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Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
Oxygenz report   2010
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Oxygenz report 2010

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Oxygenz Report 2010 by Johnson Control - Global Workplace Innovation, report about Generation Y and the workplace

Oxygenz Report 2010 by Johnson Control - Global Workplace Innovation, report about Generation Y and the workplace

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  • 1. Global WorkPlace Innovation Generation Y and the Workplace Annual Report 2010
  • 2. Contents LIST OF FIGURES...................................................5 OXYGENZ RESULTS .............................................46 Choice Of Company ...........................................48 EXECUTIVE SUMMARY...........................................7 Location.............................................................50 Travel ................................................................52 KEY FINDINGS ....................................................10 Ways Of Working................................................55 Creativity & Productivity .....................................58 INTRODUCTION .................................................13 Behind Creativity & Productivity .........................60 Facilities Management........................................62 WHAT IS OXYGENZ .............................................14 - Reception & Security ........................................62 Research question .............................................14 - Catering ..........................................................64 Environment ......................................................66 WHO ARE THESE YOUNG UPSTARTS? ...................17 Workplace ..........................................................71 - Style ................................................................71 WORLD DEMOGRAPHICS .....................................22 - Lighting ...........................................................74 - Art @ Work ......................................................75 WHO IS THE GENERATION Y IN USA ....................24 Emotional Engagement ......................................78 WHO IS THE GENERATION Y IN INDIA..................26 Workspace .........................................................80 WHO IS THE GENERATION Y IN CHINA ................28 Social Networking ..............................................84 WHO IS THE GENERATION Y IN UK ......................30 Collaboration .....................................................86 WHO IS THE GENERATION Y? ..............................32 Technology ........................................................90 Digital, Connected, Social ..................................32 How technology is transforming work ................92 Challenging .......................................................32 Scarce ................................................................33 CONCLUSION .....................................................94 Transformational ...............................................33 India ..................................................................98 China .................................................................99 DIFFERENCES EMERGE ........................................34 USA .................................................................100 Traditionals .......................................................36 UK ...................................................................101 Baby Boomers ....................................................36 Generation Y ......................................................37 WHAT ARE THE IMPLICATIONS FOR EMPLOYERS? 103 Generation X ......................................................37 METHODOLOGY .................................................38 FOOTNOTES .....................................................106 DESIGN APPROACH ............................................42 KEY SPONSORS .................................................110 BRANDOCRACY ..................................................44 PARTNERS ........................................................113 AUTHORS .........................................................114 CONTACTS ......................................................117 2 3 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 3. 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 4 5 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 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: The Generation Y values sustainability. The The working environment of the Generation Y is Generation Y is flexible, mobile, collaborative a place they emotionally engage with, a space and unconventional. where they socialise in with other co workers and a space which supports their health and The Generation Y prioritises opportunities to well being. learn, work colleagues and corporate culture & value when it comes to deciding for which job The Generation Y sees the workplace as a very to apply for. important factor and values it as a place of learning and development. The Generation Y prefers workplaces in an urbanised location with access to social The Generation Y privileges access to their and commercial facilities, good public own desk rather than desk sharing or hot Infrastructure and the ability to use public desking (hoteling). transport or drive to work. We must attach a great importance to diversity in The Generation Y prioritises collaboration our workplaces and the factors that must be taken and interaction in the workplace and requires into account when considering workplaces as a particularly access to dedicated team spaces as likely strategic weapon in the battle to attract and well as ample breakout spaces. retain scarce young talent. 6 7 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 5. Executive Summary Continued... When it comes to Facilities Management (FM), the The workplace must support both formal We have yet to feel the full force of this global • Sustainable: 96% want preference of Generation Y suggests that FM is and informal collaborative engagement and trend. Will Generation Y continue to be such a not only about managing buildings, but about interaction special generation, feted and wooed for their an environmentally aware supporting people. FM service delivery will need talent, if the balance of power reverts to employers workplace to go further in the future to provide high quality The workplace contributes to the level of as labour markets tighten? Is this new generation people focused services. emotional engagement of individuals with of ‘aliens’ and ‘invaders’ really ready to transform their work our workplace in mega complexes, social hubs • F lexible: 56% prefer to work While the financial benefits of flexible working are and high tech workspaces? Will employers be flexibly and chose when to work clear to business owners, work will have to be done The factors contributing to talent attraction and ready and engage to support these changes? with Generation Y to help them to trade dedicated retention are expressed via: desks and personalisation for mobility and team It remains crucially important to understand what • M obile: 79% prefer to be mobile oriented spaces. Mobile technology will be an Having the right workplace – location, access things matter most to the 18 – 25 years old. rather than static workers unavoidable support here. The data reveal a fascinating insight into this Having the right workspace – design, layout, new generation and how they are and behave The workplace can directly support and influence furniture and colours and style compared to previous one. • nconventional: 40% of the U the Generation Y through a workplace that enables individuals and teams to collaborate and engage Having the right atmosphere – meeting and Having understood these needs: Generation Y would like to take with each other, and human resources policies social spaces for interaction and ambiance Employers will find it near on impossible to their car to go to work, 20% which actively promote flexible working and deliver on all theise demands alternative ways of working: Having the right technological platform – Success will be about compromising and by public transport and 18% technology provisions, mobile devices determining the essentialsdetermining the walking! The workplace is important in attracting and essentials retaining the Generation Y • L ife Long Learning Experience: The type of workplace and its location The reasons for choosing a influences the choice of a company company are: The workspace allocation and technological 1: Opportunities for Learning provisions contribute to productivity and 2: Quality of Life creativity 3: Work Colleagues The working arrangements must be flexible and adaptable to satisfy a work life balance they demand • 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 8 9 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 6. Key findings per category Travel: Creativity and Productivity: Environment and Sustainability: Style: The UK: a nation of walkers Creativity and Productivity: It is about looking for a green deal at work Style matters and should be modern rather The US and India: The car comes first Creativity is all about having the right PEOPLE Being Green – Working Green – Living Green: than contemporary China: Public transport is a prime choice around The generation Y is an environmentally Women are more attracted to modern interior Productivity is all about having the right friendly workforce than Men TECHNOLOGY around The older generations are far greener than the Men are more attracted to minimalist interiors Location: The magic formula is: Technology + Ambiance younger generations than Women & Atmosphere + People = a creative and The Generation Y demonstrates a green Art should be present in the office, but not too China: The highest demand for rural settings productive workplace aspiration through their journey to and through much of it! The UK: Back to the City and urban settings work: office location, mean of transport, ways India: Workplaces must be located in urban of working, green policies… setting to attract the younger generations FM support services: Workspace: The 18-25 years old are the most demanding Workplace: They need to identify to and feel they own their New Ways of Working: generation workspace India has the most demanding workforce The Generation Y is an emotionally engaged The large majority still want to have their The generation Y is a flexible workforce with a Media and Finance sectors are the most workforce: own desk high level of mobility demanding industry sectors Colours should be subtle and not too intense Less than a 1/5th are happy to share a desk Young Women (18-25 years old) prefer more Women are more demanding than Men The light should be natural rather than artificial, Men are more comfortable in wider space flexibility than men calling for wide windows and openings than women The 46-55 years old are the age group Finishes should be soft and made out of natural preferring the most flexible working Social Spaces: and warm materials, rather than hard material Collaboration: The UK and the US Generation Y prefer to work far more flexibly, while China and India expect For the Generation Y, the workplace is a social The Generation Y is team focused and places a to work flexibly construction and work is social: great importance on work with and amongst a Going to work is about meeting people and team: socialising within the working community The Art & Design industry is the most eager The Generation Y is a sporty and social to collaborate and Engineering industry is the generation: there is a high demand for sport most team focused industry and social facilities on site. China has the highest demand for breakout spaces combined with the highest preference for shared and hot desks 35-44 years old have the least requirement for formal meeting rooms Dr. Marie Puybaraud Johnson Controls Director Global WorkPlace Innovation www.globalworkplaceinnovation.com 10 11 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 7. 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? 12 13 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 8. 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 5,375 respondents including: { 3,011 1,298 396 (18 - 25-year-olds) (26 - 35-year-olds) (36 - 45-year-olds) and facilities as strategic assets to attract and retain scarce talent. We must attach a great importance to The worldwide survey includes special samples from: diversity in our workplaces and the 1,217 897 660 UK: 607 256 factors that must be taken into account when considering workplace as a likely US: India: China: Germany: strategic weapon in the battle to attract and retain scarce young talent. And from various key industry Engineering 690 625 Media, Marketing Finance 736 sectors we & Communication want to study: 491 551 Information Art & Design Technology Research Question: rkplace is a research Businesses have to compete to attract, develop, deploy Generation Y and the Wo understand the and retain the services of skilled people. It is crucially project that seeks to important to understand what matters to them. In years old attach to importance the 18 to 25 particular, we need to understand what things matter . most to Generation Y and the Generation X, the their future workplace rkplace in attracting, youngest and newly entrants in the workplace. How important is the wo Generation Y This is exactly what Oxygenz seeks to find out. recruiting and retaining ors contribute to Oxygenz is an international research project, workers and what fact industry sector, gathering rich data on Generation Y’s preferences talent management per country and gender? around ways of working and workspace design. 14 15 Global WorkPlace Innovation
  • 9. Who are these young upstarts? The newest and youngest members of work The demographic data indicate that there forces all over the world are making their are not enough of them coming in to the presence felt, causing many businesses to re- workforce. think their working practices. They are transformational – they have grown in Baby Boomers, the post-world war II generation a different world to their parents – surrounded associated with social change, are beginning to by modern technologies and a society of retire in large numbers, taking their knowledge consumerism. and experience with them. There are not enough of the new generation to replace this deficit, so They do things differently – modern ury: A rising and powerful future workforce of the 21st cent their knowledge and skills are in demand. educational curricula have brought a wave of transformation in their life. There is another major reason why the generation ld, For the first time ever, in workplaces around the wor Y is grabbing attention. Many commentators are They are challenging – this is the most claiming that Generation Y, as these young people commonly agreed threat about this generation, ther. we understand that four generations are working toge are often called, are setting off a new wave of but yet it has not been proved. social and business transformation. ent Known as Generation Y (aged 15-29), they are the curr They are techno-savvy – the 20th and 21st For the purpose of this study, we decided to study centuries have brought and will continue to entrants into global workforce and estimated at: the Generation Y aged between eighteen and bring the most terrifying and transformational twenty-five, although some people include those technological solutions to our world. 