www/news/<br />
special/2008/01/236_17081.html<br />
The Management Challenge of <strong>Gen</strong>eration Y<br />
• http://www.mercer.com/summary.htm;jsessionid=HHJMSKBE<br />
cehxSckZTU- AvDw**.mercer02?siteLanguage=100&idConte<br />
nt=1324035<br />
<strong>Gen</strong>eration Y: The New Global Citizens<br />
• http://www.merrillassociates.net/topic/2004/06/generation-ynew-global-citizens<br />
The Most Praised <strong>Gen</strong>eration Goes to Work<br />
• http://online.wsj.com/article_print/SB117702894815776259.html<br />
A Dying Breed<br />
• http://www.genyvoodoo.com/2006_09_01_genyvoodoo_archive.<br />
html<br />
The Millennials, by Stacey Woelfel<br />
• http://www.rtnda.org/pages/media_items/cover-story-themillennials582.php<br />
Academic Library Services for the Millennial <strong>Gen</strong>eration<br />
• http://pirate.shu.edu/~deyrupma/walker.pdf<br />
MEET THE MILLENNIALS - The MusicTank Report is available<br />
directly from MusicTank<br />
• www.musictank.co.uk<br />
Department Chair Online Resource Center - Now Is the Time to<br />
Prepare for Millennial Faculty<br />
• http://www.acenet.edu/resources/chairs/docs/Kelly_Millennial.<br />
pdf<br />
Meet the New Millennials, ABC news<br />
• http://abcnews.go.com/Business/SpecialSeries/<br />
Story?id=3188531&page=3<br />
Managing Millennial Talent - A Look Into the Crystal Ball<br />
• http://www.knowledgeinfusion.com/coe/message/2187<br />
Millenial Moms & Dads: What’s Next?<br />
• www.constantcontact.com<br />
7 Secrets to Working with Millenials<br />
• http://www.interchange-group.com/data/7%20Secrets%20<br />
to%20Working%20with%20Millennials.pdf<br />
Millennials are a <strong>Gen</strong>eration of Entrepreneurs by Brett Hummel<br />
• http://www.brazencareerist.com/2009/02/09/corporate-braindrain-millennials-are-a-generation-of-entrepreneurs<br />
Millennials: The New Brand of Creatives | Creative Conversations<br />
• http://www.a-g.com/site/index.php?GGMTNBOC<br />
The Next American Frontier by Michael S. Malone<br />
• http://online.wsj.com/article/SB121115437321202233.html<br />
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Bibliography<br />
Web-based research: Continued<br />
<strong>Gen</strong> Y - Totally Wired: A Ypulse Digest<br />
• http://bodimojo.com/blog/gen-y-totally-wired-a-ypulse-digest<br />
What You Need To Know About <strong>Gen</strong>eration Y<br />
• http://www.allbusiness.com/professional-scientific/accountingtax/4072449-1.html<br />
Survey by OPEN from American Express<br />
• http://www.business-opportunities.biz/2007/05/07/youngentrepreneurs-big-risk-takers/<br />
Job Market News and Press Releases<br />
• http://www.jobweb.com/jobmarketnews.aspx?id=1823<br />
Millennials Seek Security in First Job<br />
• http://www.cbia.com/telecommutect/documents/SEPT-newsp12.pdf<br />
Cherry-Picking Global Talent by Sherry Williams/Haliburton<br />
Looking for best talent wherever we go – and giving those people<br />
an opportunity to move up globally.<br />
• http://www.capitalthinkingmagazine.com/FCWSite/Features/<br />
capitalthinking/diversity_2008/capital_thoughts.htm<br />
Learning From Youth Marketers: Adapting to the schoolhouse what<br />
business already knows about the Millennials by John C. Geraci<br />
• http://www.aasa.org/publications/saarticledetail.cfm?ItemNumb<br />
er=2881&snItemNumber=<br />
Father Google and Mother IM: Confessions of a Net <strong>Gen</strong> Learner<br />
• net.educause.edu/ir/library/pdf/ERM0552.pdf<br />
How Americans Use Instant Messaging by Shiu, Eulynn and<br />
Amanda Lenhart<br />
• http://www.pewinternet.org/PPF/r/133/report_display.asp<br />
<strong>Gen</strong>eration Y: The Millenials – Ready or not, here they come<br />
• http://www.nasrecruitment.com/talenttips/NASinsights/<br />
<strong>Gen</strong>erationY.pdf<br />
Use Their Tools! Speak Their Language! by Marc Prensky,<br />
March 2004<br />
• http://www.marcprensky.com/writing/Prensky-Use_Their_Tools_<br />
Speak_Their_Language.pdf<br />
Millennials Empowered: The State of the Nation, Facebook, and<br />
How Technology Has Made Politics Fun<br />
• http://www.scoop44.com/2009/02/28/the-state-of-the-nationfacebook-and-how-technology-has-made-politics-fun/<br />
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Bibliography<br />
Articles/books<br />
Getting Involved<br />
Article, USA Today 10/24/2006<br />
The Big Sort: Why the Clustering of Like-<br />
Minded America Is Tearing Us Apart<br />
Bill Bishop<br />
Convergence Culture: Where Old and New Media Collide<br />
Henry Jenkins<br />
Got Game? How the Gamer <strong>Gen</strong>eration<br />
Is Reshaping Business Forever<br />
John C. Beck, Mitchell Wade<br />
Gaming As Culture: Essays on Reality,<br />
Identity And Experience in Fantasy Games<br />
J. Patrick Williams, Sean Q. Hendricks, W. Keith Winkler<br />
The World According to Y: Inside the New Adult <strong>Gen</strong>eration<br />
Rebecca Huntley<br />
Millennial Makeover: MySpace, YouTube,<br />
and the Future of American Politics<br />
Morley Winograd, Michael D. Hais<br />
Millennials Incorporated<br />
Lisa Orrell<br />
Making Sense of <strong>Gen</strong>eration Y:<br />
The World View of 16-25 Year Olds<br />
Sara Savage<br />
<strong>Gen</strong>eration Digital: Politics, Commerce,<br />
and Childhood in the Age of the Internet<br />
Kathryn C. Montgomery<br />
Digital Diversions: Youth Culture In The Age Of Multi-Media<br />
Sefton-Green<br />
Connecting <strong>Gen</strong>erations<br />
Claire Raines<br />
The Future of Reputation: Gossip,<br />
Rumor, and Privacy on the Internet<br />
Daniel J. Solove<br />
The World According to Y: Inside the New Adult <strong>Gen</strong>eration<br />
Rebecca Huntley<br />
Managing <strong>Gen</strong>eration Y: Global Citizens Born<br />
in the Late Seventies and Early Eighties<br />
Bruce Tulgan and Carolyn A. Martin<br />
The 4 hour work week<br />
Timothy Ferriss<br />
When <strong>Gen</strong>erations Collide: Who They Are. Why They Clash.<br />
How to Solve the <strong>Gen</strong>erational Puzzle at Work<br />
Lynne C Lancaster and David Stillman<br />
<strong>Gen</strong>erations at Work: Managing the Clash of Veterans,<br />
Boomers, Xers, and Nexters in Your Workplace<br />
Ron Zemke<br />
The Rise of the Creative Class<br />
Richard Florida<br />
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