ConsumerLab Young Professionals at Work Report

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For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab …

For more from the ConsumerLab visit: http://www.ericsson.com/thinkingahead/consumerlab
In this report Ericsson ConsumerLab looks at the latest generation to enter the workforce– the Millennials. In particular, we focus on those aged 22-29 who are currently in employment.

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  • 1. consumerlabYOUNGPROFESSIONALSAT WORKThe working lives and expectations of theemerging professional generation in the USAn Ericsson Consumer Insight Summary ReportApril 2013
  • 2. contents METHODOLOGY For the purpose of this report EricssonTHE LEADERS OF THE FUTURE 3 ConsumerLab has conducted qualitativeWHO ARE THE MILLENNIALS? 4 interviews with 64 22-29 year olds acrossPERSONAL LIFE AT WORK 5 San Francisco and Silicon Valley. Eight individual interviews were conducted withBRING YOUR OWN DEVICE 6 people in management positions responsibleMANY PAY FOR WORK USE 7 for younger employees, and four interviews with experts on the millennial generation.NATURAL SKILLS FOR COMMUNICATION 8 Further to this, Ericsson ConsumerLabTHE POWER OF PERSONAL NETWORKS 9 has carried out an online study of 1,945POINTS OF TENSION 10 respondents between the ages of 22-65. This sample represents online US knowledgeWHAT MAKES AN IDEAL COMPANY? 11 workers. Of this group, 479 are classed as Super Millennials, as referred to in this report.Ericsson consumerlabthe voice of the consumerEricsson ConsumerLab has more than 15 years’ experience of Both quantitative and qualitative methods are used, andstudying people’s behaviors and values, including the way they act hundreds of hours are spent with consumers from different cultures.and think about ICT products and services. Ericsson ConsumerLabprovides unique insights on market and consumer trends. To be close to the market and consumers, Ericsson ConsumerLab has analysts in all regions where EricssonEricsson ConsumerLab gains its knowledge through is present, which gives a thorough global understandinga global consumer research program based on interviews of the ICT market and business models.with 100,000 individuals each year, in more than 40 countriesand 15 megacities – statistically representing the views All ConsumerLab reports can be found at:of 1.1 billion people. www.ericsson.com/consumerlab2  ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK
  • 3. THE LEADERSOF THE FUTUREIn this report EricssonConsumerLab looks at the latestgeneration to enter the workforce– the Millennials. In particular, we Key findingsfocus on those aged 22-29 whoare currently in employment. > rivate communications P >  ew expectations NThis generation will have a Millennials’ continual Millennials workprofound impact on working life communicative behavior differently from previousin the future, as well as bringing means they bring a good generations, placingnew skills into the workplace. deal of their personal lives different expectationsWe examine their attitudes and into work. However, they do on communication toolsbehavior, and in particular their not necessarily allow work and work life in general.affiliation with communication to enter their private life. To keep them engagedand technology. and motivated, employers >  hanging policies C will need to address anyIn the US, approximately  is now getting more It subsequent points of60 percent of the millennial common for Millennials to tension in the workplace.generation are in work. Of this bring their personal devices60 percent, this report will focus into work. As a result, they >  ntapped potential Uon those with a college education will expect policies and Companies today are notwho are ambitious, forward-looking cultures regarding use of taking full advantage of theand see themselves taking on personal devices to be a lot special skills Millennialsleadership positions in the future. more open in the future. possess, especially whenThose who come under this it comes to technology > Private phones for work and their natural talentcategory are classed as SuperMillennials, and it is these  Almost half of Millennials for collaboration – bothpeople who it is believed will use a private phone for key competencies for ahave the greatest impact on work which they pay for successful company.future working life. themselves. This means that they also pay for >  ork/life balance WThroughout this report, all figures work-related use. Keeping a balance betweenand references to Millennials refer work and leisure time is veryto this smaller category. important to the millennial generation. Industries and businesses must come up with solutions to help them achieve this. super millennials will have the greatest impact on future working life ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK 3
