Oxygenz report -_2010

Global WorkPlace Innovation

Generation Y and the Workplace
Annual Report 2010

Contents
LIST OF FIGURES...................................................5
.
EXECUTIVE SUMMARY...........................................7
.
KEY FINDINGS.....................................................10
INTRODUCTION..................................................13
WHAT IS OXYGENZ..............................................14
Research question..............................................14
WHO ARE THESE YOUNG UPSTARTS?...................17
.
WORLD DEMOGRAPHICS. ....................................22
.
WHO
WHO
WHO
WHO

IS
IS
IS
IS

THE
THE
THE
THE

GENERATION
GENERATION
GENERATION
GENERATION

Y
Y
Y
Y

IN
IN
IN
IN

USA.....................24
INDIA..................26
.
CHINA.................28
UK.......................30

WHO IS THE GENERATION Y?...............................32
Digital, Connected, Social...................................32
Challenging........................................................32
Scarce. ...............................................................33
.
Transformational................................................33
DIFFERENCES EMERGE.........................................34
Traditionals........................................................36
Baby Boomers.....................................................36
Generation Y. .....................................................37
.
Generation X. .....................................................37
.

OXYGENZ RESULTS..............................................46
Choice Of Company............................................48
Location.............................................................50
.
Travel.................................................................52
Ways Of Working................................................55
.
Creativity & Productivity. ....................................58
.
Behind Creativity & Productivity..........................60
Facilities Management........................................62
- Reception & Security.........................................62
- Catering...........................................................64
Environment.......................................................66
Workplace. .........................................................71
.
- Style.................................................................71
- Lighting............................................................74
- Art @ Work.......................................................75
Emotional Engagement.......................................78
Workspace..........................................................80
Social Networking...............................................84
Collaboration.
.....................................................86
Technology. .......................................................90
.
How technology is transforming work.................92
CONCLUSION......................................................94
India...................................................................98
China. ................................................................99
.
USA..................................................................100
UK....................................................................101
WHAT ARE THE IMPLICATIONS FOR EMPLOYERS?. 03
1

METHODOLOGY..................................................38

FOOTNOTES. ....................................................106
.

DESIGN APPROACH.............................................42

KEY SPONSORS. ................................................110
.

BRANDOCRACY.
..................................................44

PARTNERS.
........................................................113
AUTHORS. ........................................................114
.
CONTACTS.......................................................117

3

2

Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved.
Intellectual Property Johnson Controls, Haworth and iDEA.

List of Figures
Figure 1: Who are the Millennials, aka Generation Y?.................................................................................... 19
Figure 2: World Population in 2009.............................................................................................................. 22
.
Figure 3: US – Demographic pyramid, 2009................................................................................................. 27
.
Figure 4: India – Demographic pyramid, 2009.............................................................................................. 28
Figure 5: China – Demographic pyramid, 2009............................................................................................ 31
.
Figure 6: UK – Demographic pyramid, 2009................................................................................................. 32
Figure 7: Choice of Company: per age group, all countries.......................................................................... 48
Figure 8: Choice of Company for 18-25 yrs old............................................................................................ 49
Figure 9: Choice of Company for 18-25 yrs old, key countries..................................................................... 49
Figure 10: Location of the office: per country, 18-25 years old.................................................................... 50
.
Figure 11: Location of the office: Generation Y vs. Generation Y.................................................................. 51
Figure 12: Mode of Transport: all ages, all countries.................................................................................... 52
Figure 13: Mode of Transport: per age group, all countries. ........................................................................ 53
.
Figure 14: Mode of Transport: per country, 18-25 years old........................................................................ 53
.
Figure 15: Choice of car per age group........................................................................................................ 54
.
Figure 16: Pattern of Work: Generation Y 18-25 yrs old, all countries. ......................................................... 55
.
Figure 17: Preferred Level of Mobility: Generation Y 18-25 yrs old...................................................
56
Figure 18: Pattern of Work: Generation Y 18-25 yrs old, all countries. ......................................................... 56
.
Figure 19: Flexible Working Pattern – preferred vs. expected: per age group, all countries. ........................ 57
.
Figure 20: Flexible Working Pattern – preferred vs. expected: per country all countries for 18-25 yrs old... 57
.
Figure 21: Creativity: per age group, all countries........................................................................................ 58
Figure 22: Productivity: Generation Y, all countries...................................................................................... 59
.
Figure 23: Reception Services: Generation Y 18-25 yrs old, all countries...................................................... 62
Figure 24: Level of services across the industry sectors, the age groups, per country.. ............................... 63
.
Figure 25: Food Facilities on site, Generation Y, all countries....................................................................... 64
Figure 26: Social Facilities on site, Generation Y, all countries...................................................................... 65
Figure 27: Environmental Workplace: Generation Y 18-25 yrs old, all countries........................................... 66
Figure 28: Environmental requirements for the workplace – per age group, all countries............................ 67
Figure 29a: Environmental requirements per industry sector, 18-25 years old, per countries...................... 67
Figure 29b: Environmental requirements per industry sector, 18-25 years old, per industry sector............. 68
Figure 30: Preferred style in the workplace per age group and country........................................................ 72
Figure 31: Colours on the wall – 18-25 yrs old, all countries........................................................................ 71
Figure 32: Style per gender - 18-25 years old............................................................................................... 73
Figure 33: Finishes per gender – 18-25 years old......................................................................................... 73
Figure 34: Preferred finishes in the workplace per age group and country................................................... 74
Figure 35: Level of Lighting in the office.
...................................................................................................... 75
Figure 36: Level of Art in the workplace - 18-25 yrs old, all countries.......................................................... 76
.
Figure 37: Preferences for Art in the workplace per industry sector, 18-25 years old, all countries. ............ 77
.
Figure 38: Comfort with Space: all respondents – per country.
..................................................................... 81
Figure 39: Level of comfort with space, sqm per person, 18-25 years old.................................................... 81
Figure 40: Individual workspace: Generation Y 18-25 yrs old, all countries.................................................. 82
Figure 41: Individual space preferred at work, 18-25 years old, per country................................................ 82
Figure 42: Collaborative Environment: Generation Y 18-25 yrs old, all countries......................................... 86
.
Figure 43: Access to collaborative spaces, 18-25 years old, per country...................................................... 87
Figure 44: Choice of collaborative space: per age group.............................................................................. 88
Figure 45: Choice of collaborative space: per industry sector, all ages......................................................... 89
Figure 46: The Smart Workplace 2030 – Johnson Controls © 2009.
......................................................92

5

4


Executive Summary
The advent of the Generation Y into the workplace is bringing new
changes that need to be addressed. The Generation Y is, perhaps,
the most digitally sophisticated generation we have ever seen.
They are looking for a sustainable environment offering a social
structure within both a physical and virtual environment.
The generation Y we studied, as we defined aged between 18 and 25, are techno-savvy and motivated
and they are bringing with them into the workplace a load of cultural diversity, habits and behaviours
inhibited in the way they act, work, communicate, exchange and relate to their environment, people and
their management.
This report identifies how important the workplace is in attracting, recruiting and retaining Generation
Y workers between the age of 18 to 25 years old and what factors contribute to talent management.
The report categorises the main factors that appeal to them and help enhance their full potential, under
seven categories: Real Estate, Facilities Management, Workplace, Workspace, New Ways of Working,
Information Technology and Human Resources.
The results prove that:
he Generation Y values sustainability. The
T
Generation Y is flexible, mobile, collaborative
and unconventional.
he Generation Y prioritises opportunities to
T
learn, work colleagues and corporate culture
value when it comes to deciding for which job
to apply for.
he Generation Y prefers workplaces in an
T
urbanised location with access to social
and commercial facilities, good public
Infrastructure and the ability to use public
transport or drive to work.

The Generation Y prioritises collaboration
and interaction in the workplace and requires
particularly access to dedicated team spaces as
well as ample breakout spaces.

The working environment of the Generation Y is
a place they emotionally engage with, a space
where they socialise in with other co workers
and a space which supports their health and
well being.
he Generation Y sees the workplace as a very
T
important factor and values it as a place of
learning and development.

The Generation Y privileges access to their
own desk rather than desk sharing or hot
desking (hoteling).
We must attach a great importance to diversity in
our workplaces and the factors that must be taken
into account when considering workplaces as a
likely strategic weapon in the battle to attract and
retain scarce young talent.