1.7 billion worldwide, born from 1980 onwards, putting the upper limit at twenty-eight. In our view, there are at least six They are agile – multi-taskers – their agility representing 25.5% of the world population reasons why we need to understand them and to do different things at the same time is well how they relate to work. They are a remarkable known, but it does not mean it makes them generation, and here is why... more efficient in the way they work. 16 17 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 10. workplace divas… The Generation Y apparently believes they can achieve anything. They have been called The majority of the sources describe the Generation Y as consumers, colleagues, the Generation Y is challenging to manage. They appreciate clear direction, demand immediate energy… ‘workplace divas’1&6, millenials, homo zappiens… even Genys! But some say they even are ‘high employees, managers, and technological and social innovators. The sources explore feedback on performance, expect to be consulted and included in management decisions, and maintenance, high risk and high output’2&7. They communication styles, values, motivations, and demand constant intellectual challenge. innovation… are strongly team-focused, collaborative, and seek characteristics, but not many studies focus on meaning in work and opportunity to learn. the aspirations of this young generation about The Generation Y is demanding, as a right, a new challenging… But also: their future working environment. Although they bring energy and innovation to the workplace, reality from work. They insist on working flexibly, choosing when and where to work. intellectual challenge… They are now under more financial threats than the previous generations since the a new reality from work… 2008 and 2009 crisis Demographics Tech-savvy Millennials at work No definitive agreement on birth Connected…24/7 Work well with friends and on working flexibly… They have grown up with green issues into their society, but there is no evidence that it years; experts say somewhere between 1978 and 1995; most Self-confident teams Collaborative, resourceful, say 1981 to 1993 Optimistic full of contradictions… is actually embedded in their culture Hopeful innovative thinkers Love a challenge They are more urban focused, and even more conservatist… in the future with the growth of urbanisation Children of Baby Boomers Independent Seek to make a difference Comfortably self-reliant Want to produce something non-conformist… They quickly buy into new concepts and ideas while new technologies become more Younger siblings of Gen Xers Determined worthwhile Goal oriented Desire to be a hero tech savvy… affordable, and invade our market at a fast pace Largest generation (75 million) Success driven Impatient value driven… after the Boomers (80 million), compared to the Gen Xers (40 Lifestyle centered Comfortable with speed and Diverse Here is an entire cohort secure million) money grabbing… change in the knowledge that their well- Inclusive 38% of millennials identify Thrive on flexibility and space to to-do Boomer parents can bail Global, civic- and explore themselves as “non-white” community-minded them out of financial difficulty. Pulling together Partner well with mentors If they don’t like their job they Positioned in history to be the Service oriented Value guidance can, and do, chuck it in and head next “Hero generation” Expect respect back to live with their parents. Entrepreneurial tion – a The Impact of Digitaliza Figure 1: Who are the Millennials, aka Generation Y? generation apa rt, KPMG International Source: Deloitte Consulting (2005). Who Are The Millennials, aka Generation Y? Research Report, 2007. 18 19 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 11. 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 value- Although they bring energy and innovation to Manuel Castells, the renowned sociologist, and his driven and money-grabbing (due the workplace, the Generation Y is challenging to colleagues see the emergence of a new trend in to being saddled with high student manage. They appreciate clear direction, demand global youth culture, which they call ‘networked loans)10. They are conservative11 and non-conformist12. immediate feedback on performance, expect to be sociability’. Digitally connected or face-to-face, consulted and included in management decisions, networked sociability is driving the Generation Y to and demand constant intellectual challenge. form peer groups that become the context for However most employees would demand the same, their individual and collective behaviour5. generation Y or not! We know that the Generation Y is significant in There are at least three reasons why we need to our society. What else do we know about them? understand Generation Y: Why are they all that different from their older colleagues? How do they relate to their future For a start, there are not enough of them. At working environment. least that is the case in the US, UK and Europe. As the Baby Boomers retire, there are millions New technologies platforms like Web 2.0 have fewer young people to replace them. been adopted by entire generations... the internet, What’s more, they are a highly educated podcasting, Twitter, Facebook, YouTube, Google, and skilled generation. Their already scarce MSN and SMS are continuously on the mind of skills are even more in demand in today’s the Generation Y. But it also infiltrates other globally networked, creative and knowledge older generations, not only the Generation Y. 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. 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. 20 21 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 12. World Demographics As economies and businesses become more knowledge-intensive, knowledge and skills are at a Generations Population % Of World Population premium. The fact that there are not enough of them only makes their talents even more attractive. Gen Y - 15-29 years old 1,723,911,077.00 25.47 Apparently there is a dearth of Generation Y entering the workforce in Western Europe . In the UK, for 13 example, they are the smallest of the generations in the current total population. Increasing numbers of Gen x - 30-44 year old 1,442,951,791.00 21.32 them are highly educated and their talents, as in the rest of the world, are in demand. Baby Boomers - 5 - 64 years old 1,233,836,150.00 18.56 Traditionalists - 65-74 years old 316,330,067.00 4.67 The world population increased from 3 billion the Great Leap Forward in China. During that in 1959 to 6 billion by 1999, a doubling that time, both natural disasters and decreased occurred over 40 years. The Census Bureau’s agricultural output in the wake of massive latest projections imply that population social reorganization caused China’s death rate growth will continue into the 21st century, to rise sharply and its fertility rate to fall by although more slowly. The world population almost half. is projected to grow from 6 billion in 1999 to 9 billion by 2043, an increase of 50 percent In addition to growth rates, another way to Figure 2: World Population in 2009 that is expected to require 44 years. The look at population growth is to consider annual Source: U.S. Census Bureau, International Data Base14 world population growth rate rose from changes in the total population. The annual about 1.5 percent per year from 1950-51 to increase in world population peaked at about a peak of over 2 percent in the early 1960s 88 million in the late 1980s. The peak occurred due to reductions in mortality. Growth rates then, even though annual growth rates were thereafter started to decline due to rising age past their peak in the late 1960s, because the Worldwide In 2009, if we consider the wider definition of the generation Y (15-29 years old) and rely on at marriage as well as increasing availability world population was higher in the 1980s than current statistical database of the US Census Bureau, the wider Generation Y represents 25.47% of the and use of effective contraceptive methods. in the 1960s.’ world population, the wider Generation X (30 to 44) represents 21.32% of the population. The first of the Note that changes in population growth have Baby Boomers (45-64 years old) represent 18.55% of the world population and are due to retire in large not always been steady. A dip in the growth Source: U.S. Census Bureau, Population Division numbers, starting in 2004, taking their knowledge and experience with them. Countries such as Canada, rate from1959-1960, for instance, was due to 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. 22 23 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 13. Who is the Generation Y? Digital, Connected, Social Challenging Scarce Transformational They have grown up with the Internet and mobile Part of the challenge is to manage practices. In all countries around the world, there are not Wherever they are in the world and no matter communications. They are digitally, globally, The Generation Y is said to appreciate clear enough of them. how large or small their numbers, the signs are and constantly connected. They are driving how direction, demand immediate feedback on that they are setting off a new wave of social and mobile communication technologies are used, performance, expect to be consulted and included This is true even in countries like the US, where business transformation that will equal or surpass initiating social behaviours that are transmitted in management decisions, and demand constant they are the largest generation since the Baby what the Baby Boomers achieved. to other generations. intellectual challenge, opportunities for learning, Boomers - The post World War II generation and meaningful work. responsible for social change and unprecedented This is because they have grown up with the Generation Y are supposed to be able to wealth creation. The problem is that the first Internet and mobile communications and are navigate vast amounts of data, use multiple Part of the challenge is to manage attitudes. Older of the Baby Boomers were due to retire in large digitally, globally and constantly connected. digital devices simultaneously and parallel- managers might see technologies such as instant numbers starting in 2008, and are taking their process multiple stimuli. They are networked, messaging, text messaging, blogging, social knowledge and experience with them. Countries They are driving how mobile communication collaborative and highly social, expecting to be networking and multi-player games as a waste of such as Canada, Australia, and the United States technologies are used, and they are setting constantly connected to their social networks, time and a distraction from work. could lose more than a third of their government behavioural trends that ripple through and within and beyond company boundaries, and to employees by 201035. influence social behaviour in other generations. work within a sociable environment with other The Generation Y is demanding a new reality from people. Generation Y’s rapid take-up of digital work. They want to work flexibly, choosing when In India, the Generation Y makes up more than technologies, how they use them, and how they and where to work. half of the population. Despite the large potential prefer to work is challenging for business. workforce, not all are ‘employment ready’ and so their talents are in short supply. There is a dearth Generation Y’s rapid take-up of digital of them entering the workforce in Western Europe. technologies, how they use them, and how they In the UK, for example, they are the smallest of prefer to work is challenging for business34. 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. 24 25 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 14. 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 26 27 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 15. Who is the Generation Y in India? In India, they make up the more than half of the Highly competitive, Generation Y is more than population. Despite the large potential workforce, ever before seeking higher education and landing not all are ‘employment ready’ and so their talents jobs in multi-national companies in areas such as are in short supply. The Generation Y in India is IT, back office operations, media, strategy and a remarkable group that is ambitious, optimistic, management positions. With opportunities aplenty embraces change and have a clear sense of where in the current economy, they are also job-hopping, they are headed. Most are ‘entrepreneurial and something not seen in their parents’ generation. business savvy, as well as technologically capable and connected21. With about half of India’s one billion people under “Gen Ys expect challenging work assignments, the age of 25, Generation Y in India is the world’s accelerated career growth, socially responsible largest. Positioned in a time of exciting and rapid workplaces, flexible work environments, freedom, economic growth in the country, they are keen to and collaboration and innovation from their jobs participate in the country’s future and success. The and employers.” country’s recent parliament elections saw a huge R. Anish, Intel’s South Asia HR Director22 turnout of Generation Y population, demonstrating their ambition to take the country forward. 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. 28 29 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 16. Who is the Generation Y in China? China’s Generation Y is composed of hard and get rich” mentality27. approximately 200 million 15 to 25 year olds. Like The Generation Y is no exception when it comes their peers around the world, they are a techsavvy, to valuing work life balance, and working long ambitious, multi-tasking, better educated, hours is not something they can adapt to. openminded, Entrepreneurial by nature, they would rather start individualist cohort that is seeing the their own business and work for themselves. In country transform from a communist government the workplace Generation Y are regarded as ‘high into an emerging global capitalist market. They are achievers, extremely adventurous, impressionable, ‘significantly more entrepreneurial and capitalistic and consequently highly employable’(??). With than their parent generation’26. many graduating in Engineering and Sciences, there is a high demand for them in multinational The Generation Y has a large exposure to the companies. technological advances in China’s present day, they are connected to the internet, mobile and The Generation Y’s spending habits are noteworthy. social networking websites. Heavily influenced by As single children it appears they may be Western culture, they generally know more about pampered, as findings show they often consume Westerners than Westerners know about them. an astonishing 50% or more of family expenditure Having grown up as a single child in the One- Child in some major cities. policy era, China’s Generation Y is more inclined toward a lifestyle devoted to freedom and personal satisfaction rather than the more traditional “work 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 30 31 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 17. Who is the Generation Y in UK? More 18 years olds would be available until 2012 Apart from lack of employment opportunities to enter the workforce than would leave at 65. linked to the recession, economic inactivity among The situation reverses in 2012, although the the 18 – 24 year olds is attributed to a record high gap between new replacements and numbers of of student numbers. As for the 50 to retirement retirees shrinks in the following years to 201631. age group, many are remaining in work as long as Of course the whole population is not available to possible in the face of a pension crisis exacerbated work. The Labour Market Overview for June 2009 by the recent events in the financial sector. 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. 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. 