  • 4. WHO ARE THEMillennials? 88 MILLION MILLENNIALS LIVE IN THE USThe millennial generation is a large one, comprising grew up feeling cherished and unique. This hassome 88 million individuals in the US alone. This number implications and challenges for the workplace.is far greater than that of the previous generation –Generation X – which is generally estimated to be Throughout their childhoods, Millennials werearound 55 million. The number of Millennials in the encouraged to have close relationships with theirworkplace will soon outnumber other generations. parents, teachers and coaches. This has carried over into the workplace. Millennials want close relationshipsThe way in which Millennials were raised has had a with their supervisors, and expect frequent feedback.profound impact on their world view. Parents of the They dislike ambiguity and expect transparency andboomer generation had a tendency to hover attentively fairness in all their dealings with work organizations.around their children, directing and supervising a broadrange of activities. As a result, the millennial generation Unlike their boomer parents, Millennials are not workaholics. They believe in a clearly defined work/life balance, and they expect companies to have policies in place to help them achieve this. Though goal-oriented, Millennials are not as long-sighted as Millennials want to know their predecessors. They are less willing to pay dues, the big picture. They also and unlikely to pursue the delayed gratification of a gradual promotion track. feel that they should have One of the most notable differences between a friendship with their Millennials and other generations is their relationship supervisor. They are very with technology. Due to the rapid changes in technology over the last 25 years, Millennials have become highly egalitarian in their world adaptable and naturally fast-paced. In their eyes change view because they grew is a constant, which can lead to impatience when working in organizations using outdated technology. up with their parents being their best friends.” Newer technologies have enabled fast-paced communication to become second nature to Expert in the millennial generation Millennials. They are particularly adept at working Karen Myers in teams, having been frequently encouraged to do so throughout their school years.4  ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK
  • 5. PERSONALLIFE AT WORK the majority of MILLENNIALS carry out personal tasks during work hoursIn their personal lives, Millennials are in continual However, it does not work both ways. Millennialscorrespondence with friends and family. This has an are less willing to let work disrupt their private livesimpact on how they behave at work. The majority – especially at the weekend. This reluctance is partlyof Millennials say they carry out personal tasks during due to how they view life in general. They view workwork hours. Though keen to perform well at work, it as just one aspect of life, and place more value on theis virtually impossible for them to leave their personal sanctity of free time compared to previous generations.lives behind, as they typically check Facebook, conductIM chats and send and receive texts on their devicesthroughout the day. This is seen as a right ratherthan a benefit. ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK 5
  • 6. BRING YOUR OWN DEVICEFigure 1: Personal devices regularly brought to work Figure 2: Work devices regularly taken home Laptop 23% Laptop 55% Tablet 25% Tablet 68%Regular mobile 47% Regular mobile 44% Smartphone 88% Smartphone 95%Source: Ericsson ConsumerLab, Young Professionals at Work 2013 Source: Ericsson ConsumerLab, Young Professionals at Work 2013Study base: Personally own respective devices Study base: Have respective devices provided by employerMillennials rely on their connected devices for Half of Millennials regularly bring a laptop,both work and personal use. tablet or regular mobile phone home from the workplace. This is usually for a combination ofSmartphones provided by an employer are more work and personal tasks, or for work tasks only.regularly taken home from work than any other work Those who leave their devices at work do so todevice. They are also the most common personal avoid carrying them back and forth, and to keepdevice to be brought into work. People tend to have their work and personal lives separate.a more emotional attachment to their smartphones,as their personal apps and social networks help As a result of this crossover, company policiesthem to maintain a connection with the outside are changing. Most companies still pursue policiesworld. This makes them difficult to be without. regarding which services/apps their employees are allowed to install on their work devices.As many as 25 percent of Millennials regularlybring their personal laptop or tablet into the workplace. However, the Millennial habit of bringing personalThese are mostly used for a combination of personal communication to work has forced companies to makeand work-related tasks. 