7

6


Executive Summary Continued...
When it comes to Facilities Management (FM), the
preference of Generation Y suggests that FM is
not only about managing buildings, but about
supporting people. FM service delivery will need
to go further in the future to provide high quality
people focused services.
While the financial benefits of flexible working are
clear to business owners, work will have to be done
with Generation Y to help them to trade dedicated
desks and personalisation for mobility and team
oriented spaces. Mobile technology will be an
unavoidable support here.
The workplace can directly support and influence
the Generation Y through a workplace that enables
individuals and teams to collaborate and engage
with each other, and human resources policies
which actively promote flexible working and
alternative ways of working:

he workplace must support both formal
T
and informal collaborative engagement and
interaction

The workplace contributes to the level of
emotional engagement of individuals with
their work
The factors contributing to talent attraction and
retention are expressed via:
aving the right workplace – location, access
H
 Having the right workspace – design, layout,
furniture and colours and style
aving the right atmosphere – meeting and
H
social spaces for interaction and ambiance
aving the right technological platform –
H
technology provisions, mobile devices

he workplace is important in attracting and
T
retaining the Generation Y

S
ustainable: 96% want
an environmentally aware
workplace

•

F
lexible: 56% prefer to work
flexibly and chose when to work

•

M
obile: 79% prefer to be mobile
rather than static workers

•

  nconventional: 40% of the
U
Generation Y would like to take
their car to go to work, 20%
by public transport and 18%
walking!
L
ife Long Learning Experience:
The reasons for choosing a
company are:
1: Opportunities for Learning
2: Quality of Life
3: Work Colleagues

•

It remains crucially important to understand what
things matter most to the 18 – 25 years old.
The data reveal a fascinating insight into this
new generation and how they are and behave
compared to previous one.

•

•

We have yet to feel the full force of this global
trend. Will Generation Y continue to be such a
special generation, feted and wooed for their
talent, if the balance of power reverts to employers
as labour markets tighten? Is this new generation
of ‘aliens’ and ‘invaders’ really ready to transform
our workplace in mega complexes, social hubs
and high tech workspaces? Will employers be
ready and engage to support these changes?

C
ollaborative: 41% of the
Generation Y prefers to have
access to a team space and
32% prefers breakout spaces
rather than a conventional
meeting room

Having understood these needs:

Employers will find it near on impossible to
deliver on all theise demands

Success will be about compromising and
determining the essentialsdetermining the
essentials

The type of workplace and its location
influences the choice of a company
he workspace allocation and technological
T
provisions contribute to productivity and
creativity
he working arrangements must be flexible
T
and adaptable to satisfy a work life balance
they demand

9

8


Key findings per category
Travel:

Creativity and Productivity:

The UK: a nation of walkers
The US and India: The car comes first
China: Public transport is a prime choice

Location:
hina: he highest demand for rural settings
C
T
The UK: Back to the City and urban settings
ndia: Workplaces must be located in urban
I
setting to attract the younger generations

New Ways of Working:
he generation Y is a flexible workforce with a
T
high level of mobility
oung Women (18-25 years old) prefer more
Y
flexibility than men
he 46-55 years old are the age group
T
preferring the most flexible working
he UK and the US Generation Y prefer to work
T
far more flexibly, while China and India expect
to work flexibly

reativity and Productivity:
C
reativity is all about having the right PEOPLE
C
around
roductivity is all about having the right
P
TECHNOLOGY around
he magic formula is: Technology + Ambiance
T
Atmosphere + People = a creative and
productive workplace

FM support services:
he 18-25 years old are the most demanding
T
generation
India has the most demanding workforce
edia and Finance sectors are the most
M
demanding industry sectors
Women are more demanding than Men

Social Spaces:

Environment and Sustainability:
It is about looking for a green deal at work
eing Green – Working Green – Living Green:
B
The generation Y is an environmentally
friendly workforce
he older generations are far greener than the
T
younger generations
he Generation Y demonstrates a green
T
aspiration through their journey to and through
work: office location, mean of transport, ways
of working, green policies…

Workplace:

The Generation Y is an emotionally engaged
workforce:
Colours should be subtle and not too intense

The light should be natural rather than artificial,
calling for wide windows and openings

Finishes should be soft and made out of natural
and warm materials, rather than hard material

Style:
tyle matters and should be modern rather
S
than contemporary
omen are more attracted to modern interior
W
than Men
en are more attracted to minimalist interiors
M
than Women
rt should be present in the office, but not too
A
much of it!

Workspace:
hey need to identify to and feel they own their
T
workspace
he large majority still want to have their
T
own desk
ess than a 1/5th are happy to share a desk
L
en are more comfortable in wider space
M
than women

Collaboration:
The Generation Y is team focused and places a
great importance on work with and amongst a
team:
he Art Design industry is the most eager
T
to collaborate and Engineering industry is the
most team focused industry
hina has the highest demand for breakout
C
spaces combined with the highest preference
for shared and hot desks

35-44 years old have the least requirement for
formal meeting rooms

or the Generation Y, the workplace is a social
F
construction and work is social:
oing to work is about meeting people and
G
socialising within the working community
he Generation Y is a sporty and social
T
generation: there is a high demand for sport
and social facilities on site.

Dr. Marie Puybaraud
Johnson Controls
Director Global WorkPlace Innovation
www.globalworkplaceinnovation.com

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10


Introduction
The Generation Y:
Like How They Work - Work
How They Like?
The newest and youngest members of work forces
all over the world are making their presence felt,
causing businesses to re-think their working
practices and adapt their working environment
to this breed of employees and managers.
Generation Y is perceived as invading the
workplace, arriving like unruly and energetic guests
at a stuffy country house party and shocking the
house guests who are already there. And they are
bringing outsize luggage in the form of multiple
digital technologies, their social networks, their
tech-savvy culture, new ways of contemplating
work, new managerial forms.
Who is this generation of “invaders” and
“transformers”? How will they or not modify our
working environment? What are they expecting
from their employer, their work in their workplace
and their way of working?

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12


What is...
OXYGENZ is a large-scale research
project, which will make a significant
contribution to companies’ knowledge
on how they might use their real estate
and facilities as strategic assets to
attract and retain scarce talent. We
must attach a great importance to
diversity in our workplaces and the
factors that must be taken into account
when considering workplace as a likely
strategic weapon in the battle to attract
and retain scarce young talent.

5,375

respondents
including:

{

3,011
1,298
396

(18 - 25-year-olds)
(26 - 35-year-olds)
(36 - 45-year-olds)

The worldwide survey includes special samples from:
US:

1,217

India:

897

China:

660 UK: 607

690 625

And from
various key
industry
Engineering
sectors we
want to study:

Germany:

Media, Marketing
Communication

256

736
Finance

491 551
Information
Technology

Art Design
Research Question:

Businesses have to compete to attract, develop, deploy
and retain the services of skilled people. It is crucially
important to understand what matters to them. In
particular, we need to understand what things matter
most to Generation Y and the Generation X, the
youngest and newly entrants in the workplace.
This is exactly what Oxygenz seeks to find out.
Oxygenz is an international research project,
gathering rich data on Generation Y’s preferences
around ways of working and workspace design.

rkplace is a research
Generation Y and the Wo
understand the
project that seeks to
years old attach to
importance the 18 to 25
.
their future workplace
rkplace in attracting,
How important is the wo
Generation Y
recruiting and retaining
ors contribute to
workers and what fact
industry sector,
talent management per
country and gender?

15

14

Who are these young upstarts?
The newest and youngest members of work
forces all over the world are making their
presence felt, causing many businesses to rethink their working practices.

ury:
A rising and powerful future workforce of the 21st cent
ld,
For the first time ever, in workplaces around the wor
ther.
we understand that four generations are working toge
ent
Known as Generation Y (aged 15-29), they are the curr
entrants into global workforce and estimated at:
1.7 billion worldwide,
representing 25.5% of the world population

Baby Boomers, the post-world war II generation
associated with social change, are beginning to
retire in large numbers, taking their knowledge
and experience with them. There are not enough
of the new generation to replace this deficit, so
their knowledge and skills are in demand.
There is another major reason why the generation
Y is grabbing attention. Many commentators are
claiming that Generation Y, as these young people
are often called, are setting off a new wave of
social and business transformation.
For the purpose of this study, we decided to study
the Generation Y aged between eighteen and
twenty-five, although some people include those
born from 1980 onwards, putting the upper limit
at twenty-eight. In our view, there are at least six
reasons why we need to understand them and
how they relate to work. They are a remarkable
generation, and here is why...

The demographic data indicate that there
are not enough of them coming in to the
workforce.

They are transformational – they have grown in
a different world to their parents – surrounded
by modern technologies and a society of
consumerism.

They do things differently – modern
educational curricula have brought a wave of
transformation in their life.

They are challenging – this is the most
commonly agreed threat about this generation,
but yet it has not been proved.

They are techno-savvy – the 20th and 21st
centuries have brought and will continue to
bring the most terrifying and transformational
technological solutions to our world.

They are agile – multi-taskers – their agility
to do different things at the same time is well
known, but it does not mean it makes them
more efficient in the way they work.

17

16


workplace divas…
energy…
innovation…
challenging…
intellectual challenge…
a new reality from work…
working flexibly…
full of contradictions…
conservatist…
non-conformist…
tech savvy…
value driven…
money grabbing…

The Generation Y apparently believes they
can achieve anything. They have been called
‘workplace divas’16, millenials, homo zappiens…
even Genys! But some say they even are ‘high
maintenance, high risk and high output’27. They
are strongly team-focused, collaborative, and seek
meaning in work and opportunity to learn.
But also:

They are now under more financial threats
than the previous generations since the
2008 and 2009 crisis

They have grown up with green issues into
their society, but there is no evidence that it
is actually embedded in their culture

The majority of the sources describe the
Generation Y as consumers, colleagues,
employees, managers, and technological
and social innovators. The sources explore
communication styles, values, motivations, and
characteristics, but not many studies focus on
the aspirations of this young generation about
their future working environment. Although they
bring energy and innovation to the workplace,

Demographics
No definitive agreement on birth
years; experts say somewhere
between 1978 and 1995; most
say 1981 to 1993

the Generation Y is challenging to manage. They
appreciate clear direction, demand immediate
feedback on performance, expect to be consulted
and included in management decisions, and
demand constant intellectual challenge.
The Generation Y is demanding, as a right, a new
reality from work. They insist on working flexibly,
choosing when and where to work.

