1

Workplace Redefined

0.0069 in

1945

1950

1955

1960

1965

1970

2010

1975

1980

1985

1990

1995

2000

2005

The Hula Hoop® is launched and sells for $1.98. Twenty-five million were sold in four months.

The XEROX® Model A becomes the world’s first xerographic copier.

The IBM® Selectric typewriter, an influential model of electric typewriters, is unveiled in 1961.

The Busicom desk calculator uses the first commercial microprocessor.

TV color broadcasting begins in 1953.

E-mail starts as a way for multiple users of a time-sharing mainframe computer to communicate.

Gen X

Baby Boomers

Table of Contents 1 Introduction

3 What the Generations Really Want: It’s Not so Different

6 Career Plans: Building Skills and Moving On

8 Ready to Retire … or Not?

10 Bridging the Generational Gaps

12 Hiring Managers Weigh in on Worker Productivity

14 Recession Lessons: Back to Basics

15 Survey Methodology and Demographics

16 About Robert Half

1

0.0069 in

1945

1950

1955

1960

1965

1970

2010

1975

1980

1985

1990

1995

2000

2005

The Nintendo® Entertainment System is launched to eager video game enthusiasts.

IBM launches its ThinkPad line of laptop computers.

Founded in 2005, YouTube becomes the world’s most popular online video community.

MTV, an American cable television network, launches in 1981.

Microsoft® releases its earliest version of the Office suite of productivity applications.

Google is founded. Its name is a play on the word googol, the mathematical term for a one followed by 100 zeros.

Gen Y

any of your staffing needs. For more information on hiring and retention, visit roberthalf.com.

Generations We Surveyed• Generation Y: Born primarily between 1979 and

1999, this generation’s oldest members, ages 21 to 31, are already in the workforce.

• Generation X: Born roughly between 1965 and 1978, workers representing this generation range in age from 32 to 45 years.

• Baby Boomers: Born between 1946 and 1964, members of this generation range from 46 to 64 years.

OverviewHas the Great Recession changed the perceptions of multiple generations about the workplace? Has it re-arranged their priorities and goals for their profession-al lives? What issues concern them most? This report addresses the most notable changes in the workplace in the wake of the recession and the shifting attitudes of employees and employers in a changing economy. It also shows that the experience of working through this difficult period has served to unify generations.

Workplace Redefined is a research initiative that high-lights key trends and provides timely advice to help you recruit and retain talented employee teams of all generations, both now and in the future. We hope you find it useful and invite you to contact us for help with

Introduction

Findings• Foosball Out; Salary, Benefits and Stability In

— Compensation, benefits and company stability are the top three factors for all generations when evaluating an employment opportunity.

• Healthcare and Time Off Are Prized Benefits— These were cited as most important in determining job satisfaction for all generations.

• Many Intend to Seek Greener Pastures— 40 percent of workers said they’re more inclined today to look for new

opportunities outside their firms.

— 31 percent of employees plan to stay put and build tenure with their companies.

• Retirement May Be on Hold— 46 percent of people surveyed plan to work past the traditional retirement age.

• The Multigenerational Workplace Has Benefits and Challenges— 43 percent of workers polled say that varying experience levels and areas of expertise

are the greatest benefits of a multigenerational workplace, but they cite differences in work ethic and approach to work/life balance as the biggest challenges.

— 72 percent of hiring managers find it challenging to manage teams composed of members of different generations.

• Hiring Managers Expect More Productivity — 50 percent of managers polled expect their teams’ productivity levels to increase

as the economy recovers.

— 41 percent of hiring managers say they believe employees are working smarter.

— 33 percent of managers supplement their teams with project professionals during annual workload peaks.

— 33 percent use interim professionals to help with major new projects.

About the ResearchThis white paper summarizes data from a multigen-erational study of currently employed workers in the United States and Canada. Robert Half commissioned a web survey of 1,453 working adults, including 502 hiring managers, sampling men and women from each generation. The purpose of the study was to gain insight into the various generations’ attitudes and opinions about the post-recession workplace and to compare the generational perspectives on:

• Employment opportunities

• Job satisfaction

• Multigenerational work teams

• Career plans

• Work environment preferences

• Retirement plans

1962The Chevrolet Impala is the top-selling car in the United States.