32 33 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 18. Differences Emerge A poll of PwC new-starts in China, the US and the Of course, the data you get depends on UK before they joined the company, uncovers the questions you ask. How accurate is our some conservative attitudes. Perhaps the biggest understanding of Generation Y’s desired surprise is that an average of 75% of respondents workplace attributes? across all the countries expect to keep regular hours, with a figure of 82.5% in the UK. The None of the surveys we reviewed asked the conservatism continues when respondents were Generation Y what they think of their physical asked how many jobs they expected to have over work environment. This is consistent with the their lifetimes, which was between two and five themes reflected in the wider Generation Y reported by 74.4% in China, 80.4% in the US and literature. The role of the physical environment 79.6% in the UK. in attracting and retaining scarce skills, and in influencing and mediating social interactions, is This is hardly the job-hopping behaviour suggested not always addressed. in other research. In one survey, 34% said they expected to stay in a job between one and two We know that workplace design matters in years, with 57% saying two to three years. In nurturing innovation within organisations(37). We another survey, one in four said they would stay also know that quality of place matters to people less than four years. These two surveys paint a when choosing where to live and work(38). People picture of The Generation Y hungry for opportunity, look for social conditions and amenities that fit jumping ship in expectation of experiences that their lifestyles. resonate with their workplace priorities, such as having fun, being socially connected, and having If it is the case that the Generation Y has strong the scope to learn and be developed. ethical values, social tendencies, and is highly collaborative, how much does the workplace Employers are having to feed this hunger to attract environment matter to the Generation Y? How the best of the Generation Y, branding themselves important are location, workplace design and and tempting the objects of their desire with environmental considerations in deciding juicy morsels in the form of ‘employee value where they want to work and who they want to propositions’ that align with The Generation Y’ work for? What should employers do in their ideal workplace attributes. workplaces and facilities to recruit, attract and retain the Generation Y? 34 35 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 19. Traditionalists (The Veterans or Seniors) The Generation X Born between the wars, they are a generation of fighters, grounded in traditions, The children of the Baby Boomers, born in the late 60s and 70s, they are the one who who lived through and fought an unforgettable second world war. Their values and mostly transformed the office as we know it today, and our relation to work, They belief is very different from their juniors. Work was a necessity, and they have a occupy today major senior management positions. Offices are a commodity for them, strong belief into the company they work for and most of them had a job for life. an environment they have seen changing over the last twenty years and not always into Offices were not the norm in their professional career. the right direction in their mind. This is a generation not always at ease in open offices. Veterans: 1922–1945 Generation X: 1965–1980 Hard work Eliminate the task Respect authority Self-reliance Formal Direct Work Ethic / Values: Sacrifice Communications: Work Ethic / Values: Want structure and Communications: Written Immediate Duty before fun direction Adhere to rules Skeptical No news is good news Sorry to interrupt, but Feedback & A difficult challenge Feedback & Work is…: An obligation Satisfaction in a job Work is…: how am I doing? Rewards: A contract Rewards: well done Freedom = best reward Directive Messages that Your experience is Everyone is the same Leadership Style: Messages that Do it your way Command-and-control motivate: respected Leadership Style: Challenge others motivate: Forget the rules Ask why Interactive Style: Individual Work & Family Life: T Interactive Style: Entrepreneur Work & Family Life: Balance Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: The Baby Boomers The Generation Y (The Millenials) Born during or just after the war, they are the children of the post war. A group of Born around the 80s onwards, they are a generation who has grown in opulence individuals who have seen the world dramatically change in last 50 years, through compared to other generations. They are the children of a generation who has greatly an industrial revolution, the rise of communication and technologies. Offices were a benefited from the industrial revolution of the 70s where their wealth and standard common working environment in their professional life and they lived through much have dramatically increased and changed their way of life. This generation has been hierarchical presence in the office. They are still our leaders. They are struggling to greatly exposed to modern environments (in their days at school and university) embrace new ways of working. 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 Workaholics What’s next Work efficiently Multitasking Crusading causes Tenacity Email Work Ethic / Values: Communications: In person Work Ethic / Values: Communications: Personal fulfillment Entrepreneurial Voice mail Desire quality Tolerant Question authority Goal oriented Don’t appreciate it Whenever I want it, at Feedback & A means to an end Feedback & Work is…: An exciting adventure Money Work is…: the push of a button Rewards: Fulfillment Rewards: Title recognition Meaningful work Consensual Messages that You are valued The young leaders Messages that Working with other Leadership Style: Leadership Style: Collegial motivate: You are needed century motivate: bright, creative people Team player No balance Interactive Style: Work & Family Life: Interactive Style: Participative Work & Family Life: Balance Loves meetings Work to live Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: Source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm: 36 37 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 20. Methodology There is a growing realisation, in all areas of life, Oxygenz was design and launched within one year that the future is not fixed. The workplace plays a of the initial idea, developing a new methodology critical part in the success of any organisation and for the data collection, engaging multiple talents has been well researched and now understood. The and skills from a team of researchers, designers, notion that the future can be ‘shaped’ or ‘created’ programmers, graphics and gamers. The has gained currency over the past decade, and is programming behind Oxygenz has never been increasingly the basis upon which organisations used in this context before and demonstrated a of all kinds make their plans. At Johnson Controls wealth of innovation throughout the design phase. we have already explored this issue across three The project was developed in several phases: major studies on the workplace of 2030 (www. globalworkplaceinnovation.com), to understand 1. February 2007: Design a questionnaire where is the workplace going and evolving. And around workplace, using the day in the we know it is crucial to understand and take into life of worker as the main stream and account multi generational issues at work. using a storyboard The methodology behind Oxygenz was defined 2. July 2007: Design a prototype to test the to target a specific group of individuals, using an methodology and mean of collection of unusual and innovative data collection method, the data: using interactive images and key never used prior to this study. Our targets were: definitions as a mean of collection Primarily the young generation, between 3. August 2007: Assess the feasibility of 18 and 25 years old: using technology on a the project using this methodology and daily basis, social networking applications, the efficiency and effectiveness of the interactive games, web 2.0 platforms, interactive design solutions mobile technologies… 4. September 2007: Select appropriate Multi generations at work: the focus was images with the research team, review the not only on the Generation Y but also other questions and test the methodology and older generations to run a comparative research questions study across age groups 5. October 2007: Re design the solution to Across several regions: we needed to integrate all questions and work around communicate with individuals from a wide the brand of the project cultural background and targeted Europe, Middle East, Africa, Asia and Americas 6. December 2007: Test the solution with a core group of users and review and amend Across different industry sectors: media, art & design, engineering, finance, the built 7. January 2008: Complete the final solution environment, manufacturing, life science and petroleum 8. February 2008: launch the project across the three targeted regions: Europe, Asia, US 38 39 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 21. Methodology Continued The research team: Name Role Title & Organisation Country UK % US % China % India % studies: Oxygenz Project Leader and Director Global WorkPlace Dr. Marie Puybaraud, PhD Manager Innovation All=5375 607 11.3 1217 22.6 660 12.3 897 16.7 Senior Researcher Johnson Controls Total 18-25 286 47.1 539 44.3 489 74 718 80 years old Project Manager for the Design Director of Communication Simon Russell of Oxygenz iDEA Male 305 50.25 570 46 205 31 613 68 All Adrian Clews Designer Female 302 49.75 647 54 455 69 284 32 Amber Pimm-Jones DTP and Graphic Designer Andrew Garner Programmer Design and Programming Team 18-25 Male 126 44 239 44.3 136 27.8 495 69 iDEA Nick Cooper Programmer and Designer years Female 160 56 300 55.7 350 72.2 223 31 Robin Clarke Graphic Designer and Brand old Studying 159 55.6 420 77.9 330 67 539 75 Vice President Business Development, eWork Kate North Project Adviser (previously Director of Ideation The respondents were targeted via a communication campaign: for HAWORTH) Organising launch with our Academic partners in Europe (UK, Germany and The Netherlands), Asia (China and India), the US and South Africa Project Adviser on behalf of our Advertising the Oxygenz survey on Social Networks: Facebook, Google, Twitter, LinkedIn, Hyves Cognitive Psychologist Dr. Jay Brand research sponsor and partner, HAWORTH Promoting Oxygenz across our industry and research community via public speeches and presentations Haworth Publishing regular articles on the project in the media and press CEO, Engaging our employees via internal communications Dr. Anne Marie McEwan Senior Researcher and adviser The Smart Work Company In 12 months of actively promoting the website, we attracted tens of thousands of visitors to our website Dashboard Development Senior Consultant www.oxygenz.com and collected more than 5,300 respondents completed on line surveys: Eline Leussink Data analyst Johnson Controls 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 Communication Manager Malavika Kamath Researcher for Asia More than 1000 respondents fit within the generation X age group of 26 to 45 years old in 2009 Johnson Controls Director of Workplace The database is robust, providing a wide range of participants across our targeted regions and a Lewis Beck Data analyst Johnson Controls 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. The first data analysis using both our reporting tool and the statistical package analysis SPSS, was To date Oxygenz is the largest data sample of respondents across multi regions and industry sectors carried out in July 2008 after a monthly monitoring of the results to assess the reliability of the data and addressing and sharing their aspirations about the way they would like to work and what are their correct any errors or omissions. The number of respondents has grown steadily in one year and a half preferences in the workplace. from the time of the launch to the global data analysis carried out from July 2009 to September 2009. 40 41 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 22. Design Approach More than a questionnaire, Oxygenz offers a unique approach to gather information using an advanced on-line tool: It is interactive and engaging by using a combination of on-line solutions It uses images and words as a way to communicate and ask the question It is educational and enables the users to discover what work and the workplace are about The Generation Y is, perhaps, the most digitally sophisticated generation we have ever seen. Studies now tell us that more than 80 percent of teenagers have Internet access, and a recent study further predicts that current 10-17-year olds will spend one-third of their lives (23 years) on the Internet. They truly are the children of what was once called the ‘microchip revolution’. As such, they have grown up with computers and using them is second nature. In tests, it has been found that, generally, their hand-eye coordination skills are extremely well developed. The Generation Y, especially in the US, are also the Nintendo Generation – they grew up with video games, with the bright colours, bells and whistles of interactive entertainment. In the video game space, the Generation Y is beginning to expect the easy manipulation of digital environments, by customizing characters (avatars) and directly affecting the digital worlds in which those characters exist. The Generation Y is most likely to be an early adopter. 42 43 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 23. Brandocracy When iDEA was approached to produce an online As many from our target audience are unfamiliar survey we had a very open brief: design the survey with Workplace terminology and may have never to be mainly image-based, work around the experienced an office environment, much of the journey of the respondent to and through work. questioning has been formatted to illustrate the terminology used. iDEA worked with their predominantly Generation Y design team to produce an The survey experience visually builds the user’s engaging interactive experience, one that perfect office as they progress through the survey. provided as well as collected information. At the end of the survey, they are presented with their office profile in a format they can share with The Generation Y is not only web savvy but also friends on their own social network site. has an unwritten set of rules on how and when to share personal information. Taking this into We agreed, to a certain extent, to hide the corporate account, our early recommendations were to brand and develop the Oxygenz identity. In create a stand-alone non-corporate brand and addition to the main survey, a Facebook game and invite participates through viral campaigning. several social group applications were developed. The main survey has been designed using Supportive gorilla campaigning added to the non Flash to enable the user to interact and travel corporate brand image with world landmark stickers through the survey in more of an online gaming being shared on Facebook and Flickr. / learning style than that of a traditional tick box questionnaire. Whilst still maintaining a structured By linking and sharing related collateral to these backend database to allow for dynamic online social sites, we introduced an element of brand survey interrogation, the survey projects a light- comfort and familiarity. It was essential to create a hearted quirky style to encouraging users to network of Oxygenzers and maintain their level of engage with the project. 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. 44 45 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 24. 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 What are the Generation Y’s years old ( who fit within the Generation Y group) preferences about their future attach to their future workplace and how different or not they are from their elders, particularly the workplace? Generation X, Baby Boomers and Traditionalists. In this report we aim to understand how important What workspace design will is the workplace in attracting, recruiting and they prefer? retaining Generation Y workers and what factors contribute to talent management per industry sector, country and region? 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? 46 47 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 25. value The alignment of company value and culture and individual and meanings is the key to Choice of Company develop a sustainable career and design a progressive . individual development path 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 The Western Generation Y from the UK and the US favour their colleagues and having a meaningful which they can grow and evolve. Those environments will include the physical space. Workplace design work, while the Eastern Generation Y from China and India focus on the opportunities for learning first. is likely to become a strategic weapon in the battle to attract and retain scarce young talent in today’s Across the board, both male and female respondents from the Generation Y are looking for a learning increasingly competitive global economy. experience first. 18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs USA UK India China Male - All Female - All Opportunities Opportunities Meaningful Meaningful Meaningful Work Opportunities Opportunities Opportunities Opportunities Top 1 Quality of Life Top 1 for learning for learning work work work colleagues for Learning for Learning for Learning for Learning Work Meaningful Quality of Opportunities Advancement Work Top 2 Quality of Life Compensation Quality of Life Top 2 Quality of Life Quality of Life colleagues work Life for Learning & Promotion colleagues Work Corporate Corporate Work Corporate Corporate Meaningful Top 3 Quality of Life Compensation Top 3 Quality of Life Compensation colleagues Values Values colleagues Values Values work Figure 7: Choice of Company: per age group, all countries Figure 9: Choice of Company for 18-25 yrs old, key 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 Recommendations: 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. Human Resources must consider the workplace as a recruitment factor Physical space can play a substantial role in choosing a company. Workplace design is likely to become Employers must not neglect the impact of their workplace to attract, recruit and retain talent a strategic weapon in the battle to attract and retain scarce young talent in today’s increasingly The way of working is tightly linked to the way people prefer to live competitive global economy. Of all respondents, work colleagues, opportunities for learning and quality The Generation Y privileges colleagues relationships rather than financial compensations of life are considered to be amongst the most important factors. 