Tech-savvy
Connected…24/7
Self-confident

Millennials at work
Work well with friends and on
teams

Here is an entire cohort secure
in the knowledge that their wellto-do Boomer parents can bail
them out of financial difficulty.
If they don’t like their job they
can, and do, chuck it in and head
back to live with their parents.
tion – a
The Impact of Digitaliza
rt, KPMG International
generation apa
Research Report, 2007.

Younger siblings of Gen Xers

Love a challenge

Independent

Seek to make a difference

Comfortably self-reliant

They quickly buy into new concepts and
ideas while new technologies become more
affordable, and invade our market at a fast pace

Children of Baby Boomers

Collaborative, resourceful,
innovative thinkers

Hopeful

They are more urban focused, and even more
in the future with the growth of urbanisation

Optimistic

Want to produce something
worthwhile

Determined
Goal oriented

Largest generation (75 million)
after the Boomers (80 million),
compared to the Gen Xers (40
million)

Success driven
Lifestyle centered
Diverse
Inclusive

38% of millennials identify
themselves as “non-white”

Global, civic- and
community-minded
Pulling together

Positioned in history to be the
next “Hero generation”

Service oriented
Entrepreneurial

Desire to be a hero
Impatient
Comfortable with speed and
change
Thrive on flexibility and space to
explore
Partner well with mentors
Value guidance
Expect respect

Figure 1: Who are the Millennials, aka Generation Y?
Source: Deloitte Consulting (2005). Who Are The Millennials, aka Generation Y?

19

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Although they bring energy and innovation to
the workplace, the Generation Y is challenging to
manage. They appreciate clear direction, demand
immediate feedback on performance, expect to be
consulted and included in management decisions,
and demand constant intellectual challenge.
However most employees would demand the same,
generation Y or not!
There are at least three reasons why we need to
understand Generation Y:

For a start, there are not enough of them. At
least that is the case in the US, UK and Europe.
As the Baby Boomers retire, there are millions
fewer young people to replace them.

What’s more, they are a highly educated
and skilled generation. Their already scarce
skills are even more in demand in today’s
globally networked, creative and knowledge
economies. Generation Y’s skills and potential
are crucial if economies are to move up the
value chain.

The next reason to understand them is the way
they use communication technologies, which
is creating both challenges and opportunities
in the workplace . Having grown up in the
Internet age, members of the Generation Y are
furious digital innovators.

Manuel Castells, the renowned sociologist, and his
colleagues see the emergence of a new trend in
global youth culture, which they call ‘networked
sociability’. Digitally connected or face-to-face,
networked sociability is driving the Generation Y to
form peer groups that become the context for
their individual and collective behaviour5.

The Generation Y are full of
contradictions, or at least what
is written about them is. They
think like entrepreneurs and value
relationships, are tech-savvy and
creative, and are environmentally
conscious and mobile8. They will in
the future place a high premium on
job security9 and they apparently
currently job-hop. They are valuedriven and money-grabbing (due
to being saddled with high student
loans)10. They are conservative11 and
non-conformist12.

We know that the Generation Y is significant in
our society. What else do we know about them?
Why are they all that different from their older
colleagues? How do they relate to their future
working environment.
New technologies platforms like Web 2.0 have
been adopted by entire generations... the internet,
podcasting, Twitter, Facebook, YouTube, Google,
MSN and SMS are continuously on the mind of
the Generation Y. But it also infiltrates other
older generations, not only the Generation Y.

The majority of the sources describe Generation Y
as consumers, colleagues, employees, managers,
and technological and social innovators. The sources
explore communication styles, values, motivations, and
characteristics, but not many focus on the aspirations for
their working environment.

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20


World Demographics
% Of World Population

1,723,911,077.00

25.47

Gen x - 30-44 year old

1,442,951,791.00

21.32

Baby Boomers - 5 - 64 years old

1,233,836,150.00

18.56

Traditionalists - 65-74 years old

Apparently there is a dearth of Generation Y entering the workforce in Western Europe . In the UK, for
example, they are the smallest of the generations in the current total population. Increasing numbers of
them are highly educated and their talents, as in the rest of the world, are in demand.

Population

Gen Y - 15-29 years old

As economies and businesses become more knowledge-intensive, knowledge and skills are at a
premium. The fact that there are not enough of them only makes their talents even more attractive.

Generations

316,330,067.00

4.67

13

Figure 2: World Population in 2009
Source: U.S. Census Bureau, International Data Base14

Worldwide In 2009, if we consider the wider definition of the generation Y (15-29 years old) and rely on
current statistical database of the US Census Bureau, the wider Generation Y represents 25.47% of the
world population, the wider Generation X (30 to 44) represents 21.32% of the population. The first of the
Baby Boomers (45-64 years old) represent 18.55% of the world population and are due to retire in large
numbers, starting in 2004, taking their knowledge and experience with them. Countries such as Canada,
Australia, and the United States could lose more than a third of their government employees by 201015.
Worldwide, within the age group which we research, they are more males than females, especially
amongst the young generation (below 25 years old), while the older generation (above 50 years old) has
more females than males.

The world population increased from 3 billion
in 1959 to 6 billion by 1999, a doubling that
occurred over 40 years. The Census Bureau’s
latest projections imply that population
growth will continue into the 21st century,
although more slowly. The world population
is projected to grow from 6 billion in 1999 to
9 billion by 2043, an increase of 50 percent
that is expected to require 44 years. The
world population growth rate rose from
about 1.5 percent per year from 1950-51 to
a peak of over 2 percent in the early 1960s
due to reductions in mortality. Growth rates
thereafter started to decline due to rising age
at marriage as well as increasing availability
and use of effective contraceptive methods.
Note that changes in population growth have
not always been steady. A dip in the growth
rate from1959-1960, for instance, was due to

the Great Leap Forward in China. During that
time, both natural disasters and decreased
agricultural output in the wake of massive
social reorganization caused China’s death rate
to rise sharply and its fertility rate to fall by
almost half.
In addition to growth rates, another way to
look at population growth is to consider annual
changes in the total population. The annual
increase in world population peaked at about
88 million in the late 1980s. The peak occurred
then, even though annual growth rates were
past their peak in the late 1960s, because the
world population was higher in the 1980s than
in the 1960s.’
Source: U.S. Census Bureau, Population Division

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Who is the Generation Y?

Digital, Connected, Social

Challenging

Scarce

Transformational

They have grown up with the Internet and mobile
communications. They are digitally, globally,
and constantly connected. They are driving how
mobile communication technologies are used,
initiating social behaviours that are transmitted
to other generations.

Part of the challenge is to manage practices.
The Generation Y is said to appreciate clear
direction, demand immediate feedback on
performance, expect to be consulted and included
in management decisions, and demand constant
intellectual challenge, opportunities for learning,
and meaningful work.

In all countries around the world, there are not
enough of them.

Wherever they are in the world and no matter
how large or small their numbers, the signs are
that they are setting off a new wave of social and
business transformation that will equal or surpass
what the Baby Boomers achieved.

Generation Y are supposed to be able to
navigate vast amounts of data, use multiple
digital devices simultaneously and parallelprocess multiple stimuli. They are networked,
collaborative and highly social, expecting to be
constantly connected to their social networks,
within and beyond company boundaries, and to
work within a sociable environment with other
people. Generation Y’s rapid take-up of digital
technologies, how they use them, and how they
prefer to work is challenging for business.

Part of the challenge is to manage attitudes. Older
managers might see technologies such as instant
messaging, text messaging, blogging, social
networking and multi-player games as a waste of
time and a distraction from work.
The Generation Y is demanding a new reality from
work. They want to work flexibly, choosing when
and where to work.

Generation Y’s rapid take-up of digital
technologies, how they use them, and how they
prefer to work is challenging for business34.

This is true even in countries like the US, where
they are the largest generation since the Baby
Boomers - The post World War II generation
responsible for social change and unprecedented
wealth creation. The problem is that the first
of the Baby Boomers were due to retire in large
numbers starting in 2008, and are taking their
knowledge and experience with them. Countries
such as Canada, Australia, and the United States
could lose more than a third of their government
employees by 201035.

This is because they have grown up with the
Internet and mobile communications and are
digitally, globally and constantly connected.
They are driving how mobile communication
technologies are used, and they are setting
behavioural trends that ripple through and
influence social behaviour in other generations.

In India, the Generation Y makes up more than
half of the population. Despite the large potential
workforce, not all are ‘employment ready’ and so
their talents are in short supply. There is a dearth
of them entering the workforce in Western Europe.
In the UK, for example, they are the smallest of
the generations in the current total population.
Increasing numbers of them are highly educated
and their talents, as in the rest of the world, are
in demand. Also, as economies and businesses
become more knowledge-intensive, knowledge
and skills are at a premium. The fact that there are
not enough of them only makes their talents even
more attractive than they already are.