2

3

Salary and Stability for Security’s SakeWithout question, recent economic conditions have sharpened workers’ focus on stability. Having witnessed firsthand the downturn’s impact on the jobless rate, those we surveyed place more weight on jobs that offer greater financial security for the future. In fact, all generations rank working for a stable company and having a strong sense of job security as most important in their current work environment. In addition, baby boomers, Gen Xers and Gen Yers all prioritize salary, benefits and job stability highest when evaluating an employment opportunity.

Generational Differences:• For baby boomers, benefits and company stability

surpass salary in level of importance.

• Gen Yers rank opportunities for advancement and job title higher than do Gen Xers and baby boomers.

What the Generations Really Want: It’s Not so Different 1976

iCom launches the “Frugal Floppy,” an 8-inch drive that retails for $1,200.

• To assist with recruitment and retention, consider flexible scheduling and/or tele-commuting – much-desired benefits for all generations.

• If possible, try to keep compensation in line with or slightly above what competitors in your market are paying. If raises are not possible, consider one-time bonuses.

• Award bonuses as soon as you are able. If they are typically provided annually, consider splitting them into more frequent payouts throughout the year.

• Bonuses and other financial rewards aren’t the only type of acknowledgement that mat-ters; consider offering on-the-spot awards, such as gift certificates or movie tickets.

• When recruiting candidates from all genera-tions, emphasize your company’s competitive salary and benefits, stability, and reputation.

• To retain your best people, support their professional goals and create opportunities for training and career advancement.

• Given that all generations rank dental care among the top three benefits (see Page 5), it could be a smart recruitment and retention strategy to provide this benefit if your company doesn’t already.

for Employers

3

4

What Workers Value MostEmployees were asked to rate the importance of the following work environment factors on a scale of one to 10 (one being least important and 10 being most important):

Keeping an Eye on the PrizeEmployees surveyed were asked to rate on a 10-point scale the importance of the following when evaluating an employment offer (one being least important and 10 being most important):

Having a nice office space

Working for a sociallyresponsible company

Working withstate-of-the-art technology

Having a short commute

Working with a managerI can respect and learn from

Working with people I enjoy

Having work/life balance 8.7

8.6

8.6

7.5

7.1

7.1

6.7

8.8

8.8

Having a strong senseof job security

Working for astable company

Recession LessonsSurvey respondents were asked to identify the most valuable career lesson they learned during the recession:

• Gen Yer: “Focus on skills and knowledge develop-ment to increase your value to your company.”

• Gen Xer: “Don’t take your job for granted.”

• Baby Boomer: “Stability is king.”

Company's charity/philanthropic efforts

Tuition reimbursement

Diversity of company's staff

Job title

In-house training programs

Company reputation/brand recognition

Company leadership

Company location

Opportunities for professional growth/

advancement

Company stability

Benefits

Salary 9.0

8.9

8.9

8.6

8.4

8.0

7.8

7.2

6.7

6.1

6.1

5.8

1977Hungarian Erno Rubik receives a patent for a unique puzzle constructed of interlocking cubes. Since then, more than 300 million Rubik’s Cubes® have been sold.

5

All Work, Little Pay?Employees surveyed said they feel their compensa-tion has not kept pace with the amount of work they’re doing. More than one-third of workers believe they have yet to be fairly compensated for the extra work they performed during leaner times. Perhaps that’s why four in 10 professionals polled are inclined to seek new job opportunities as the economy improves.

Workers were asked if they think they are being fairly compensated for having assumed a greater workload:

Healthcare and Time Off Are Top BenefitsHealthcare is a key concern. All generations rated its importance to their overall job satisfaction at 9.1 out of 10, with 10 being most important.

The second highest-ranking benefit was vacation/paid time off at 9.0 on a scale of one to 10. The long hours many professionals have put in during the recession are likely fueling the desire for time off to recharge.