48 49 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 26. Location should be near my be Home. My workplace should an ideal Space to interact, y Location share , brainstorm and pla with ideas. Focus: Aisha, 1980 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 More than 70% prefer an urban to slightly urban location. India has the highest demand for office spaces in an urban location or a major city could be a motivator for people to come to work everyday. Others in urban areas and the lowest for rural locations. The preferences between the Generation Y and the may prefer working in a more rural, greener environment. However, it is important to note that those Generation X do not differ so much and are very compatible. The results highlight a need to consider preferring urban locations, find, easily accessible public transportation, or good public infrastructure offices in urban arenas and close to major infrastructures. and access for driving, cycling or even walking to work, very significant in their choice of employer. Results: The location of the office and how employees can reach it, plays a very important part in our decision to commute to and from work. Most of employees work a fair distance from work, and it is not uncommon to hear employees spending at least one hour of their day time if not more to reach their office. The demand from the Generation Y is for an urban to slightly urban location, with easy access to a transport infrastructure – access by road or by public transport and good access by walking to work. With offices predominantly located in urban areas, in cities or in suburban areas, a more sustainable way of working is possible, as reliance on public transport is high. More than 70% prefer an urban to slightly urban location. India has the highest demand for office spaces in urban areas and the lowest for rural locations. The preferences between the Generation Y and the Generation X do not differ so much and are very compatible. The results highlight a need to consideroffices in urban areas and close to major infrastructures. 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 50 51 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 27. 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 Figure 13: Mode of Transport: per age group, all countries 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? 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, Results: 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 With the increase of the cost of energy and petrol, employers are seriously questioning where a new transport for 18-25 years old. China on the other hand, privileges public transport. 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. 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 52 53 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 28. the Telecommuting would not be e exception, but instead be th more norm. Leadership would be Ways of working open-minded and allow emplo yees to contribute positively in er whatever way they can, rath and League table: Travel Recommendations: than restricting the ability le. Focus: creativity of talented peop The UK: a nation of Walkers Offer easy public access to the office US and India: the car comes first Encourage young employees to cycle to What way of working would you prefer to have? John 1970 China: Public transport comes first work and plan for bike facilities on site What work pattern would you like to have? (safe parking spaces, showers) Promote a green travel schemes Overview: Flexible and mobile ways of working are becoming more common nowadays rather than the Choice of cars and priorities: 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 A closer look at the data about the choice of car Across the three age groups we looked at, car over the past years. Employees are becoming more and more mobile in their way of work. It is crucial reveals generational differences: users want to carry with them in their car: to understand how mobile a workforce wants to be while on site and in their working environment. The Generation Y, environmentally friendly, 1. Mobile phone With a high level of mobility on site, we are able to reconfigure the workspace and make it more agile, is the most attracted to Hybrid cars 2. Laptop introduce various work settings and styles and promote new ways of working. The Generation X, more mature and 3. Satellite Navigation system experience, privileges Family cars The plus 35 years old has the highest In terms of priorities when choosing a car, Results: demand for large vehicle differences emerge again and are as follow: 1. Safety The level of mobility (versus static) in the way of working also demonstrates that females are slightly 2. Design more in favour of a flexible way of working against males, while in the UK the demand is the highest for 3. Technology 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. 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 Figure 16: Pattern of Work: Generation Y 18-25 yrs old, unknown by this generation, while it may be a all countries 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. Figure 15: Choice of car per age group 54 55 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 29. Figure 17: Preferred Level of Mobility: Generation Y 18-25 yrs old Figure 19: Flexible Working Pattern – preferred vs. expected: per age group, all countries 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: Figure 20: Flexible Working Pattern – preferred vs. expected: per country all countries for 18-25 yrs old 43% of the respondents prefer a conventional working pattern. League table: Flexible Working Recommendation: Women prefer more flexibility than men Flexible Working should be the norm Figure 18: Pattern of Work: Generation Y 18-25 yrs old, all countries The UK and the US Generation Y prefer to for the Generation Y as it is a flexible work the most flexibly while China and workforce with a high level of mobility India expect to work flexibly. Raise awareness on new ways of working The 45-54 years old group are the age and actively promote flexible working group with the highest preferences for a flexible way of working 56 57 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 30. : Creativity e of ct ion and us s the produ creative idea d Creativity & Productivity unusual an ity: Productiv h we Focus the ra te of whic s and ce good wo rk, produ ompany What are the top three factors which would enhance your productivity and your creativity? our c output to Overview Factors ranging from technology, the surrounding atmosphere to the network of people around and colleagues, affect productivity and creativity levels. However, technology seems to be the key factor for productivity as employees find it easier and more effective to work when equipped with the right IT to help get the job done. Similar to productivity, the people around an employee, the ambiance and atmosphere and technologies help enhance creativity. Having enough space to be creative and brainstorm ideas as well as interaction with people, are important to Generation Y employees. The results around Productivity and Creativity are striking and have been consistent throughout the survey. Productivity is triggered by three factors: 1. The people around the workplace 2. The ambiance and atmosphere within the workplace 3. The technology we are provided with While Creativity is triggered by the same three factors, but not in the same priority: 1. The technology we are given to carry out our work 2. The ambiance and atmosphere around us 3. The people we work with 18-25yrs 26-35yrs 36-45yrs 46-55yrs 56-65yrs Creativ- Produc- Creativ- Produc- Creativ- Produc- Creativ- Produc- Creativ- Produc- Figure 22: Productivity: Generation Y, all countries ity tivity ity tivity ity tivity ity tivity ity tivity Top Technol- Technol- Technol- Technol- Ambiance Technol- People People People People ogy in ogy in ogy in ogy in & Atmo- ogy in Around Around Around Around 1 office office office office sphere office Recommendations Top Ambiance Ambiance Ambiance Ambiance People People People People People People & Atmo- & Atmo- & Atmo- & Atmo- 2 around around around Around Around Around Privilege team work to boost creativity sphere sphere sphere sphere Technol- Ambiance Technol- Ambiance Technolo- Ambiance Technolo- Ambiance Technolo- Ambiance Provide a wide range of workspace to support productivity Top ogy in & Atmo- ogy in & Atmo- gy in the & Atmo- gy in the & Atmo- gy in the & Atmo- Provide the right technological support to employees to support productivity 3 office sphere office sphere office sphere office sphere office sphere Create a working environment with an ambiance and atmosphere which promote interaction and team working 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 Technology + Ambiance & Atmosphere + 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. People around = Creativity and Productivity 58 59 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 31. Behind Creativity & Productivity Results: One of the least understood implications of What is productivity and how does it differ from the shift from an industrial to a service-based performance? There is twenty years of research on design and knowledge economy is that the high-performance work systems centred around physical workplace is becoming a key resource organisational structures, systems and processes, in leveraging conversations, social learning, which all function together to create environments collaboration and contemplation. Architects, that energise workforce competence33&34. This is facilities managers, and furniture suppliers are consistent with CEO responses in recent global leading the charge in recognising that workplace surveys. They said that business model innovation, design influences performance. Strategic HR is creating organisational capabilities to engage beginning to understand the role of the workplace in strategic partnerships and collaboration, and and workplace design in new ways of working39. availability of talented people are top priorities for them in these difficult business conditions45. We all know from personal experience that the quality of air and lighting in a workplace The physical workplace is now a crucial additional can influence productivity. As the need for component to the high-performance work mix. effectiveness in complex social interactions Environments for generating human capital are replaces the efficiency demands of routine created by job design, support for continuous work, the psycho-social aspects of the working learning, challenging and meaningful work, and fair environment become significant in influencing reward. We have already noted that workplace design productivity. Layout of primary spaces, can shape and influence work flows through layout provision of common areas, and meeting and and spaces for different work modes. Organisational learning spaces mediate our ability to interact sub-cultures can be so deeply engrained that co- with colleagues in a visually and emotionally location does not prevent silo behaviour. Job design, stimulating environment40&41. specifying joint responsibilities across cultural boundaries, can be used to augment workplace Measuring productivity is notoriously challenging. design to encourage collaboration. Isolating the contribution of workplace design characteristics from other elements of productivity According to the respondents, creativity in the is not easy. There are suggestions that ‘knowledge workplace is triggered mostly by the individuals and understanding of productivity and workplace around you and your surrounding area, the design is its infancy’. Even so, there is accumulating workplace and its ambiance and atmosphere. The evidence that workplace design impacts positively technology support is also nowadays essential and on workforce performance42. becomes the third most important ingredient in Photographer: Oriane Pesquier the recipe of creativity at work. 60 61 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 32. 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 Facilities Management Support Services easily reachable.... Don’t forg to right size the ‘perfect workplace’… Focus Galith, 1984 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. Reception and Secruity We can observe some differences per industry sector, with the Finance and Media sectors having higher requirements. 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 League table: Support Services 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). India is the most demanding country The 18 to 25 yrs old are the The Generation Y preferences in particular are most demanding age group very high compared to the rest of the sample, The Finance Industry and with requirements for 5 stars to 7 stars services, Media, Communication & requesting a high level of reception services as far Marketing Industry are the as dedicated concierge services on-site. It follows most demanding industry the Generation X requirements, but to a higher sectors service level. Male employees are more demanding than female employees Figure 23: Reception Services: Generation Y 18-25 yrs old, all countries 62 63 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 33. Catering and Social Facilities Access to on-site catering services is also very broad, ranging from conventional staff restaurant / The workplace becomes more than just a place to work: it is social structure. Equally 29% of the canteen to snack bars and coffee shops on-site. Access to social space is also a preference: from shops Generation Y would like to have a gym on site and as well as communal facilities, demonstrating that the on site, which reflect a demand for multi-functional and mixed use facilities, to various type of venues workplace is more than a place to work, but also a place to socialise. The evidences demonstrate that like bars, clubs and sport facilities. 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 Figure 26: Social Facilities on site, Generation Y, all countries 2% of the 18-25 years old choosing not to have any catering facilities on site. Recommendations Figure 25: Food Facilities on site, Generation Y, all countries 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 A collection of shops and local amenities is preferable on site or withiin close proximity 64 65 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 34. Environmentally Environmentally friendly Environmenta lly aw are Compliant LEED or BREEAM assessed (in cluding BREEAM In-use self Encourage sta ff to have an Compliant with environment al nmental considerations into any environmental ass essment tool) Incorporate enviro ff in awareness See king legislation Compliance maint ained Actively engage and educate sta LEED or BR Environmental issues workplace changes/procurement align EEAM assess ment by resources required and ly in the workplace Certified or Compliant with how to be environmentally friend with environmental integrated into workplace Management Systems Compliant legislation Mo with ISO 14001 Environmental nitor the envi ronmental management where appropria te nmental improvement targets and performance env ironmental legislation Set enviro of of the workp lace Have Focus Annually assess compliance. nitor environmental performance some environm programmes to achieve these Mo programmes in ental managem ent tinuous improvement options. the workplace and look for con place to minim ise impact. How green would you like your workplace to be? 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: Figure 28: Environmental requirements for the workplace – per age group, all countries 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 But they are not the only generation calling for green employers. The older generations are even new way of living with 96% of the 18-25 years old aspire to work in a greener office against 98% of the greener, with a mere 2% of our 26-35 years old looking for barely compliant employers. 26-35years old. Actually the 26-35 years old are far more focused on environmental issues than the 18- 25 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. 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 These two young generations are eager to embrace an environmental way of working and employers Figure 27: Environmental Workplace: Generation Y 18-25 yrs old, all countries must adopt a green office environment to attract and retain these young employees. 66 67 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 35. 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? 70.3% want to have recycling bins 47.4% want a water saving devices 52.7% want stand by devices on all electrical equipment Figure 29b: Environmental requirements for the workplace per industry sector, 18-25 years old 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 If we look closely to the 18-25 years group per country, we can notice some differences, but overall, the physical aspects of the workplace, but also in their way of working: flexible working, travel patterns etc, generation Y is expecting a green deal from their employer and evidence of environmental solutions as we noticed earlier. 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 Recommendations beyond minimum compliance. 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 68 69
  • 36. A crisp, clean, private when necessary - both visual and noise distractions must be able to be shut out entirely. Workplace Brightness of work space must ise. be as controllable as the no Focus: 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 well- being 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. 70 71 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Intellectual Property Johnson Controls, Haworth and iDEA.