25

24


Who is the Generation Y in the USA?
In all countries around the world, there are apparently too few of them. This is true even in countries like
the US, where they are the largest generation since the Baby Boomers - The post-World War II generation
responsible for social change and unprecedented wealth creation. According to the 2006 CIA World
Fact book, around 27% of the world’s population is below 15 years of age. Tammy Ericsson (http://
tammyerickson.com), writer about the Generation Y in the US, argues that Generation Y will dominate
the workforce for the next forty years and beyond.
In 2005 in the US, the Generation Y was the fastest-growing segment of the workforce — growing from
14% of the workforce to 21% over the past four years to nearly 32 million workers.
1 in 5 young adults between the ages of 18 and 29 is unemployed, compared with a 7 percent
unemployment rate for those over age 30. Twenty-somethings are also graduating from college with
more debt than their predecessors did and taking jobs that don’t always come with health insurance
(20). Some even said that America’s younger generation is in jeopardy.

Figure 3: USA – Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base

“Despite their shaky finances and breezy approach to workplace demands, the cohort’s strong affinity
for personal fame and wealth are likely to translate into serious financial clout over time, to the tune of
some $3.5 trillion by middle age. A penchant for instant gratification and customizable products, along
with demand for socially responsible corporate policies.”
The Adults of Generation Y in the U.S.: Hitting the Demographic, Lifestyle and Marketing Mark, 2008,
http://www.marketresearch.com

27

26


Who is the Generation Y in India?
In India, they make up the more than half of the
population. Despite the large potential workforce,
not all are ‘employment ready’ and so their talents
are in short supply. The Generation Y in India is
a remarkable group that is ambitious, optimistic,
embraces change and have a clear sense of where
they are headed. Most are ‘entrepreneurial and
business savvy, as well as technologically capable
and connected21.

Highly competitive, Generation Y is more than
ever before seeking higher education and landing
jobs in multi-national companies in areas such as
IT, back office operations, media, strategy and
management positions. With opportunities aplenty
in the current economy, they are also job-hopping,
something not seen in their parents’ generation.

With about half of India’s one billion people under
the age of 25, Generation Y in India is the world’s
largest. Positioned in a time of exciting and rapid
economic growth in the country, they are keen to
participate in the country’s future and success. The
country’s recent parliament elections saw a huge
turnout of Generation Y population, demonstrating
their ambition to take the country forward.

“Gen Ys expect challenging work assignments,
accelerated career growth, socially responsible
workplaces, flexible work environments, freedom,
and collaboration and innovation from their jobs
and employers.”
R. Anish, Intel’s South Asia HR Director22

Figure 4: India – Demographic pyramid, 2009 25
Source: U.S. Census Bureau, International Data Base

Research indicates that as employees, the Generation Y ‘value work life balance more than any other
generation’23. Level of engagement among Generation Y employees in India was found to be about the same as
the other generations, making them an exception compared to their cohorts around the world. While they are
willing to work in shifts to support global operations, they are averse to working long hours24.

29

28


Who is the Generation Y in China?
China’s Generation Y is composed of
approximately 200 million 15 to 25 year olds. Like
their peers around the world, they are a techsavvy,
ambitious, multi-tasking, better educated,
openminded,
individualist cohort that is seeing the
country transform from a communist government
into an emerging global capitalist market. They are
‘significantly more entrepreneurial and capitalistic
than their parent generation’26.
The Generation Y has a large exposure to the
technological advances in China’s present day,
they are connected to the internet, mobile and
social networking websites. Heavily influenced by
Western culture, they generally know more about
Westerners than Westerners know about them.
Having grown up as a single child in the One- Child
policy era, China’s Generation Y is more inclined
toward a lifestyle devoted to freedom and personal
satisfaction rather than the more traditional “work

hard and get rich” mentality27.
The Generation Y is no exception when it comes
to valuing work life balance, and working long
hours is not something they can adapt to.
Entrepreneurial by nature, they would rather start
their own business and work for themselves. In
the workplace Generation Y are regarded as ‘high
achievers, extremely adventurous, impressionable,
and consequently highly employable’(??). With
many graduating in Engineering and Sciences,
there is a high demand for them in multinational
companies.
The Generation Y’s spending habits are noteworthy.
As single children it appears they may be
pampered, as findings show they often consume
an astonishing 50% or more of family expenditure
in some major cities.

http://www.publiclibraries.com/authors/mico14/chinageny/
Figure 5: China – Demographic pyramid, 2009 Source: U.S. Census Bureau, International Data Base28
http://www.gallup.com/poll/15934/Chinas-Gen-Bucks-Tradition.aspx

31

30


Who is the Generation Y in UK?
More 18 years olds would be available until 2012
to enter the workforce than would leave at 65.
The situation reverses in 2012, although the
gap between new replacements and numbers of
retirees shrinks in the following years to 201631.
Of course the whole population is not available to
work. The Labour Market Overview for June 2009
indicates a working age employment rate of 73.3
%. Economic inactivity in 18 – 24 year olds has
increased as it has in other age groups except 50
to retirement, which has been the only age group
to experience a fall32.

Apart from lack of employment opportunities
linked to the recession, economic inactivity among
the 18 – 24 year olds is attributed to a record high
of student numbers. As for the 50 to retirement
age group, many are remaining in work as long as
possible in the face of a pension crisis exacerbated
by the recent events in the financial sector.

Figure 6: UK – Demographic pyramid, 2009 33
Source: U.S. Census Bureau, International Data Base

The overall picture is complex but we can say that if young people continue accessing full-time
education, this diminishes the numbers of 18 -24 year olds in the workplace but is partially offset by the
older workers postponing retirement.
Something else is happening, apart from their insufficient numbers, to make them valuable.

33

32


Differences Emerge
A poll of PwC new-starts in China, the US and the
UK before they joined the company, uncovers
some conservative attitudes. Perhaps the biggest
surprise is that an average of 75% of respondents
across all the countries expect to keep regular
hours, with a figure of 82.5% in the UK. The
conservatism continues when respondents were
asked how many jobs they expected to have over
their lifetimes, which was between two and five
reported by 74.4% in China, 80.4% in the US and
79.6% in the UK.
This is hardly the job-hopping behaviour suggested
in other research. In one survey, 34% said they
expected to stay in a job between one and two
years, with 57% saying two to three years. In
another survey, one in four said they would stay
less than four years. These two surveys paint a
picture of The Generation Y hungry for opportunity,
jumping ship in expectation of experiences that
resonate with their workplace priorities, such as
having fun, being socially connected, and having
the scope to learn and be developed.
Employers are having to feed this hunger to attract
the best of the Generation Y, branding themselves
and tempting the objects of their desire with
juicy morsels in the form of ‘employee value
propositions’ that align with The Generation Y’
ideal workplace attributes.

Of course, the data you get depends on
the questions you ask. How accurate is our
understanding of Generation Y’s desired
workplace attributes?
None of the surveys we reviewed asked the
Generation Y what they think of their physical
work environment. This is consistent with the
themes reflected in the wider Generation Y
literature. The role of the physical environment
in attracting and retaining scarce skills, and in
influencing and mediating social interactions, is
not always addressed.
We know that workplace design matters in
nurturing innovation within organisations(37). We
also know that quality of place matters to people
when choosing where to live and work(38). People
look for social conditions and amenities that fit
their lifestyles.
If it is the case that the Generation Y has strong
ethical values, social tendencies, and is highly
collaborative, how much does the workplace
environment matter to the Generation Y? How
important are location, workplace design and
environmental considerations in deciding
where they want to work and who they want to
work for? What should employers do in their
workplaces and facilities to recruit, attract and
retain the Generation Y?

35

34


Traditionalists (The Veterans or Seniors)
Born between the wars, they are a generation of fighters, grounded in traditions,
who lived through and fought an unforgettable second world war. Their values and
belief is very different from their juniors. Work was a necessity, and they have a
strong belief into the company they work for and most of them had a job for life.
Offices were not the norm in their professional career.

The Generation X
The children of the Baby Boomers, born in the late 60s and 70s, they are the one who
mostly transformed the office as we know it today, and our relation to work, They
occupy today major senior management positions. Offices are a commodity for them,
an environment they have seen changing over the last twenty years and not always into
the right direction in their mind. This is a generation not always at ease in open offices.

Veterans: 1922–1945

Generation X: 1965–1980

Work Ethic / Values:

Hard work
Respect authority
Sacrifice
Duty before fun
Adhere to rules

Communications:

Formal
Written

Work is…:

An obligation

F
eedback
Rewards:

No news is good news
Satisfaction in a job
well done

Leadership Style:

Directive
Command-and-control

M
essages that
motivate:

Your experience is
respected

Interactive Style:

Individual

Work Family Life:

T

Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm:


Eliminate the task
Self-reliance
Want structure and
direction
Skeptical

Communications:

Direct
Immediate

Work is…:

A difficult challenge
A contract

F
eedback
Rewards:

Sorry to interrupt, but
how am I doing?
Freedom = best reward

Leadership Style:

Everyone is the same
Challenge others
Ask why

M
essages that
motivate:

Do it your way
Forget the rules

Interactive Style:

Entrepreneur

Work Family Life:

Balance


The Baby Boomers
Born during or just after the war, they are the children of the post war. A group of
individuals who have seen the world dramatically change in last 50 years, through
an industrial revolution, the rise of communication and technologies. Offices were a
common working environment in their professional life and they lived through much
hierarchical presence in the office. They are still our leaders. They are struggling to
embrace new ways of working.