Generational Differences:• 401(k) plans/Registered Retirement Savings

Plans (RRSP) (in Canada) and bonus programs rank higher with Gen Xers and baby boomers than with Gen Y workers.

• Gen Y employees place more value on on-site perks (e.g., dry cleaning, fitness centers, cafeterias or subsidized lunches), as well as subsidized transportation, gym memberships and snacks or lunch, than other generations.

*Unique to Canada

Employees were asked to rate how important the following benefits and perks are as they pertain to overall job satisfaction on a scale of one to 10 (one being least important and 10 being most important):

Subsidized training/education

Profit-sharing plans

Flexible work hours/telecommuting

Bonuses

401(k)/RRSP* program

Dental care coverage

Vacation (paid time off)

Healthcare/extended*healthcare coverage 9.1

9.0

8.6

8.3

7.8

7.7

7.1

6.9 41% Workload has not changed

37% No22% Yes

“Thirty years of life/work experience and reputation will always beat a recession.”

— Baby boomer survey respondent

6

Post-recession career plans:

Self-Improvement and Self-MarketingIf there’s one lesson employees learned from the recession, it’s that having a variety of skills and wearing many hats can be valuable sources of job security. Perhaps that’s why more than one-third of all survey respondents plan to improve their skill sets to become more marketable. As training becomes a greater focus, employers can benefit from providing opportunities for their teams to learn new skills, hone existing ones and become more tech-savvy. Communication, customer service and project management are examples of areas in which workers of all ages can improve.

Seeking Greener PasturesAlthough job stability is highly prized, more than twice as many workers surveyed say their experi-ences during the downturn have made them more inclined to look for new job opportunities than those who are less likely to switch employers.

Career Plans: Building Skills and Moving On

Generational Differences:• More than one-third (36 percent) of Gen Yers

plan to look for new opportunities in their field.

• 30 percent of Gen Xers and even fewer baby boomers (24 percent) plan to make a move.

19803M introduces Post-it® Notes, which create a whole new category in the marketplace and change people’s communication and organization behavior forever.

Will not make any changes

Work fewer hours

Make a career change

Go back to school

Work more hours

Strive for a promotion

Look for new job opportunities

Build tenurewith my company

Enhance my skill set

Baby Boomer Gen XGen Y

28%38%

35%

31%33%

29%

24%30%

36%

17%24%

31%

16%25%25%

10%19%20%

12%15%

20%

6%4%4%

29%21%

16%

7

Measuring Employee EngagementEmployees were asked how engaged they are in their work as a result of their experiences during the recession. Their responses:

In what may come as a pleasant surprise, 28 percent of employees feel more engaged in their jobs as a result of the recession. This number increases to 31 percent among U.S. respondents. This may be because professionals have taken on new responsi-bilities and faced challenges that weren’t previously part of their workday. As a result, employees in all generations may feel more invested in their com-pany’s success.

Workers to Employers: Show Us the MoneyIn addition to staff cutbacks, many companies elimi-nated or decreased year-end and merit bonuses during the recession. Now, workers want to be rewarded for their efforts: Nearly one-third expect to see their bonuses reinstated as the economy improves.

Onward and UpwardWorkers were asked whether the recession has made them more or less inclined to look for new job opportunities outside their firms. Their responses:

Bring Back Bonuses!Following are the cut or reduced benefits/perks that employees want reinstated as the economy improves:

1. Bonuses

2. 401(k)/RRSP* matching programs

3. Subsidized training/education

4. Profit-sharing plans

5. Employee discounts

6. Free/subsidized snacks/lunches

7. Subsidized transportationTop responses shown. *Unique to Canada

• Many professionals want to build tenure with their firms, so offer assignments that allow them to expand their skills and support their efforts at professional development (e.g., provide tuition reimbursement, online training, time off to attend seminars, workshops or conferences). Gen Xers and boomers surveyed place more value on in-house training programs, and Gen Y and Gen X employees appreciate subsidized education.

• Make retention of top performers a priority. Let them know that, just as they were asked to make sacrifices during the downturn, they can expect to be rewarded as conditions improve. You can also make the environment more fun for all generations with pizza lunches or ice cream socials, outings to sporting events or theaters, or philanthropic activities.