  • 37. Figure 30: Preferred style in the workplace per age group and country Figure 32: Style per gender - 18-25 years old The style they aspire to see in their office is modern and contemporary rather than minimalist and classic. These results are actually comparable to other age group and a general trend across the data sample we collected. We can observe greater variations of choice per gender as 54% of female would like a modern interior against 39% of male. It is also interesting to see that 17% of men would prefer a minimalist working environment against only 7% of women. Women have also a tendency to prefer more natural finished than men. d No matter how much time an the effort you put into making s, Figure 31: Colours on the wall – 18-25 yrs old, all countries quality of the surrounding Figure 33: Finishes per gender – 18-25 years old it’s the mood created by e Overall, the generation Y tends to prefer subtle, relaxing and the workers which make th The level of finishes is something we notice very easily when entering any workplace and clearly rce clinical colours on the wall, contrary to common belief that this workplace. A happy workfo it matters to the generation Y. They prefer more natural and soft finishes and do not aspire to see generation is extravagant in their style. is a better one! industrial, cold rough finishes like tiles, concrete or the old vinyl type of floors. The Chinese are the most attracted to hard surfaces like tiles, but by only 11% of the 18-25 years old. The Indian Generation Y is keen on soft finishes like carpets with 35% preferring it against only 28% of the UK 18-25 years old. Alex, 1988 60% of the US 18 to 25 years old prefer natural finishes like wood against 40% of the Chinese. 72 73 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 38. Lighting As 61% prefer a natural and/or artificial lighting and 33% a half artificial/half natural lighting in their office, it is evident that the layout of the workplace must be careful designed to respond to these needs. We all know from personal experience that the quality of air and lighting in a workplace can influence productivity and well being. As the need for effectiveness in complex social interactions replace 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 as well as meeting and learning spaces mediate our ability to interact with colleagues in a visually and emotionally stimulating environment46&47. Figure 34: Preferred finishes in the workplace per age group and country 82% of the genration Y prefers to have natural floor finishes like wood and carpet, offering a soft touch Figure 35: Level of Lighting in the office and feel on their environment. 74 75 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 39. Art @ work The question of Art in the workplace is very controversial as not everybody appreciates nor likes Art. Exactly the same answers applied to the Generation X. These Often Art is an exhibition of wealth and the common understanding is that if an organisation can afford results demonstrate that the Generation Y does not differ from to invest into Art, then it is a wealthy organisation. Although the reality of corporate investment into Art the overall global sample and overall Art has a little importance is somehow very different: in the workplace. However if we breakdown the answers per industry sector, we can start to observe major differences. Art could be a stable financial investment and a demonstration of an organisation capital investment Art is often used to promote local talent and support local communities Art is a symbol to promote a company culture, tradition and values Art is decorative as designer furniture are Art is inviting employees to explore new horizons Art gives an identity to a space It is also argued that Artwork can provide a well-needed distraction to prevent excessive concentration on a computer monitor and if the workforce is in a creative industry, then displaying art can provide inspiration, trigger creativity and impact on productivity. So how does this question of Art matters to the Generation Y? Is Art an important element in our working environment? Overall, across our sample of respondents, 59% agreed that a little presence of Art in the office is enough. Only 8% prefer a lot of Art in the office, with 3% actually having no particular attraction to Art in the workplace. Figure 37: Preferences for Art in the workplace per industry sector, 18-25 years old, all countries Recommendations: Preferences in terms of the look and feel of the working environment are also interesting. Natural finishes are a preference across the sample of respondents and the majority privileged natural features Offer a modern, open and light working environment Figure 36: Level of Art in the workplace - 18-25 yrs old, Privilege natural fittings and lighting around the working environment all countries Consider Art in the working environment Particularly, the Art & Design sector leads the way with 23% of their respondent preferring a lot of Art in their workplace, against only 3% in the financial sector but still being the sector with the highest demand for Art in the Workplace with the Media, Marketing and Communication Sector. 76 77 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 40. g “Engagement is about creatin to connect opportunities for employees rs with their colleagues, manage also and wider organisation. It is t where about creating an environmen Emotional Engagement employees are motivated to wan t to really connect with their work and .”48 care about doing a good job Emotional engagements is elusive and no wonder since it encompasses strength of feeling towards work, our colleagues and our physical surroundings, all of which interact in non-simple Enterprises are fragmenting into eco-systems ways. Achieving emotional engagement is the of partnerships and nomadic work-on-the-go is holy grail of workplace design in the emerging normal. Consequently workplaces are themselves innovation age, where knowledge is created and transforming, kaleidoscope-like, into patterns shared through networks. Understanding how of distributed and virtual configurations. The people work and socialise in networks, and how plethora of public spaces available through wifi their workplace environments help or hinder them, allows permanently connected knowledge workers is now fundamental and urgent. choice in where they work based on what mood they are in, what they have to do and who they Emotional engagement is an outcome of the have to be with. This self-determination satisfies strength of feeling we have towards work, our their emotional needs. colleagues and our physical surroundings, all of which interact in non-simple ways. It is influenced “It is becoming commonplace for a cafe to be by having the opportunity, desire and the right full of people ... more engaged with their in-box sort of environments, which allow us to connect than with the people touching their elbows. These with work and each other49. Achieving emotional places are physically inhabited but psychologically engagement is the holy grail of workplace design evacuated ” in the emerging innovation age, where knowledge The Economist50. is created and shared through networks. It is conceivable that there might come a day when Understanding how people work and socialise in offices are no longer considered necessary and networks, and how their workplace environments knowledge workers, like armies of freelancers help or hinder them, is now fundamental and urgent. currently do, take responsibility for sourcing their own workspaces. For the moment though, An overwhelming amount has been written about the provision of appropriate workplaces remains how to influence intrinsic motivation, a close largely with employers. Observations from hybrid relative of emotional engagement, by focusing on ‘third places’, public spaces and workspaces away combinations of social relationships, technology, from the office environment, show that emotional job design and business processes. The role engagement is about much more than the physical of the workplace is rarely considered. That is workplace. It is no longer enough that people changing rapidly. The workplace is taking centre- are co-located; they are more often interested in stage as people come together to socialise, what’s happening on their digital devices than Photographer: Oriane Pesquier collaborate and learn. We also need space for the people sitting next to them. Space can be isolation and contemplation. physically inhabited but psychologically evacuated51. 78 79 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 41. The environment should Quality over Quantity be harmonious providing (of space, and amenities). opportunities to learn, to Efficient workspaces ployee Workspace collaborate and help the em promote efficiency. tivity to achieve maximum produc Molly, 1982 as well as providing a good own opportunity for his or her Focus growth and their goals. What individual workspace would you prefer to have? Would you like to personalise your desk? Nitin, 1988 What size of workspace would you feel comfortable with? Overview Within the working environment all employees would like to have their own desk. People feel that by having a desk it provides them with a sense of status and a form of identity. The tendency in Europe is to have one desk per person. In recent years, organisations have introduced clean desk policies and are encouraging their employees to depersonalise their space. But our emotional engagement in the workplace often means that this sense of belonging within the space is often link to our perception of individual space. Emotional engagement is an outcome of the strength of feeling we have towards work, Figure 38: Comfort with Space: all respondents – per country our colleagues and our physical surroundings, all of which interact in complex ways. It is influenced by having the opportunity, the desire and the right sort of environments, which allows us to connect with work and each other. Understanding how people work and socialise in networks, and how their workplace environments help or hinder them, is now fundamental. The role of the workplace is rarely The level of comfort with space varies widely depending on the country, the culture and age groups. considered, but that is changing rapidly. The workplace is taking centre-stage as people come together Overall, we can observe that the majority of people are comfortable in a measure of space of 10 to 16 to socialise, collaborate and learn. Simultaneously, we also need space for isolation and contemplation. square meters (107 to 170 square feet), which is a normal and fairly standard average. We could have expected much higher figures and measures of scale, on the basis than the perception of more space is always wanted. Results: Again, here amongst the generation Y, women feel more comfortable in a larger space than men. The physical workplace is an asset with quantifiable business impact and top-performing companies design their workplaces to support collaborating, learning, socialising and focusing This includes primary workspaces, common areas, meeting areas and training areas . Although essential, this is not enough. Job design, where joint responsibilities are allocated across cultural boundaries, is also essential. A whole system approach , integrating strategic IT, HR and workplace design, is essential to enable emotional engagement in the workplace51. Figure 39: Level of comfort with space, sqm per person, 18-25 years old 80 81 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 42. Brake the spatial design rules. Cheaper and faster e is sometimes better for th office environment. Esmi, 1981 Some countries offer far more potential to embrace flexible working. China compared to the US is far less dependent on personal space. With 80% of the young American preferring to have their own desk against only 55% of the Chinese. The potential for desk sharing is also far greater in China than in any other country we studied, with 27% of the 18-25 years old ready to share a desk and 18% who would consider using a hot desk. Recommendations: Dedicated individual spaces are a necessity Identify potential to introduce desk sharing for nearly a fifth of the young workforce Promote flexible working policies Impose clean desk policies to boost desk sharing Figure 40: Individual workspace: Gen Y 18-25 yrs old, all countries Allow for moderate personalisation of individual spaces while at work On top of their emotional engagement with their workspace, the generation Y are also territorial and want to call their space their own. 70% of the generation Y respondents prefer to have their own desk and as mentioned earlier, personalise them. Less than a quarter (18%) are open to share their space with other individuals and even less to access a hot desk or hotel desk while at work. These results demonstrate a certain lack of collectivism of this workforce, but a need to find an identity within their workspace and how they are attached and perceive their environment. Figure 41: Individual space preferred at work, 18-25 years old, per country 82 83 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 43. days Too much emphasis these e is put on self. I’d like to se people recognizing that team goal effort towards a common Social Networking is in your best interest. Ledine, 1970 Scanning the multitude of media pronouncements on Generation Y, you could be forgiven for thinking that the demographic deficit of retiring Baby Boomers and insufficient Generation Y replacements is why we are all so interested in them. But the numbers game is not it. No, it is the social revolution they are triggering. Youth culture Core elements of social networking technologies operates through “self-constructed networks of are profiles, ‘friends’ that constitute a selfdefined shared social practice and sets behavioural trends social group, and a comments function where that influence people of all ages”. We know that public interactions and relationships with others connecting, talking, sharing, tagging, and creating are displayed . How is Generation Y using social and distributing content is a natural behaviour networking technologies? According to Joshua for them. They are taking their social habits March, CEO of iPlatform and himself in the into the workplace to the enormous advantage Generation Y demographic, “Generation Y is of enterprises, which have not yet realised it! Facebook ‘friend’ widely. Status updates through Employ a member of Generation Y and you get Facebook or Twitter begins to be more engaging the advantage of their entire network, which they as you elect to follow what others say. bring with them to work every day through their Communication within a wider network of weaker permanent connectivity. connections creates opportunity for ‘water cooler’ conversations and the opportunity to get to know Among the social networking sites queried in a larger and more diverse group than would be Oxygenz, Facebook was the overwhelming choice possible face-to-face.” of both females & males. There were slight tendencies (maybe suggestive; maybe not) for So what’s the business advantage? Social Facebook and MySpace to be slightly more popular technologies reveal who is connected to whom and among females than males, while LinkedIn may amplify collective intelligence within and across have been slightly more popular among males enterprise boundaries. Used in a corporate setting, than females. the technologies connect previously unknown colleagues around common interests and specific Not that all employers see this networked topics, exchanging, sharing, learning and finding sociability as an advantage. A fear of time-wasting answers. They show who the high-performers are, has led to many organisations banning access to where value is created, who creates it, and the social networking sites. This might just be a futile roles key people play in sourcing and acting on attempt to hold back the tide. A swell of online new, value-creating knowledge. Another benefit of articles, blogs, publications56, research and books the technologies is that they shrink social distance indicate a growing appreciation of the business within a distributed workforce. advantages of social networking technologies. Generation Y themselves will force change as they Generation Y have unleashed the social seek out employers of choice. networking genie. Smart businesses know that technologies are not going back in the bottle and Adoption of enterprise social networking will are learning to embrace the social revolution, accelerate as Generation Y makes their presence adapting their business processes and ways of felt in the workplace57. working and managing. 