The Generation Y (The Millenials)
Born around the 80s onwards, they are a generation who has grown in opulence
compared to other generations. They are the children of a generation who has greatly
benefited from the industrial revolution of the 70s where their wealth and standard
have dramatically increased and changed their way of life. This generation has been
greatly exposed to modern environments (in their days at school and university)
and within their personal life, they have a good standard of living. Open space
environment is not a surprise, they have only known this type of environment.

Baby Boomers: 1946–1964

Generation Y: 1981–2000


Communications:

In person

Work is…:

An exciting adventure

F
eedback
Rewards:

Leadership Style:

Consensual
Collegial

Interactive Style:

36

Workaholics
Work efficiently
Crusading causes
Personal fulfillment
Desire quality
Question authority

Team player
Loves meetings


What’s next
Multitasking
Tenacity
Entrepreneurial
Tolerant
Goal oriented

Communications:

Email
Voice mail

Don’t appreciate it
Money
Title recognition

Work is…:

A means to an end
Fulfillment

F
eedback
Rewards:

Whenever I want it, at
the push of a button
Meaningful work

M
essages that
motivate:

You are valued
You are needed

Leadership Style:

The young leaders
century

M
essages that
motivate:

Working with other
bright, creative people

Work Family Life:

No balance
Work to live

Interactive Style:

Participative

Work Family Life:

Balance



37

Methodology
There is a growing realisation, in all areas of life,
that the future is not fixed. The workplace plays a
critical part in the success of any organisation and
has been well researched and now understood. The
notion that the future can be ‘shaped’ or ‘created’
has gained currency over the past decade, and is
increasingly the basis upon which organisations
of all kinds make their plans. At Johnson Controls
we have already explored this issue across three
major studies on the workplace of 2030 (www.
globalworkplaceinnovation.com), to understand
where is the workplace going and evolving. And
we know it is crucial to understand and take into
account multi generational issues at work.

Oxygenz was design and launched within one year
of the initial idea, developing a new methodology
for the data collection, engaging multiple talents
and skills from a team of researchers, designers,
programmers, graphics and gamers. The
programming behind Oxygenz has never been
used in this context before and demonstrated a
wealth of innovation throughout the design phase.
The project was developed in several phases:

The methodology behind Oxygenz was defined
to target a specific group of individuals, using an
unusual and innovative data collection method,
never used prior to this study. Our targets were:

2.
July 2007: Design a prototype to test the
methodology and mean of collection of
the data: using interactive images and key
definitions as a mean of collection

Primarily the young generation, between
18 and 25 years old: using technology on a
daily basis, social networking applications,
interactive games, web 2.0 platforms,
mobile technologies…

Multi generations at work: the focus was
not only on the Generation Y but also other
older generations to run a comparative
study across age groups

Across several regions: we needed to
communicate with individuals from a wide
cultural background and targeted Europe,
Middle East, Africa, Asia and Americas

Across different industry sectors: media,
art design, engineering, finance, the built
environment, manufacturing, life science
and petroleum

1.
February 2007: Design a questionnaire
around workplace, using the day in the
life of worker as the main stream and
using a storyboard

3.
August 2007: Assess the feasibility of
the project using this methodology and
the efficiency and effectiveness of the
interactive design solutions
4.
September 2007: Select appropriate
images with the research team, review the
questions and test the methodology and
research questions
5.
October 2007: Re design the solution to
integrate all questions and work around
the brand of the project
6.
December 2007: Test the solution with a
core group of users and review and amend
7.

January 2008: Complete the final solution

8.
February 2008: launch the project across
the three targeted regions: Europe, Asia, US

39

38


Methodology Continued
The research team:
Name

Dr. Marie Puybaraud, PhD

Simon Russell
Adrian Clews
Amber Pimm-Jones
Andrew Garner
Nick Cooper
Robin Clarke

Role

Country
studies:

xygenz Project Leader and
O
Manager
Senior Researcher

irector Global WorkPlace
D
Innovation
Johnson Controls

roject Manager for the Design
P
of Oxygenz

Director of Communication
iDEA

Designer
DTP and Graphic Designer
Programmer
Programmer and Designer
Graphic Designer and Brand

esign and Programming Team
D
iDEA

Kate North

Project Adviser

ice President Business
V
Development, eWork
(previously Director of Ideation
for HAWORTH)

Dr. Jay Brand

roject Adviser on behalf of our
P
research sponsor and partner,
Haworth

Cognitive Psychologist
HAWORTH

Dr. Anne Marie McEwan

enior Researcher and adviser
S

EO,
C
The Smart Work Company

Eline Leussink

Dashboard Development
Data analyst

Senior Consultant
Johnson Controls

Malavika Kamath

Researcher for Asia

Communication Manager
Johnson Controls

Lewis Beck

Data analyst

Director of Workplace
Johnson Controls

The first data analysis using both our reporting tool and the statistical package analysis SPSS, was
carried out in July 2008 after a monthly monitoring of the results to assess the reliability of the data and
correct any errors or omissions. The number of respondents has grown steadily in one year and a half
from the time of the launch to the global data analysis carried out from July 2009 to September 2009.

Total

All
18-25
years
old

UK

%

US

%

China

%

India

%

All=5375

Title Organisation

607

11.3

1217

22.6

660

12.3

897

16.7

18-25
years old

286

47.1

539

44.3

489

74

718

80

Male

305

50.25

570

46

205

31

613

68

Female

302

49.75

647

54

455

69

284

32

Male

126

44

239

44.3

136

27.8

495

69

Female
Studying

160
159

56
55.6

300
420

55.7
77.9

350
330

72.2
67

223
539

31
75

The respondents were targeted via a communication campaign:

Organising launch with our Academic partners in Europe (UK, Germany and The Netherlands),
Asia (China and India), the US and South Africa

Advertising the Oxygenz survey on Social Networks: Facebook, Google, Twitter, LinkedIn, Hyves

Promoting Oxygenz across our industry and research community via public speeches and presentations

Publishing regular articles on the project in the media and press

Engaging our employees via internal communications
In 12 months of actively promoting the website, we attracted tens of thousands of visitors to our website
www.oxygenz.com and collected more than 5,300 respondents completed on line surveys:

45.7% are female and 54.3% of males respondents

More than 3,000 respondents are within our targeted age group of 18 to 25 years old in 2009

More than 1000 respondents fit within the generation X age group of 26 to 45 years old in 2009
The database is robust, providing a wide range of participants across our targeted regions and a
significant number of respondents within our targeted age group, the 18 to 25 years old in 2009. The
dataset also enables to run comparative analysis across age groups (18-25 years old against 26-35 years
old…), and across industry sectors and countries, where we have a relevant data sample to study.
To date Oxygenz is the largest data sample of respondents across multi regions and industry sectors
addressing and sharing their aspirations about the way they would like to work and what are their
preferences in the workplace.

41

40


Design Approach
More than a questionnaire, Oxygenz offers a
unique approach to gather information using an
advanced on-line tool:
is interactive and engaging by using a
It
combination of on-line solutions
t uses images and words as a way to
I

communicate and ask the question
is educational and enables the users to
It
discover what work and the workplace are about
The Generation Y is, perhaps, the most digitally
sophisticated generation we have ever seen. Studies
now tell us that more than 80 percent of teenagers
have Internet access, and a recent study further
predicts that current 10-17-year olds will spend
one-third of their lives (23 years) on the Internet.
They truly are the children of what was once called
the ‘microchip revolution’.
As such, they have grown up with computers and
using them is second nature. In tests, it has been
found that, generally, their hand-eye coordination
skills are extremely well developed. The
Generation Y, especially in the US, are also the
Nintendo Generation – they grew up with video
games, with the bright colours, bells and whistles
of interactive entertainment.
In the video game space, the Generation Y is
beginning to expect the easy manipulation of
digital environments, by customizing characters
(avatars) and directly affecting the digital worlds in
which those characters exist. The Generation Y is
most likely to be an early adopter.

43

42


Brandocracy
When iDEA was approached to produce an online
survey we had a very open brief: design the survey
to be mainly image-based, work around the
journey of the respondent to and through work.
iDEA worked with their predominantly
Generation Y design team to produce an
engaging interactive experience, one that
provided as well as collected information.
The Generation Y is not only web savvy but also
has an unwritten set of rules on how and when
to share personal information. Taking this into
account, our early recommendations were to
create a stand-alone non-corporate brand and
invite participates through viral campaigning.
The main survey has been designed using
Flash to enable the user to interact and travel
through the survey in more of an online gaming
/ learning style than that of a traditional tick box
questionnaire. Whilst still maintaining a structured
backend database to allow for dynamic online
survey interrogation, the survey projects a lighthearted quirky style to encouraging users to
engage with the project.