37 percent of those who bring other policies more open, allowing personally ownedpersonal devices into work use them only for personal devices to be connected to the work network andreasons; the main reason for this is to avoid employers giving them access to work communication services.interfering with their private life. On a work device,the chance of this happening is greater. 80% Figure 3: Services used at work on personal devices 70% 60% 28% 30% 50% 27% 40% 27% 22% 30% 13% 20% 41% 41% 35% 13% 11% 6% 10% 20% 19% 27% 11% 11% 8% 0% 10% 20% 25% 23% 17% 20% 33% 10% For personal use For work 30% 16% 16% 16% Continuously Continuously 40% 14% Once or twice a day Once or twice a day 50% Source: Ericsson ConsumerLab, Young Professionals at Work 2013 60% Study base: Mobile phone users 70% 80% ca deo S or ial ca ice lin p e et M l ai on ho M ub lls tw oc rn ks lls t/I e Vo Em Vi /S uT S te ha ne S xt In Yo C Te6  ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK
  • 7. MANY PAYFOR WORK USE45% pay for Figure 4: How many mobile phones do you use? work use 4% 11%There is a pattern to the way in which most Millennialsuse their mobile phones. While the majority use a single 55%phone for both private and work-related tasks,30 percent only use their phone for personal reasons. 30%As we’ve seen, many use their private phones for work.45 percent pay for this themselves, covering the costof both work and personal communication. 23 percenthave their mobile phone subscriptions either fully orpartly paid for by their employer. In this case it is morelikely to be a smartphone than a regular phone.However, having part or all of the subscription paid for One – Both for for work and personal use One – Both work and personal useby the employer is not always considered a good thing. One – Personal useuse only One – Personal onlyWhen those who pay their own subscriptions were Two – One for for work, one personal use use Two – One work, one for for personalasked if they would like to have their mobile phone Two – ForFor both Two – bothprovided and paid for by their employer, 50 percentsaid no. The main reason for this comes back to Source: Ericsson ConsumerLab, Young Professionals at Work 2013 Study base: Mobile phone userskeeping work life and personal life separate. ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK 7
  • 8. NATURAL SKILLSFOR communication I remember how people respond to different communication. I take mental notes, I just remember.” MillennialResponsiveness is a hallmark of the millennial >  rich, with the ability to convey Begeneration. They seem to have a natural understanding a complete range of human emotionof each method of communication, carrying a mental > Enable attachments and linksprofile of each one’s strengths and weaknesses andwhich situations they are best suited for. >  mobile, operating from multiple platforms Be wherever the user happens to beMillennials use a wide range of communication > Provide an electronic record of whattools. In order to be useful, these tools must was said and agreed tomeet several conditions. They should: Ideally, it should be possible to carry out>  asynchronous, allowing the recipient time to Be multiple tasks simultaneously and not demand respond to a message in their own time, as well as all of the user’s attention at once. Millennials favor offering the potential for immediate feedback modes that allow them to multitask, deliberately>  multi-modal, allowing multiple connections at the Be avoiding those that don’t. Multitasking comes same time, either as a group or with simultaneous naturally to this generation – they grew up with it. individual conversations>  casual, allowing participants to connect naturally Be without impositions on how a conversation should be conducted For Millennials, technology is a sixth sense. It’s a way of knowing the world. There is no real cognitive processing like there is for other generations who learn it later in life.” Expert in the millennial generation Andrea Hershatter8  ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK
  • 9. the power ofpersonal networksFigure 5: How often do you use your personal social network for work related issues? 50 40 30 20 10 0 Several times a week Weekly Monthly Never Source: Ericsson ConsumerLab, Super Millennial (22-29) Generation X (30-46) Boomers (47-65) Young Professionals at Work 2013 Study base: AllReaching out to friends and contacts comes naturallyto Millennials, not only personally but professionally. use A personalThey use the power of their personal networks to solvework-related issues, where previous generations would 20% network to get help for work-have confined these questions to their colleagues. related issuesPersonal networks can be used to address a variety every dayof tasks, but are most often used for small, tacticaljobs. In this way the company benefits too. Physical sources such as books, magazines, journals and newspaper articles are still used frequently, evenWhile internet searches still dominate across the among the digital generation. But when it comes toboard when it comes to information gathering, the more recent online sources such as blogs and Twitter,second choice is usually to ask someone face-to-face. younger generations are the predominant users. Figure 6: Most common sources of information gathering for work 100 80 60 40 20 0 Internet Ask Personal Physical Online Books Magazines Blogs YouTube Twitter search someone network reports books f-t-f (online) Source: Ericsson ConsumerLab, Young Professionals at Work 2013 Super Millennial (22-29) Generation X (30-46) Boomers (47-65) Study base: All ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK 9