84 85 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 44. Everything depends on the culture of the company. The ould policies of the company sh be to encourage employees Collaborative Working Environment to work in teams, to think re about their colleagues befo themselves. Focus: Jaydeep, 1983 What collaborative environment would you prefer to have? Overview: The synergy and cooperation within teams and individuals in the workforce tends to highlight the overall collaborative environment. Whilst some prefer to have formal meeting rooms at work, others prefer informal, break-out areas and a desk-sharing system. Some may prefer team workspaces and on-demand meeting rooms (i.e. room booking systems). Social networking feeds into this as well. But it is important to understand why people go to the office and what the purpose is of collaboration in the working environment. We know from previous studies on ways of working (Flexible Working Survey 2009, www. globalworkplaceinnovation.com) that nearly ¾ of individuals that have a flexible working pattern, go to the office primarily to meet and collaborate. Collaborative working environments are therefore extremely important. Collaborative working environments are therefore extremely important. Figure 43: Access to collaborative spaces, 18-25 years old, per country Results The Generation Y is a social and collaborative workforce. Their relation to space is visible and open. They are far more comfortable in large and open environments and feel comfortable in at least 10 sqm: small and confined spaces do not appeal to them as much. The way we communicate at work and with colleagues has dramatically changed over the last five years and the concept of the network is far more embedded in Generation Y than previous generations. The Generation Y people are social animals and are at ease about communicating remotely and using web 2.0 technologies. A very large majority of the Generation Y (73%) favour informal breakout spaces and ad hoc meeting spaces rather formal meeting rooms to collaborate. Access to collaborative working environment in the 21st century workplace is clearly unavoidable. When most workplaces only dedicate at the most, 30% of their space to meeting rooms and 70% of the space to desks, the reverse balance seems to be the answer to satisfy the younger generation at work. 25% of people in workplaces want to use formal meeting rooms while 41% are more attracted to dedicated team workspaces and 32% Figure 42: Collaborative Environment: Gen Y prefer to have access to breakout spaces. The 18-25 yrs old, all countries preferences are shifting towards the use of informal spaces, rather than formal. 86 87 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 45. The US 18-25 years old appear to have the highest demand for dedicated team workspaces, compared to We can observe major differences between the Generation Y and the Generation X. The older generation the other country we studied. With 47% of the respondents who prefer access to dedicated collaborative are moving away from traditional meeting places towards the use of more informal meeting spaces, even workspaces, against 38% for the UK, 42% for India and 37% for China. Breakout spaces are also in as far as abandoning team spaces, most preferred by the generation Y. demand, both bookable spaces and informal one. China is particularly leading with 43% of the 18-25 years old attracted to this type of space to collaborate, against 28.3% on average for the rest of the sample studied. Figure 45: Choice of collaborative space: per industry sector, all ages Figure 44: Choice of collaborative space: per age group The results per industry sector are even more striking, showing major differences in their ways of working and cultural differences at work. The Art & Design industry is demonstrating how much their creativity depends on having a workplace focused on collaboration The most important The Engineering industry is focused on team based activities thing for me is to feel The Media industry prefers access to a large amount of breakout spaces as if the work I am The Finance sector is more anchored in formal meeting spaces doing is worthwhile and appreciated by others. Recommendations: Jacquelyn, 1989 Team workspaces should be present in every workplace Access to informal collaborative spaces (like breakout spaces) rather than formal meeting rooms 88 89 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 46. Technology Focus: What technologies are you expecting and prefer to have in your workplace? Overview: The presence of technology in the workplace and our day-to-day life has forced change in the workplace: from the integration of advanced technological solutions in our working environment to enhancing our ways of working, communicating and collaborating in the workplace. Having access to printers, laptops and other technological facilities is key to enhance an effective workplace nowadays. Other technologies similar to emails, on-line company chat systems and so on, make it relatively easy to communicate and interact with co-worker. Many of the respondents favoured such technologies to be present in their workplace. Very high Very high Importance expectations expectations Mobile phone Top 1 53.1% 56.7% gave it: very high importance Laptop Top 2 52.8% 49% gave it: very high importance Organiser / Top 3 46.0% 52.5% gave it: very high importance Blackberry Printer Top 4 38.5% 44.9% gave it: very high importance The workplace of the future will embrace more technological innovation, smarter, seamless and sensory. The level of productivity is expected to increase and our level of creativity be enhanced by the use of technologies. Today the Generation Y seems to depend on technology so much, even in their personal lives, that it is crucial to consider the place of technology at work. Results: Recommendations The technology results demonstrate that it is important Mobile technology is a priority to consider the role of technologies in tomorrow’s Mobile and portable technologies should workplace and for the Generation Y. This generation be provided as a priority; laptop rather of 18 – 25 years old has grown up with technology in than PC desktops, Blackberry rather than their day-to-day environment and it is ‘normal’ and mobile phones ‘expected’ for them to have technologies at work, as Limit the provision of printers on desks and good as what they have at home, if not better. promote clean desk policies Their level of expectation is very high, which demonstrate that they would pay attention to it when looking for a job. They also attach a lot of importance to the provision of technologies within their working environment. 90 91 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 47. How technology is transforming work Enter any workplace today and you will find Technology is the most important factor Cloud Computing - Cloud computing is a Social Software and Social Networking technology at the core of its operations. Whether influencing and enabling the scale of change style of computing that characterizes a model in Organizations should consider adding a social it’s an office or industrial environment - wireless within workplaces even today. As a result of the which providers deliver a variety of IT-enabled dimension to a conventional Web site or networking, automation, instant messaging and exponential technological developments, we are capabilities to consumers. application and should adopt a social platform virtual meetings are all playing a fundamental witnessing unprecedented and irreversible changes sooner, rather than later. role in transforming how business is conducted in our society. These changes are affecting the globally. Moving forward, technologies will create way we work and live, influencing our strategic Servers - Beyond Blades -This evolution a faster support infrastructure, more flexible business decision and direction of the workplace. will simplify the provisioning of capacity to meet Unified Communications - This change is workplaces that enable businesses to meet growing needs. The organization tracks the driven by increases in the capability of application the evolving demands from their customers. Research analysts at Gartner identify ten 59 various resource types, for example, memory, servers and the general shift of communications Workplaces have undergone dramatic changes technologies they believe will be of strategic separately and replenishes only the type that is in applications to common off-the-shelf server and during the last number of decades as society importance. Virtualization. Virtualization to short supply. operating systems. makes the transition from an industrial age eliminate duplicate copies of data on the real to a knowledge age. In the wake of these storage devices while maintaining the illusion transformations, new work styles, locations and to the accessing systems that the files are Web-Oriented Architectures - The Internet Business Intelligence - Business Intelligence patterns are underpinning the changes being as originally stored (data deduplication) can is arguably the best example of an agile, (BI) can have a direct positive impact on a company’s experienced in the workplace today. This is giving significantly decrease the cost of storage devices interoperable and scalable service-oriented business performance, dramatically improving rise to a better connected, more competitive and media to hold information. environment in existence. its ability to accomplish its mission by making and increasingly complex work environment smarter decisions at every level of the business from including key features like the emerging trend corporate strategy to operational processes. of knowledge work; the changing demand for EnterpriseMashups - Through 2010, the flexible employment contracts giving rise to leaner enterprise mashup product environment will organisations; and, the increased number of experience significant flux and consolidation, Green IT - Shifting to more efficient products mobile workers. and application architects and IT leaders should and approaches can allow for more equipment investigate this growing space for the significant to fit within an energy footprint, or to fit into a and transformational potential it may offer their previously filled center. enterprises. Despite the transforming potential of technology, Specialized Systems - Heterogeneous systems attitudes and mindsets are much slower to are an emerging trend in high-performance change. Supporting systems, structures, business computing to address the requirements of the processes, and new ways of working and thinking most demanding workloads, and this approach need to be put in place to realise truly radical will eventually reach the general-purpose workplace transformation. computing market. Source http://www.gartner.com/it/page. jsp?id=777212 Figure 46: The Smart Workplace 2030 – Johnson Controls © 2009 92 93 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 48. Conclusion The 18 – 25 years old have never known anything Desk sharing should be introduced to but economic growth and prosperity until last boost flexible working and increase desk year. How will their expectations and behaviour to people ratios change in the face of the unfolding mayhem in the financial markets? We have yet to feel the full force The space allocated to each desk should of this global event. Will Generation Y continue remain within average occupancy standards to be such a special generation, feted and wooed of 8 to 12 sqm per head) for their talent, if the balance of power reverts to employers as labour markets tighten? The workplace should provide a broad range of support spaces to support It remains crucially important to understand different ways of working but most what matters most to the 18 – 25 years old. importantly, should include informal The data reveals a fascinating insight into this space to breakout and collaborate with new generation and how they are and behave colleagues as much as possible compared to previous one. So, what has the OXYGENZ research told us about People should be allowed to work in a mobile the workplace preferences of Generation Y. Based way (on and off campus/business park) with on the data collected over the course of the the ability to flex their working hours survey, we can summarise the following: The facilities services should be of a Buildings should be located in an urban or high standard with access to a range of slightly urban setting on-site catering services from formal There should be a provision for employees restaurants to cafes to primarily use public transport to work, car sharing schemes incentives policies and Access to communal facilities such as limited car parking facilities if possible a gym, gardens, bars and clubs and commercial facilities like banks and The working environment should predominantly: hairdressers should be provided Be modern with subtle and relaxing colours The workplace should be designed to Have a blend of natural and artificial lighting support social interaction and provide opportunities for learning Have natural floor finishes The ambiance and atmosphere of Contain subtle art the workplace is also important – the Photographer: Oriane Pesquier workplace should be used to communicate Strong consideration should be given to corporate culture and values, engage environmental measures and sustainable employees with their colleagues, a major ways of working in the workplace factor to increase creativity Workstations should be dedicated Technology in the workplace should be to individuals with the ability to be incorporated to maximise productivity personalised by the occupant facilitating virtual and face to face engagement 94 95 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 49. World Conclusion Continued... { Representing 57.3% of the total sample 3011 It is conceivable that there might come a day when Recommendations: 18 to 25 year old 50.3% of males and offices are no longer considered necessary. For Having understood the workplace preferences of respondents: 49.7% of females the moment though, the provision of appropriate workplaces remains largely with employers. Our Generation Y, it is important to understand the implication of the findings for employers, facilities 55.6% of respondents are studying results and our observations show that individual managers and real estate owners and investors. engage with their working environments and the Success will be about compromise and determining people around them. the essentials versus the nice to haves. There is a common belief that people are more Location: Location often interested in what’s happening on their Urban to Slightly Urban digital devices than the people sitting next to them. 71% would prefer to work in an urban But the Oxygenz results demonstrate again that setting against 29% in a rural setting. work is inherently social. Organisations now have Design: the opportunity to view the Generation Y sociability Modern, well light, subtle with natural and soft A modern or contemporary style with as a source of business advantages, giving them materials subtle; clinical, relaxing colors. access to the collective intelligence available across 39% would prefer only natural light in organisational boundaries and contained within their working environment. Generation Y’s extended personal networks. Sustainability: Strong emphasis on sustainable ways of All countries: 18-25 years old individual space Recognising the value of networked sociability and working preferences. enabling it through the design of the workplace Provision for employees to drive and use and organisational support environments will public allow businesses to tap into the powerhouse of the Transport, promoting cycling to work Generation Y energy, innovation, knowledge and creative potential. Functionality: Dedicated desks with scope for sharing Travel Space per desk above average standard 40% by car of which 30% would prefer to Wide range of support environments drive a hybrid car Range of different support environments Supporting flexibility in terms of time and 14% cycling location is key Support social interaction and opportunities 10% by motorcycle or scooter for learning 19% by public transport 17% walking Facilities: Very high standard of facility services All countries: 18-25 years old preferences and Access to social facilities expectations for working. Top 3 priorities when chosing an employer: 57% would prefer to have an employer which 1. Opportunities for Learning Technology: provides a workplace which goes beyond 2. Quality of Life Seamlessly incorporated to enhance productivity environmentally compliance. 