As many from our target audience are unfamiliar
with Workplace terminology and may have never
experienced an office environment, much of the
questioning has been formatted to illustrate the
terminology used.
The survey experience visually builds the user’s
perfect office as they progress through the survey.
At the end of the survey, they are presented with
their office profile in a format they can share with
friends on their own social network site.
We agreed, to a certain extent, to hide the corporate
brand and develop the Oxygenz identity. In
addition to the main survey, a Facebook game and
several social group applications were developed.
Supportive gorilla campaigning added to the non
corporate brand image with world landmark stickers
being shared on Facebook and Flickr.
By linking and sharing related collateral to these
social sites, we introduced an element of brand
comfort and familiarity. It was essential to create a
network of Oxygenzers and maintain their level of
engagement throughout the period of the study.

The Generation Y
don’t just adapt to new
ways of doing things in
the digital realm, they
internalize them and
make them their own.

45

44


Oxygenz Results

And specifically:

This report presents the global results of
Oxygenz across a sample of 5,375 respondents
from across the world.
We seek to understand the importance the 18 to 25
years old ( who fit within the Generation Y group)
attach to their future workplace and how different
or not they are from their elders, particularly the
Generation X, Baby Boomers and Traditionalists.
In this report we aim to understand how important
is the workplace in attracting, recruiting and
retaining Generation Y workers and what factors
contribute to talent management per industry
sector, country and region?

What are the Generation Y’s
preferences about their future
workplace?

What workspace design will
they prefer?

What technologies will they
want to use?

H
ow will they prefer to get to
and from work?

What other facilities will they
prefer to have on site?

H
ow important are
sustainability initiatives in
their choice of employer?

H
ow important is having a
choice of when and where
to work?

H
ow will the workplace
contribute to their job
satisfaction?
47

46


value
The alignment of company
value
and culture and individual
and meanings is the key to
develop a sustainable career
and design a progressive
.
individual development path

Choice of Company
Focus

Tony, 1981

What are the top three most important factors
in your choice of company?

Overview
People are most likely attracted to a company where values are clearly communicated. It seems that
Generation Y members in particular are ‘ready to engage in companies that provide the environments
in which they thrive’. The reason why people choose a company varies from one age group to another.
Opportunities for learning are a very important factor. Besides, looking for a good quality of life when
deciding to accept a position, is also one of the top three priorities for all age groups.
Figure 8: Choice of Company for 18-25 yrs old

Results
We know people are most likely attracted to a company where values are clearly communicated. It seems
Generation Y members in particular are ‘ready to engage in companies that provide the environments in
which they can grow and evolve. Those environments will include the physical space. Workplace design
is likely to become a strategic weapon in the battle to attract and retain scarce young talent in today’s
increasingly competitive global economy.

18-25yrs

26-35yrs

36-45yrs

46-55yrs

56-65yrs

Top 1

Opportunities
for learning

Opportunities
for learning

Quality of Life

Meaningful
work

Meaningful
work

Top 2

Quality of Life

Work
colleagues

Meaningful
work

Compensation

Top 3

Work
colleagues

Quality of Life

Compensation

Corporate
Values

The Western Generation Y from the UK and the US favour their colleagues and having a meaningful
work, while the Eastern Generation Y from China and India focus on the opportunities for learning first.
Across the board, both male and female respondents from the Generation Y are looking for a learning
experience first.

USA

UK

India

China

Male - All

Female - All

Top 1

Meaningful
work

Work
colleagues

Opportunities
for Learning

Opportunities
for Learning

Opportunities
for Learning

Opportunities
for Learning

Quality of Life

Top 2

Quality of
Life

Opportunities
for Learning

Quality of Life

Advancement
Promotion

Quality of Life

Work
colleagues

Corporate
Values

Top 3

Work
colleagues

Quality of Life Compensation

Corporate
Values

Corporate
Values

Meaningful
work

Figure 7: Choice of Company: per age group, all countries

The reason why they chose a company varies also from one age group to another.
Opportunities for Learning is a very important factor of choice, both for male and female between 18
and 25 years old. Looking for a good quality of life when deciding to accept a position, is also one of
the top three priority for all age groups.
Physical space can play a substantial role in choosing a company. Workplace design is likely to become
a strategic weapon in the battle to attract and retain scarce young talent in today’s increasingly
competitive global economy. Of all respondents, work colleagues, opportunities for learning and quality
of life are considered to be amongst the most important factors.

Figure 9: Choice of Company for 18-25 yrs old, key countries

Recommendations:

Human Resources must consider the workplace as a recruitment factor
Employers must not neglect the impact of their workplace to attract, recruit and retain talent
The way of working is tightly linked to the way people prefer to live
The Generation Y privileges colleagues relationships rather than financial compensations

49

48


Location should be near my
be
Home. My workplace should
an ideal Space to interact,
y
share , brainstorm and pla
with ideas.

Location

Aisha, 1980

Focus:
Where would you prefer your office to be located?

Overview:
Location often plays a major role in people’s decisions about what company to work for. Being situated
in an urban location or a major city could be a motivator for people to come to work everyday. Others
may prefer working in a more rural, greener environment. However, it is important to note that those
preferring urban locations, find, easily accessible public transportation, or good public infrastructure
and access for driving, cycling or even walking to work, very significant in their choice of employer.

More than 70% prefer an urban to slightly urban location. India has the highest demand for office spaces
in urban areas and the lowest for rural locations. The preferences between the Generation Y and the
Generation X do not differ so much and are very compatible. The results highlight a need to consider
offices in urban arenas and close to major infrastructures.

Results:
The location of the office and how employees can reach it, plays a very important part in our decision
to commute to and from work. Most of employees work a fair distance from work, and it is not
uncommon to hear employees spending at least one hour of their day time if not more to reach their
office. The demand from the Generation Y is for an urban to slightly urban location, with easy access
to a transport infrastructure – access by road or by public transport and good access by walking
to work. With offices predominantly located in urban areas, in cities or in suburban areas, a more
sustainable way of working is possible, as reliance on public transport is high. More than 70% prefer
an urban to slightly urban location. India has the highest demand for office spaces in urban areas and
the lowest for rural locations. The preferences between the Generation Y and the Generation X do not
differ so much and are very compatible. The results highlight a need to consideroffices in urban areas
and close to major infrastructures.
Figure 11: Location of the office: Generation Y vs. Generation X

League table: Location

India has the most Generation Y demanding an urban setting
The UK has the highest proportion of Generation Y preferring a rural setting

Recommendations:

A city location in an urban landscape is preferred
Easy access via public transport is crucial to force employees to drop their cars

Figure 10: Location of the office: per country, 18-25 years old

51

50


Travel
Focus
How would you prefer to travel to and from work?

Overview
Travelling to and from work can be a hassle. Whether people take public transport, drive, and cycle or
even walk to work. It is important as an employer to consider this issue when one wants to understand
people’s behaviours and attitudes towards work. In fact, travel can influence the decision about where
to open new offices, but can also influence recruitment rates and attraction. Although there seems
to be an on-going trend of walking to work, congestions are still major influences to those using
public and private transportations. To overcome such a challenge, certain countries and organisations
encourage travel schemes like car sharing, cycle to work, public transport subsidiaries. The Netherlands
is notorious for cycling and in the Dutch culture cycling is widely spread and accepted. However not
all countries have the luxury to permit their citizens to cycle to work in safe conditions. Urban living
and cycling are in perfect harmony and an office city / urban location is completely accepted, if not
preferred. But how does it defer from a country to another one?

Results:
With the increase of the cost of energy and petrol, employers are seriously questioning where a new
office needs to be opened and how it will influence their recruitment rates. Recent discussion around
carbon taxing is forcing governments and corporates to review their travel policies and start to
encourage a greener behaviour in relation to transport.

Figure 13: Mode of Transport: per age group, all countries

In certain countries (China, India, The Netherlands, France, and the United Kingdom) major capitals have
made a lot of efforts to promote cycling as a safe mode of transport. Across our sample of respondents,
14% prefer cycling to work. The younger generations privilege using their car as a mode of transport,
against the older generation walking to work. The UK is on the lead table as a nation of walkers,
while the US and India lead the unenvironmentally friendly league for using cars as the main mode of
transport for 18-25 years old. China on the other hand, privileges public transport.