  • 10. Points of tension A WORK/LIFE BALANCE IS AN IMPORTANT FACTOR FOR MillennialsWhen entering work for the first time, most points of future is uncertain. This reality has been difficulttension stem from the differences people experience for them as it challenges their natural optimismbetween what life is like at work, and what it was like and self-confidence, characteristics acquiredgrowing up. from their upbringing by doting boomer parents.At a time when jobs are relatively scarce, Millennials are As previously discussed, a key factor for manyentering the workforce in huge numbers. For many, the Millennials is their company’s respect for a work/life balance. This is one of the most important components for job satisfaction. Maintaining relationships with friends and family is considered very high priority. They are very, Millennials are happiest when they have flexible working hours (with no overtime), liberal policies very comfortable with towards personal communications, the option to change. They have a telecommute on certain days and the ability to block work communications at the weekend. global awareness, they The sense of equality that Millennials learned from are very resilient, they their friendships with parents and teachers growing are technologically very up translates directly to the workplace. Millennials expect everyone to be equal, and for there to be savvy, creative and transparency, fairness – and no hierarchy. collaborative.” Finally, Millennials are impatient. As part of the Facebook Expert in the millennial generation generation, they want instant gratification. This gives Maureen Buehler them a low tolerance for modes of communication that are slow or do not provide immediate feedback.10  ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK
  • 11. What makes anideal company? transparency, clear directions and constant feedbackMillennials are excellent natural collaborators, and performwell working closely in teams enabled by technology.As proficient multitaskers, they favor modes ofcommunication that allow them to do many things at once When Millennials become– and become impatient with companies that fail to invest managers, I think therein up-to-date collaborative technology. Growing up withchange as a constant has made them naturally innovative will be zero toleranceand more forward-looking than previous generations. for inefficient systems inIn the eyes of a Millennial, an ideal company technology. They alreadyshould allow them to sustain their personal lives atwork. It should also offer them the opportunity to work don’t understand thein teams, preferably with others of their own age. There legacy systems.”should be transparency, clear directions and constant Expert in the millennial generationfeedback from managers and supervisors, with whom Andrea HershatterMillennials expect to have a close relationship. In orderto perform optimally, having the latest technology isa must, especially when it comes to communication.While the ideal company by this description is rare,it is likely that more will emerge in the future. AsMillennials themselves get into power and start takingon management positions, working life as we knowit looks set to change, becoming more networked,social and collaborative – with a greater emphasis NETWORKED, SOCIALon uninterrupted leisure time. AND COLLABORATIVE ERICSSON CONSUMERLAB YOUNG PROFESSIONALS AT WORK 11
  • 12. Ericsson is the world’s leading provider of communicationstechnology and services. We are enabling the Networked Societywith efficient real-time solutions that allow us all to study, work andlive our lives more freely, in sustainable societies around the world.Our offering comprises services, software and infrastructure withinInformation and Communications Technology for telecom operatorsand other industries. Today more than 40 percent of the world’smobile traffic goes through Ericsson networks and we supportcustomers’ networks servicing more than 2.5 billion subscribers.We operate in 180 countries and employ more than 100,000people. Founded in 1876, Ericsson is headquartered in Stockholm,Sweden. In 2011 the company had revenues of SEK 226.9 billion(USD 35.0 billion). Ericsson is listed on NASDAQ OMX, Stockholmand NASDAQ, New York stock exchanges.The content of this document is subject to revision withoutnotice due to continued progress in methodology, design andmanufacturing. Ericsson shall have no liability for any error ordamage of any kind resulting from the use of this document.EricssonSE-126 25 Stockholm, SwedenTelephone +46 10 719 00 00Fax +46 8 18 40 85 EAB-13:011073www.ericsson.com © Ericsson AB 2013