3. Work Colleagues Mobile technology should be a priority 96 97 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 50. India China 897 Total number of Generation Y respondents in India: { 80% are between 18-25 years old (68% of males and 32% of females) 75% of respondents are studying 660 Total number of Generation Y respondents in China: { 74% are between 18-25 years old (31% of males and 69% of females) 67% of respondents are studying Location Location 84% would prefer to work in an urban 70% would prefer to work in an urban setting against 16% in a rural setting. setting against 29% in a rural setting. A more modern rather than contemporary A more modern rather than contemporary style with subtle; clinical and relaxing, style with subtle; clinical colors. vibrant and colourful interior. Only 28% would prefer only natural light Only 30% would prefer only natural light in their working environment. in their working environment. India: 18-25 years old individual space preferences China: 18-25 years old individual space preferences 75% prefer to work in mobile way but 92% would 77% prefer to work in mobile way but 94% would like to personalise their individual space. like to personalise their individual space. Travel Travel 49% by car of which 65% would prefer to 21% by car and of which 48% would prefer drive a hybrid car to drive a hybrid car. 8% cycling 19% cycling. 18% by motorcycle or scooter 9% by motorcycle or scooter. 16% by public transport 31% by public transport. 9% walking 19% walking India: 18-25 years old preferences and China: 18-25 years old preferences and expectations for working patterns expectations for working patterns Top 3 priorities when chosing an employer: Top 3 priorities when chosing an employer: 62% would prefer to have an employer which 59% would prefer to have an employer which provides a workplace which goes beyond 1. Opportunities for Learning provides a workplace which goes beyond 1. Opportunities for Learning environmentally compliance. 2. Quality of Life environmentally compliance. 2. Advancement and promotions 3. Meaningful Work 3. Quality of Life 98 99 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 51. USA UK 1217 Total number of Generation Y respondents in USA: { 44.3% are between 18-25 years old (46% of males and 54% of females) 77.9% of respondents are studying 607 Total number of Generation Y respondents in UK: { 47.1% are between 18-25 years old (50.25% of males & 49.75% of females) 55.6% of respondents are studying Location Location 79% would prefer to work in an urban 73% would prefer to work in an urban setting against 21% in a rural setting setting against 27% in a rural setting A modern or contemporary style with A modern or contemporary style with subtle; clinical and relaxing colors subtle; clinical, relaxing and vibrant colors 47% would prefer only natural light in 48% would prefer only natural light in their working environment their working environment USA: 18-25 years old individual space preferences. UK: 18-25 years old individual space preferences 78% prefer to work in a mobile way but 89% would 82% prefer to work in a mobile way but 89% would like to personalise their individual space. like to personalise their individual space. Travel Travel 51% by car and 34% would prefer to drive 34% by car, and 30% would prefer to drive a hybrid car a hybrid car 7% cycling 12% cycling 9% by motorcycle or scooter 7% by motorcycle or scooter 15% by public transport 16% by public transport 18% walking 30% walking USA: 18-25 years old preferences and expectations UK: 18-25 years old preferences and expectations for working patterns. for working Top 3 priorities when chosing an employer: Top 3 priorities when chosing an employer: 51% would prefer to have an employer which 61% would prefer to have an employer which provides a workplace which goes beyond 1. Meaningful Work provides a workplace which goes beyond 1. Work Colleagues environmentally compliance. 2. Quality of Life environmentally compliance. 2. Opportunities for Learning 3. Work Colleagues 3. Meaningful Work 100 101 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 52. ITWeb2.0 Platform Way of Working Sustainability Socialability What are the implications for employers? If we explore now the implications for, employers, real estate owners and investors and facilities managers and service providers, as well as human resources strategies, we recommend our Industry to Location consider the following issues: Cost Real Estate Efficiency Real Estate Infrastructure Travel It is clear that Generation Y would prefer an urbanised location however this conflicts with their preference to drive to work. Support Services Facilities Reception Management An urban location will contribute to meeting a number of other key preferences such as: IT The ability to leverage public transport networks contributing to more sustainable ways Environmental Policies of working. Design Image Workplace A Workplace to Access to social and commercial facilities such as gyms, restaurants and bars. Style attract and retain The city can be an extension of the working environment facilitating collaboration and creativity Atmosphere talent from the in a non-office environment. Work settings Generation Y Human An urban location will most likely be the more expensive location when compared with business Individual space Resources parks and rural locations however the urban location does allow an employer to tick a number of Collaborative space the Generation Y boxes. A sustainable Shared space and social Hidden costs such as providing dedicated, on-site facilities may need to be considered when Support space Social structure and comparing potential locations. Virtual space Structure a physical Work style and virtual Facilities Management Mobility status environment in HR Contract which people FM today is just as much about supporting people as it is managing buildings. The preference of Working patterns Technology Generation Y suggest that this will need to go further in the future providing high quality people focused work, evolve Managerial Style Platform services akin with a hotel concierge. and grow as individuals and FM will need to work closer with HR and RE to clearly articulate the business benefits of improving teams. service quality and providing subsidised or on-site access to social and commercial facilities. Sustainability will be key and should be front and centre in the workplace and an factor of choice Green Networked Mobile Cloud for the generation y when choosing an organisation and an employer. 102 103 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 53. Workplace There is a clear preference for flexible working and being able to choose when and where to The workplace can directly support and influence these findings through an office environment that conduct work with the ultimate aim of achieving a sustainable work / life balance enables individuals and teams to collaborate and engage with each other. It remains crucially important This contrasts with the Generation Y’s preference for dedicated workstations and the ability to to understand what things matter most to the 18 – 25 years old. The data reveals a fascinating insight personalise their work space as they are able to personalise their web applications to establish into this new generation and how they are and behave compared to previous one. The initial results their own identity confirm the characteristics that are attributed to Generation Y. There are five aspects of the initial The desire to work with slightly more than the recommended amount of space per workstation findings we should draw attention to: was also reflected but is not critical if addressed carefully While the financial benefits of flexible working are clear work will have to be done with the Their desires and expectations of mobility and flexible working Generation Y to help them to trade their dedicated desk for mobility and team oriented spaces Their focus on team working and collaboration (both formal and informal) Because the possibility exists (due to technology) for the Generation Y to work in any location the The high value they place on opportunities for learning workplace needs to be less structured and focus on supporting a mixture of work settings The importance of the physical environment in which they work Work setting “choice” is key not only in the designated office but also in urban space in the form How strongly environmentally concious they are of public amenities and community spaces supported by technology Their sociability What has been very evident in the Oxygenz survey is that the Generation Y three important factors are “Opportunities for Learning”, “Quality of Life” and “Work Colleagues”, The generation Y is inherently social, team focused and embraces flexibility. Organisations now have the Their creativity and productivity is triggered by three major factors: “The people around them”, opportunity to view the potential in the Generation Y at work, embrace their environmental consciousness colleagues and collaborators, “The ambiance and atmosphere” in the workplace through the and consider their emotional engagement with their workplace as a source of business advantages. design, layout and facilities but also people, and “The technology” solutions they are provided with. It is conceivable that there might come a day when offices are no longer considered necessary. For the moment though, the provision of appropriate workplaces remains largely with employers. Our results Information Technology / Web 2.0 platform and our observations show that individual engage with their working environments and the people around them. Employees must provide the latest range of mobile technologies Sharing printing facilities must be widely accepted and promoted There is a common belief that people are more often interested in what’s happening on their digital Access to social networking tool during work is recommended and should not be neglected as a devices than the people sitting next to them. But the Oxygenz results demonstrate again that work is powerful tool to support team building and networking within the workplace boundaries inherently social. Organisations now have the opportunity to view the Generation Y sociability as a source of business advantages, giving them access to the collective intelligence available across organisational boundaries and contained within Generation Y’s extended personal networks. Human Resources Recognising the value of networked sociability and enabling it through the design of the workplace and Flexible working contracts must be the norm and are expected from most employees to enable a organisational support environments will allow businesses to tap into the powerhouse of the Generation better work life balance, minimise constraint to work and reconcile family life with working life. Y energy, innovation, knowledge and creative potential. Access to flex time and ad hoc working hours must be considered and widely accessible to all employees. The mobile nature of a flexible working style has a positive impact on the need to travel at traditional times of day enabling a more balanced life style Green travel schemes should be promoted to limit the use of cars to travel to the office Learning and Development opportunities should be offered within the working experience 104 105 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 54. Footnotes 1. http://www.spectator.co.uk/business/the-magazine/entrepreneur/654421/part_3/the-workplace- 17. http://www.usatoday.com/money/workplace/2005-11-06-gen-y_x.htm diva-has-arrived.thtml 18. http://www.marketresearch.com/product/display.asp?productid=1282382 2. Martin, C. And Tulgan, B. (2006) Managing the Generation Mix, 2nd Edition, HRD Press. 19. U.S. data are based on official estimates and projections. Population estimates for 1950-1999 are 3. KPMG International Research Report, 2007. The Impact of Digitalization: A Generation Apart. based on the resident population plus the armed forces overseas. Population estimates for 2000- 2008 are for the resident population and are based on Census 2000. The estimates are produced 4. Castells, M., Fernadez-Ardevol, M., Linchuan Qiu, J., Sey, A. (2007). Mobile Communication and using vital statistics through 2007 and survey data on international migration (supplemented with Society: A Global Perspective. MIT Press, Cambridge, Massachusetts. administrative data) through 2007. 5. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/ 20. http://www.usnews.com/articles/business/your-money/2009/07/21/a-financial-roadmap-for- Talking+About+my+Generation.htm generation-y.html 6. http://www.spectator.co.uk/business/the-magazine/entrepreneur/654421/part_3/the-workplace- 21. http://blogs.harvardbusiness.org/erickson/2009/02/global_generations_focus_on_in.html diva-has-arrived.thtml 22. http://www.zdnetasia.com/news/business/0,39044229,62042726,00.htm 7. Martin, C. And Tulgan, B. (2006) Managing the Generation Mix, 2nd Edition, HRD Press. 