Walking is in demand and across the sample,
17% would prefer to walk to work. For the
older generation, the traditionalists, walking
is the top choice (36%). Car is still a favourite
and on average 40% would prefer to travel
to work by car. Even if 42% would choose
a hybrid car, it remains in high demand. In
countries like India, 47% would prefer a car
against 22% in China. It is very reassuring
to see that overall public transport is still a
favourite, in second place: between 17 and
19% of the respondents would choose it.
Figure 12: Mode of Transport: all ages, all countries

Figure 14: Mode of Transport: per country, 18-25 years old

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52


Ways of working
League table: Travel

Recommendations:

The UK: a nation of Walkers
US and India: the car comes first
China: Public transport comes first

Offer easy public access to the office

Encourage young employees to cycle to
work and plan for bike facilities on site
(safe parking spaces, showers)

Promote a green travel schemes

Choice of cars and priorities:
A closer look at the data about the choice of car
reveals generational differences:

The Generation Y, environmentally friendly,
is the most attracted to Hybrid cars

The Generation X, more mature and
experience, privileges Family cars

The plus 35 years old has the highest
demand for large vehicle

Across the three age groups we looked at, car
users want to carry with them in their car:
1. Mobile phone
2. Laptop
3. Satellite Navigation system
In terms of priorities when choosing a car,
differences emerge again and are as follow:
1. Safety
2. Design
3. Technology

Focus:
What way of working would you prefer to have?
What work pattern would you like to have?

the
Telecommuting would not be
e
exception, but instead be th
more
norm. Leadership would be
yees
open-minded and allow emplo
to contribute positively in
er
whatever way they can, rath
and
than restricting the ability
le.
creativity of talented peop
John 1970

Overview:
Flexible and mobile ways of working are becoming more common nowadays rather than the
conventional and stationary working pattern. With the younger generation entering the workforce,
demand for such a way of working is increasing. We know flexible working has significantly increased
over the past years. Employees are becoming more and more mobile in their way of work. It is crucial
to understand how mobile a workforce wants to be while on site and in their working environment.
With a high level of mobility on site, we are able to reconfigure the workspace and make it more agile,
introduce various work settings and styles and promote new ways of working.

Results:
The level of mobility (versus static) in the way of working also demonstrates that females are slightly
more in favour of a flexible way of working against males, while in the UK the demand is the highest for
the Generation Y, at 81%.
The Generation Y are expecting their employer
to offer a flexible way of working. 58% of all the
respondents (against 56% for the Generation Y)
prefer to have a certain degree of flexibility in
their way of working: a flexible way of working
or ad hoc working hours against a conventional
working pattern.

Figure 16: Pattern of Work: Generation Y 18-25 yrs old,
all countries

Figure 15: Choice of car per age group

We can observe a very wide gap between the level
of expectations and preferences for the US and
the UK. While more than 60% of the generation Y
prefers a flexible way of working, only less than
25% actually expect their employers to offer it.
The right to request flexible working is probably
unknown by this generation, while it may be a
legal right in countries like in Europe. In China, the
level of expectations is far higher than their level
of preferences, showing a demanding workforce.

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54


Figure 19: Flexible Working Pattern – preferred vs. expected: per age group, all countries

Figure 17: Preferred Level of Mobility: Generation Y 18-25 yrs old

But still 44% are actually expecting to have to follow a conventional working pattern (8-6, 9-5, 7-3) rather
than embracing a flexible working pattern.

The older you get and the more you
prefer and expect flexible working
in your ways of working. Overall
79% of 18-25yrs old want to be
mobile rather than static workers
(flexible or ad-hoc working pattern).
It is also interesting to note how
much China privileged conventional
working hours as a preference:
43% of the respondents prefer a
conventional working pattern.

Figure 18: Pattern of Work: Generation Y 18-25 yrs old, all countries

Figure 20: Flexible Working Pattern – preferred vs. expected: per country all countries for 18-25 yrs old

League table: Flexible Working

Women prefer more flexibility than men
T
he UK and the US Generation Y prefer to
work the most flexibly while China and
India expect to work flexibly.

The 45-54 years old group are the age
group with the highest preferences for a
flexible way of working

Recommendation:

F
lexible Working should be the norm
for the Generation Y as it is a flexible
workforce with a high level of mobility

Raise awareness on new ways of working
and actively promote flexible working

57

56


:
e of
Creativity
ion and us s
ct
the produ creative idea
d
unusual an

Creativity Productivity

ity:
Productiv
h we
te of whic s and
the ra
ce good
rk, produ ompany
wo
our c
output to

Focus
What are the top three factors which would enhance your productivity and your creativity?

Overview
Factors ranging from technology, the surrounding atmosphere to the network of people around and
colleagues, affect productivity and creativity levels. However, technology seems to be the key factor for
productivity as employees find it easier and more effective to work when equipped with the right IT to help
get the job done. Similar to productivity, the people around an employee, the ambiance and atmosphere
and technologies help enhance creativity. Having enough space to be creative and brainstorm ideas as well
as interaction with people, are important to Generation Y employees. The results around Productivity and
Creativity are striking and have been consistent throughout the survey.
Productivity is triggered by three factors:
1.
The people around the workplace
2.
The ambiance and atmosphere within the workplace
3.
The technology we are provided with
While
1.
2.
3.

Creativity is triggered by the same three factors, but not in the same priority:
The technology we are given to carry out our work
The ambiance and atmosphere around us
The people we work with
18-25yrs

26-35yrs

36-45yrs

46-55yrs

56-65yrs

Creativity

Productivity

Creativity

Productivity

Creativity

Productivity

Creativity

Productivity

Creativity

Productivity

Top
1

People
Around

Technology in
office

People
Around

Technology in
office

People
Around

Technology in
office

People
Around

Technology in
office

Ambiance
Atmosphere

Technology in
office

Top
2

Ambiance
Atmosphere

People
around

Ambiance
Atmosphere

People
around

Ambiance
Atmosphere

People
around

Ambiance
Atmosphere

People
Around

People
Around

People
Around

Top
3

Technology in
office

Ambiance
Atmosphere

Technology in
office

Ambiance Technolo- Ambiance Technolo- Ambiance Technolo- Ambiance
Atmogy in the
Atmogy in the
Atmogy in the
Atmosphere
office
sphere
office
sphere
office
sphere

Figure 21: Creativity and Productivity: per age group, all countries

The results demonstrate indirectly the importance of the physical environment in which we work, the
technological support provided and how interacting with other people is crucial to trigger our productivity
and creativity. Other factors contributing to increasing our productivity and creativity range from the company
culture, the workspace provided, Includeing access to private spaces, the attachment we place to working with
a team and access to knowledge. Chosing where and how to work is also a major factor for the Generation Y.

Figure 22: Productivity: Generation Y, all countries

Recommendations
Privilege team work to boost creativity
Provide a wide range of workspace to support productivity
Provide the right technological support to employees to support productivity
Create a working environment with an ambiance and atmosphere which
promote interaction and team working

Technology + Ambiance Atmosphere +
People around = Creativity and Productivity
59

58


Behind Creativity Productivity
Results:
One of the least understood implications of
the shift from an industrial to a service-based
design and knowledge economy is that the
physical workplace is becoming a key resource
in leveraging conversations, social learning,
collaboration and contemplation. Architects,
facilities managers, and furniture suppliers are
leading the charge in recognising that workplace
design influences performance. Strategic HR is
beginning to understand the role of the workplace
and workplace design in new ways of working39.
We all know from personal experience that
the quality of air and lighting in a workplace
can influence productivity. As the need for
effectiveness in complex social interactions
replaces the efficiency demands of routine
work, the psycho-social aspects of the working
environment become significant in influencing
productivity. Layout of primary spaces,
provision of common areas, and meeting and
learning spaces mediate our ability to interact
with colleagues in a visually and emotionally
stimulating environment4041.

Photographer: Oriane Pesquier

60

Measuring productivity is notoriously challenging.
Isolating the contribution of workplace design
characteristics from other elements of productivity
is not easy. There are suggestions that ‘knowledge
and understanding of productivity and workplace
design is its infancy’. Even so, there is accumulating
evidence that workplace design impacts positively
on workforce performance42.

What is productivity and how does it differ from
performance? There is twenty years of research on
high-performance work systems centred around
organisational structures, systems and processes,
which all function together to create environments
that energise workforce competence3334. This is
consistent with CEO responses in recent global
surveys. They said that business model innovation,
creating organisational capabilities to engage
in strategic partnerships and collaboration, and
availability of talented people are top priorities for
them in these difficult business conditions45.
The physical workplace is now a crucial additional
component to the high-performance work mix.
Environments for generating human capital are
created by job design, support for continuous
learning, challenging and meaningful work, and fair
reward. We have already noted that workplace design
can shape and influence work flows through layout
and spaces for different work modes. Organisational
sub-cultures can be so deeply engrained that colocation does not prevent silo behaviour. Job design,
specifying joint responsibilities across cultural
boundaries, can be used to augment workplace
design to encourage collaboration.
According to the respondents, creativity in the
workplace is triggered mostly by the individuals
around you and your surrounding area, the
workplace and its ambiance and atmosphere. The
technology support is also nowadays essential and
becomes the third most important ingredient in
the recipe of creativity at work.

61


When a campus is too big
it’s a waste of resources as
to
employees are not motivated
use facilities if they are not
et
easily reachable.... Don’t forg
to right size the ‘perfect
workplace’…
Galith, 1984

Facilities Management Support Services
Focus
What reception services would you prefer to have?
What food facilities would you prefer to have in your workplace?
What social facilities would you prefer to have at work?