23. http://www.primacy.com/primetimes/200804/asia.html 8. Ask Gen Y Research Report, 2007. http://www.askgeny.com/research.php 24. http://www.primacy.com/primetimes/200804/asia.html 9. Howe, N. and Strauss, William (2007). The Next 20 Years: How Customer and Workforce Attitudes Will Evolve. Harvard Business Review, Jul/Aug2007, Vol. 85 Issue 7/8, p41-52 25. U.S. data are based on official estimates and projections. Population estimates for 1950-1999 are based on the resident population plus the armed forces overseas. Population estimates for 2000- 10. http://www.news.com.au/story/0,23599,22727730-2,00.html 2008 are for the resident population and are based on Census 2000. The estimates are produced using vital statistics through 2007 and survey data on international migration (supplemented with 11. http://blog.penelopetrunk.com/2007/10/17/the-real-deal-about-gen-y-theyre-inherently- administrative data) through 2007. conservative/ 26. http://www.publiclibraries.com/authors/mico14/chinageny/ 12. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/ Talking+About+my+Generation.htm 27. http://www.gallup.com/poll/15934/Chinas-Gen-Bucks-Tradition.aspx 13. It’s 2008: Do They Know Where Their Talent Is?, Deloitte Research Report, 2004 28. U.S. data are based on official estimates and projections. Population estimates for 1950-1999 are based on the resident population plus the armed forces overseas. Population estimates for 2000- 14. U.S. data are based on official estimates and projections. Population estimates for 1950-1999 are 2008 are for the resident population and are based on Census 2000. The estimates are produced based on the resident population plus the armed forces overseas. Population estimates for 2000- using vital statistics through 2007 and survey data on international migration (supplemented with 2008 are for the resident population and are based on Census 2000. The estimates are produced administrative data) through 2007.. using vital statistics through 2007 and survey data on international migration (supplemented with administrative data) through 2007. 29. http://www.primacy.com/primetimes/200804/asia.html 15. Making Talent a Strategic Priority, McKinsey Quarterly, 2008 30. http://www.publiclibraries.com/authors/mico14/chinageny/ 16. Age structure of the world – 2006 CIA World Factbook 31. Mid-2006 Population Estimates: United Kingdom; estimated resident population by single year of age and sex, http://www.statistics.gov.uk/hub/index.html 106 107 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 55. Footnotes Continued... 32. http://www.statistics.gov.uk/downloads/theme_labour/LMS_QandA.pdf 47. Gensler, 2008 Workplace Survey, United Kingdom; 2008 Workplace Survey, US. 33. U.S. data are based on official estimates and projections. Population estimates for 1950-1999 are 48. Chartered Institute of Personnel Development Research Insight Reference 4678. Employee based on the resident population plus the armed forces overseas. Population estimates for 2000- Engagement In Context. December 2008. 2008 are for the resident population and are based on Census 2000. The estimates are produced using vital statistics through 2007 and survey data on international migration (supplemented with 49. http://www.gensler.com/uploads/documents/2008_UK_Workplace_Survey_11_19_2008.pdf; Towers administrative data) through 2007. Population data in the IDB for 2009-2050 are projections of Perrin, Attracting And Engaging Talent. http://www.2017.uwaterloo.ca/ the resident population. The projections originate with a base population from Census 2000 and are produced using a cohort-component method. Projections are based on historical trends in vital 50. The Economist, Nomads At Last: A Special Report On Mobility. April 12th 2008. statistics data through 2003 and administrative data on legal immigration through 2002. 51. The Economist, Nomads At Last: A Special Report On Mobility. April 12th 2008. 34. The Impact of Digitalization – a generation apart, KPMG International Research Report, 2007. 52. http://www.gensler.com/uploads/documents/2008_UK_Workplace_Survey_11_19_2008.pdf 35. Making Talent a Strategic Priority, McKinsey Quarterly, 2008 53. Towers Perrin, Attracting And Engaging Talent. http://www.2017.uwaterloo.ca/ 36. It’s 2008: Do You Know Where Your Talent Is?, Deloitte Research Report, 2004 54. Castells, M. et al (2007). Mobile Communication And Society: A Global Society. The MIT Press, 37. http://www.designcouncil.org.uk/en/About-Design/Design-Disciplines/Workplace-design/ Cambridge, Massachusetts. 38. Florida, R. (2005). Cities and The Creative Class. Routledge, London. 55. http://www.accenture.com/Global/Accenture_Blogs/Ed_Gottsman/November_2007/ Talking+About+My+Generation.htm 39. CIPD (Charted Institute of Personnel Development), September 2008, How Smart Is UK plc? Findings From Organisational Practice. 56. http://www.ashridge.org.uk/website/Content.nsf/FileLibrary/765F31DC1EA5A951802575A100513 8B8/$file/NSN.pdf; http://www.guardian.co.uk/media/pda/2009/feb/23/twitter‐social‐networking; 40. RICS (Royal Institution of Chartered Surveyors), Property In The Economy: Workplace design and http://www.joshuamarch.co.uk/search?q=mukund+mohan; http://www.enterpriseirregulars. productivity - are they inextricably linked? July 2008. com/2993/swiss-re-one-of-the-smart-companies; http://www.boozallen.com/about/article_news- ideas/42033790. 41. Gensler, 2008 Workplace Survey, United Kingdom; 2008 Workplace Survey, US. 57. Financial Times, 27th January 2009. 42. CIPD (Charted Institute of Personnel Development), September 2008, How Smart Is UK plc? Findings From Organisational Practice. 58. http://discovermagazine.com/videos/interview-danah-boyd/ 43. D. Guest, SSDA (Sector Skills Development Agency) Catalyst, Smarter Ways of Working: The Benefits 59. http://www.gartner.com/it/page.jsp?id=777212 And Barriers To The Adoption Of High-Performance Working, October 2006. 44. Pettigrew, A. and Fenton, Y (2000). The Innovating Organisation, Sage Publications, London. 45. PwC 12th Annual Global CEO Survey, Redefining Success, 2009. www.pwc.com/ceosurvey; IBM CEO Study, The Enterprise Of The Future, 2008. 46. RICS (Royal Institution of Chartered Surveyors), Property In The Economy: Workplace design and productivity - are they inextricably linked? July 2008. 108 109 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 56. Key Sponsors Johnson Controls, Global WorkPlace Innovation Johnson Controls Global WorkPlace Solutions is the leading global facilities management solutions iDEA is an independent multi-disciplined design and communications company based in UK and USA. provider. With over 50 years experience in the facilities management business, Johnson Controls has the expertise to deliver comprehensive Workplace strategies that support your global facility portfolio. We offer specialized consultancy in the fields of property, workplace, environment and communication Our approach to facilities management outsourcing is unique. We work with our clients to understand to national and international clients undertaking business transformation. their business needs and then we create tailored solutions designed to meet those needs. We are accountable for implementing our solutions and then for guaranteeing the outcomes promised by iDEA comprises a mobile team of twenty designers with a combined expertise in workplace, interior our recommendations. What we deliver are comprehensive solutions that are good for our customers’ design, sustainability, graphic, digital and print media. organisations. Over the past fifteen years we have gained a reputation for our leading edge approach to design and Global WorkPlace Innovation (GWi) is the research and development programme of Global WorkPlace for the inspired and creative ways we present work to clients through interactive user engagement and Solutions and aims to drive innovation and thought leadership in workplace solutions, globally; support intuitive interface design. customers’ needs and deliver advanced solutions. GWi also aims to challenge the status quo, leading change and delivering added value through innovation excellence. iDEA has a superb portfolio of case studies. To view them, visit www.thinkidea.co.uk Contact: Dr. Marie Puybaraud, Contact: Simon Russell, marie.c.puybaraud@jci.com simon.russell@thinkidea.co.uk +44 (0) 7966 563 167 +44 (0)1743 719070 www.johnsoncontrols.co.uk www.thinkidea.co.uk www.globalworkplaceinnovation.com www.oxygenz.com 110 111 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 57. Partners Industry: Academics: BBC CEPT Deloitte Haworth, Inc. is a global leader in the design and manufacturing of office furniture and organic Chulalongkom University workspaces, including raised access floors, moveable walls, systems furniture, seating, storage and The Smart Work Company wood casegoods. Family-owned and privately held, Haworth is headquartered in Holland, Michigan, and Cornell University serves markets in more than 120 countries through a global network of 600 dealers. The company had e-Work net sales of US $1.11 billion in 2009. Fraunhoffer Institute NEW WOW www.haworth.com & www.organicworkspaces.com Hope College Corenet Global Contact: Paula Bedford, Paula.Bedford@Haworth.com Liverpool John Moore University eOffice Tamassath University Texas University The Hague University Tongjii Univesity University of Central London University of Pretoria University of the West of England University of Wisconsin Wellingkar Institute 112 113 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 58. Authors Dr. Marie Puybaraud, Johnson Controls Dr. Anne Marie McEwan, The Smart Work Company Dr. Marie Puybaraud is Director of Global WorkPlace Innovation (GWi) for Johnson Controls Global Dr Anne Marie McEwan is CEO of The Smart Work Company Ltd, which combines practical work-based WorkPlace Solutions. Marie has managed the GWi Johnson Controls R&D Programme since 2002, leading learning and new management thinking to help senior executives and middle-level managers make the around 15 annual projects to successful completion and disseminating all the findings both internally transition to new ways of working. She has over a decade of experience researching and working with across the global business and externally through marketing and communications activities. Marie businesses, nationally and internationally, making the transition to new ways of working. has more than 14 years of track record as an active researcher in the field of the built environment, She is a visiting fellow at Kingston University Business School in the UK, also a visiting academic at the spanning over a career in academia leading a postgraduate course in facilities management and teaching Academy of National Economy in Moscow, and is member of the UK Work Organisation Network (www. across Europe, in Asia and developing a global network of partners she collaborates with on research ukwon.net). She also co-facilitates Johnson Controls’ Global Mobility Network, a learning network for projects. She also continuously publishes articles in the press, academic publications and specialist senior IT, FM and HR executives, where her work has included tracking workplace trends. journals on her research projects, particularly in the field of workplace, mobile working and flexible Her forthcoming book, Smart Working: Creating The Next Wave, will be published in November 2010 by working, and new ways of working and futures. A regular speaker at both national and international Gower. ISBN 978-1-4094-0456-9. conferences and a writer, she combines her expertise and corporate experience to transfer knowledge to the audience. Throughout the years working for Johnson Controls, she has played a significant role to develop stronger relationships with clients through the R&D activities, building their trust and engaging Eline Leussink, Johnson Controls UK in innovation her colleagues and corporate clients worldwide and members of the research network. Eline Leussink, MA. has an extensive academic background and practical experience within the Knowledge management is core to her success and a continuous activity. Marie holds a BSc (Hons) in Facilities Management arena. Eline has a BA in Facilities Management and an MA in International Construction Management and a PhD in Fire Safety Management. Marie obtained her PhD in July 2001 Business. Before joining JCI as a senior consultant Eline has had operational experience managing FM and was awarded the MacFarlane Medal for best doctorate of the year, excellence in research and major projects for KPMG and Rabobank. Currently working on a variety of consulting projects and business contribution to research. development opportunities, including development of FM Operational and Service Charge Models for the Shard, Europe’s tallest building, Eline’s previous assignments have included FM organisation advice and strategy development for BP and Exxon Mobil’s new development in Luanda, Angola. Programme Management and Implementation of Global WorkPlace Innovation’s Oxygenz research project with And with the input of: Deloitte. FM Services Review and Change Management services for Barclays. FM Design Review / Advice for BBC’s new development in Salford Quays. Programme Management and Due Diligence for Unsiys business opportunity. For all these projects, Eline was the lead consultant. Simon Russell, iDEA Simon has a depth of understanding for the aesthetic and technical possibilities when starting a project Lewis Beck, Associate Director, Johnson Controls UK from the first initial stages. Lewis Beck has 10 years experience in the property, workplace and consultancy arenas and is responsible for leading Johnson Controls Workplace Consulting business in EMEA. Lewis has Being able to communicate at a senior level and manage with disparate organisational groups enables extensive experience of property strategy development and helping global organisations to deliver concept through to delivery. Simon has run high profile new media based communication projects since and sustain productive and effective working environments. the late 80’s. Simon Helped create a new division within iDEA to specialise in offering a media service to existing and And we would like to thanks the following collaborators for their invaluable expert input in the new clients. This role involves working with a team of designers and programmers to deliver IT focussed delivery of this project: media solutions and offer a full design studio service. The media team supports all departments within iDEA and competes with high profile agencies nationally and internationally, services offered include Dr. Jay Brand, Haworth workplace and communication campaigns, print design solutions, and digital communication projects. Kate North, eWork Malavika Kamath, Johnson Controls Singapore 114 115 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 59. Contact Dr. Marie Puybaraud Director Global WorkPlace Innovation Johnson Controls Global WorkPlace Solutions London UK Tel: +44 (0) 7966 563 167 Email: marie.c.puybaraud@jci.com For information about Johnson Controls Global WorkPlace Innovation research & development program go to: www.globalworkplaceinnovation.com Artwork and Design: Amber Pimm-Jones Kieren Nason Media Designer Design & Production Specialist 01743 719070 Johnson Controls amber.pimm-jones@thinkidea.co.uk Global WorkPlace Solutions www.thinkidea.co.uk kieren.nason@jci.com Photography Oriane Pesquier iStock SXC 116 117 Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Global WorkPlace Innovation Intellectual Property Johnson Controls, Haworth and iDEA.
  • 60. Global WorkPlace Innovation Copyright © 2010, Johnson Controls. Confidential. All Rights Reserved. Intellectual Property Johnson Controls, Haworth and iDEA.

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