Overview
Employees always prefer having on-site facilities ranging from a reception to catering services and even
access to a range of social facilities, such as shops and gymnasiums. Demand and expectations for such
services in the workplace seem to be increasing with time and more real estate developers are offering
a wider range of facilities on site. Efforts to meet such a demand may in turn yield a sense of belonging
and possibly cohesion between employees and the workplace. However the cost of operating this type of
facilities in prime location, could be extravagant, and few property owners can actually offer it. Instead
the proximity of the workplace to a wide range of social facilities is often favoured.
Figure 24: Level of services across the industry sectors, the age groups, per country.

The results:

The demand from females and males are equally very high, with male percentages higher than female.
We can observe some differences per industry sector, with the Finance and Media sectors having
higher requirements.

Reception and Secruity
We have seen new workplace models offering a wide choice of facilities on site, with the objective
to recreate a sense of community and belonging to the space. This ‘streetscape’ concepts are more
common and increasing in demand particularly where security and access is an issue. 79% of The
Generation Y prefers at least a 5 Star service in the workplace (reception services and security guard)
with 37% a concierge type of service (54% in India).

League table: Support Services

India is the most demanding
country

The 18 to 25 yrs old are the
most demanding age group

T
he Finance Industry and
Media, Communication
Marketing Industry are the
most demanding industry
sectors

Male employees are more
demanding than female
employees

The Generation Y preferences in particular are
very high compared to the rest of the sample,
with requirements for 5 stars to 7 stars services,
requesting a high level of reception services as far
as dedicated concierge services on-site. It follows
the Generation X requirements, but to a higher
service level.

Figure 23: eception Services: Generation Y 18-25 yrs
R
old, all countries

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62


Catering and Social Facilities
Access to on-site catering services is also very broad, ranging from conventional staff restaurant /
canteen to snack bars and coffee shops on-site. Access to social space is also a preference: from shops
on site, which reflect a demand for multi-functional and mixed use facilities, to various type of venues
like bars, clubs and sport facilities.

The workplace becomes more than just a place to work: it is social structure. Equally 29% of the
Generation Y would like to have a gym on site and as well as communal facilities, demonstrating that the
workplace is more than a place to work, but also a place to socialise. The evidences demonstrate that
the younger generation is far more willing to engage with their workplace than older generation and use
the space a social playground.

Despite the fact we spend roughly 30% of our time working, preparing for work or thinking about
work, we also spend a considerable amount of time eating and drinking (actually 5 %) Eating is a very
important part of the day and some organisations are taking it very seriously by offering outstanding
catering services, healthy food options and generous subsidises. The 18-25 years old prefer coffee
shops (22%), snack facilities (18%) and kitchen facilities (18%).
Vending machines are clearly not a priority
(13%) in their world and they rather scroll
down the corridor and grab a coffee in
the coffee shop rather than attempting
to communicate with a machine. Neither
restaurant (14%) nor Refectory (14%) are a
favourite option. But the most striking result
is that the generation Y massively rejects
having no catering provisions on site, will only
2% of the 18-25 years old choosing not to
have any catering facilities on site.
Figure 25: Food Facilities on site, Generation Y, all countries

Figure 26: Social Facilities on site, Generation Y, all countries

Recommendations
Access to social space is a preference; from shops on-site which reflects a demand for multi-functional
and mixed use facilities, to various types of venues like bars, clubs and sport facilities.

Privilege a high level of on site support services: on site reception and support desks

On-site facilities management services should be of high standard: finishes, cleaning, security

Access to social space and venues on-site should be considered

The presence of sport facilities on site or close by is recommended
collection of shops and local amenities is preferable on site or withiin close proximity
A

65

64


Environmentally
Compliant

Environmental issues
Focus

al
Compliant with environment
ained
legislation Compliance maint
by resources required and
integrated into workplace
te
management where appropria
Annually assess compliance.

How green would you like your workplace to be?

Environmentally friendly

cluding BREEAM In-use self
LEED or BREEAM assessed (in
nmental considerations into any
essment tool) Incorporate enviro
ass
ff in
Actively engage and educate sta
workplace changes/procurement
align
ly in the workplace Certified or
how to be environmentally friend
with
Management Systems Compliant
with ISO 14001 Environmental
nmental improvement targets and
ironmental legislation Set enviro
env
of
nitor environmental performance
programmes to achieve these Mo
tinuous improvement options.
the workplace and look for con

Environmenta

lly aw

are
Encourage sta
ff to have an
environmental
awareness See
king
LEED or BR
EEAM assess
ment
Compliant with
environmental
legislation Mo
nitor the envi
ronmental
performance
of the workp
lace Have
some environm
ental managem
ent
programmes in
place to minim
ise impact.

Overview
Environmental awareness is growing with time as more and more people are working towards becoming
environmentally friendly in the way they work and live. The green issue is also high on the corporate
agenda and more organisations are setting carbon footprint reduction targets and making their facilities
BREAM or LEED compliant. Enhancing a more sustainable way of working and a ‘greener’ workplace
environment is favoured by many Generation Y respondents. Walking to work, recycling, on-site wind
farms, relying on natural light rather than artificial are among many ways of working in a ‘greener’
workplace environment. However, achieving a green way of working and operating your facilities require
involvement of the users, the employees, and a transformation of the culture within an organisation.

The results:
We know the Generation Y will be the generation to carry the load of years of environmental damages
and neglect. They are embracing sustainability and the Generation Z, the generation that will follow
Generation Y, are even more modeled around the concept of sustainability. The results reflect this
new way of living with 96% of the 18-25 years old aspire to work in a greener office against 98% of the
26-35years old. Actually the 26-35 years old are far more focused on environmental issues than the 1825 years old with 67% who want their workplace to be environmentally friendly, i.e. well above regulatory
compliance, against 57% for the 18-25 years old.

Figure 28: Environmental requirements for the workplace – per age group, all countries

But they are not the only generation calling for green employers. The older generations are even
greener, with a mere 2% of our 26-35 years old looking for barely compliant employers.

The results reflect this new way of living and that the Generation Y aspires to work in a greener office.
They are eager to embrace an environmental way of working and see evidence of a green workplace.
Their preferences for an environmentally focused working environment are very strong; not only in the
physical aspects of the workplace, but also in their way of working: flexible working, travel patterns etc.

Figure 29a: Environmental requirements for the workplace – 18-25 years old, per countries

Figure 27: Environmental Workplace: Generation Y 18-25 yrs old, all countries

These two young generations are eager to embrace an environmental way of working and employers
must adopt a green office environment to attract and retain these young employees.

67

66


Green policies in the workplace do matter and we can observe some differences per industry sector.
The Art Design industry is more sensitive to green issues at work compared to the Media, Marketing
Communications Industry and Engineering Industry, with 99% of the respondents in this industry and
between the ages of 18-25 years old who want obvious evidence of green policies in the workplace.
Finance is the industry sector the most looking for employers above environmental compliance, while
the Media and Engineering sectors want workplace which exhibit greener policies than others.

What are we looking for in the workplace?

Figure 29b: Environmental requirements for the workplace per industry sector, 18-25 years old

If we look closely to the 18-25 years group per country, we can notice some differences, but overall, the
generation Y is expecting a green deal from their employer and evidence of environmental solutions
within their working environment. However we can notice that, compared to the average global sample,
a significantly high percentage of Chinese 18-25 years old (7% against 4% for the global result) are
actually only expecting their employer to be compliant with the environmental legislation and not go
beyond minimum compliance.

70.3% want to have recycling bins
47.4% want a water saving devices
52.7% want stand by devices on all electrical equipment
71.6% want to share printers in the office
47% want solar panels on site

Preferences for an environmentally focused working environment are very strong; not only in the
physical aspects of the workplace, but also in their way of working: flexible working, travel patterns etc,
as we noticed earlier.

Recommendations

Employers must go beyond minimum environmental compliance

Evidence of green solutions in the workplace are required

Employers must embrace green policies in the day-to-day organisational activities

The older generations are even more focused on having a environmentally workplace than the
younger generation

All generations are looking for a green deal at work

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69

Workplace
Focus:

A crisp, clean, private when
necessary - both visual and
noise distractions must be
able to be shut out entirely.
must
Brightness of work space
ise.
be as controllable as the no
Moxie, 1992

What type of design would you prefer to have?
What colours would you prefer to have in the workspace?
What kind of flooring would you prefer in your workspace?
What level of lighting works best for you?
How much art work would you prefer to see within your working environment?

Overview:
The role of design in the workplace can influence employees’ attitude and behaviour and well being within
their working environment. Subtle colours, wooden floors and natural lighting are often favoured in their
workspace. The psychology of the working environment can have major influences on your well-being in
the workplace. Over the years, we have seen that good designs can have a great impact on workplace wellbeing and the emotional engagement that employees have with their working environment.

Results:
Style:
This young generation is an emotionally engaged workforce. They aspire to work in a bright, light and
open working environment. 59% tend to prefer a modern to minimalist workplace interior with subtle,
clinical and relaxing colours. Only 12% would like to see vibrant colours in their working environment,
and only 9% prefer a classic style. The Chinese 18-25 years old are more attracted by minimalist
environments compared to the other countries we studied. The interior they aspire to work in is also
subtle and even clinical. The UK 18-25 years old is the only group which requires more vibrant colours in
the workplace.

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