• Gen Yers, also known as Millennials, are eager to seek promotions, but they also are most likely to seek job opportunities elsewhere. Give them regular feedback and empower them to take on roles that leverage their strengths, such as leading a social networking task force to promote the business’s products or services.

40% More

inclined18% Less inclined

28% More

engaged18% Less engaged

for Employers

8

Professionals of all generations have seen their nest eggs affected by the global financial crisis. Not surprisingly, 46 percent of respondents said they plan to work past the traditional retirement age of 65 (51 percent in the United States and 31 percent in Canada), with 70 percent attributing this decision to the impact of the recession. Thirty-one percent of workers say they are investing or saving more money toward retirement.

As employees strive to save more money, many will remain in the workforce longer. Some professionals near retirement age may be attracted to shorter workweeks or consulting arrangements. Companies that wish to hire these experienced workers should consider offering alternative work arrangements that allow these professionals to keep one foot in the workforce while also exploring their hobbies and interests.

Generational Differences:• 54 percent of baby boomers plan to remain in the

workforce past retirement age.

• 45 percent of U.S. boomers say the recession has had a very strong impact on their decision to work longer, compared to 11 percent in Canada.

• Just over one-quarter (27 percent) of Gen Yers place strong blame on the recession for their decision to stay longer in the workforce.

Ready to Retire … or Not?

• All employees appreciate the option of flexible schedules, but consider offering shorter hours, telecommuting or other alternative work arrangements that might appeal to those nearing retirement age.

• If your firm offers attractive retirement savings programs, be sure to highlight those in all of your recruiting materials.

• Work with your HR department to help educate members of Generation Y, in particular, about saving for retirement early in their careers and the resources your firm may offer to help.

• Help employees save money by offering group discounts to services they use most, such as cell phone providers, dry cleaning, fitness centers and public transportation.

• Some boomers may appreciate the option to take on a transitional role prior to retiring, such as a consultant or trainer, to transfer their knowledge to less-experienced employees.

1984Apple launches the Macintosh® computer.

for Employers

9

Postponing RetirementRespondents on whether they expect to work past the traditional retirement age of 65:

Changes in Saving PatternsEmployees were asked if they are saving/investing more or less for retirement since the recession:

The Recession’s ImpactWorkers weigh in on how much of an impact this recession has had on their decision to work past the traditional retirement age:

Don't know

No

Yes

39%

54%

46%

29%

25%

27%

32%

21%

27%

Baby Boomer Gen XGen Y

CanadaUnited States

No impact

Somewhat of an impact

Very strong impact 13%

39%

37%

34%

47%

24%

Less

No change

More 34%

31%

27%

45%

52%

45%

20%

15%

26%

Baby Boomer Gen XGen Y

“No matter what, I should always keep talking to people and make sure I have opened up all possible career opportunities, even if they are future opportunities.”

— Gen Y survey respondent

10

Communication styles or even the use of technology may vary, but ultimately, multigenerational teams learn from each other.

Generations Joining ForcesEmployees identify top benefits of working with multiple generations:

1. Brings together people of varying experience levels

2. Allows for greater diversity of project teams

3. Allows for mentoring opportunities

Differing Values on WorkRespondents reveal the greatest challenges of working with multiple generations:

1. Different work ethic and approach to work/life balance

2. Conflicting communication styles

3. Different points of view make it harder to reach consensus

Baby boomers, Gen Xers and Gen Yers all agree: There are benefits and challenges to working on multigenerational teams. Communication styles or even the use of technology may vary, but ultimately, multigenerational teams learn from each other, and bringing together diverse groups increases productivity.

Hiring managers also interviewed for the survey had strong opinions about managing a multigenerational workforce. Seventy-two percent said it was some-what or very challenging, while just 20 percent felt it wasn’t challenging.

No Generation Gap Here:• 43 percent of workers surveyed say multigenera-

tional teams bring together people of varying experience levels to provide knowledge in specific areas.

• 27 percent of those we surveyed say working with multiple generations allows for greater diversity of project teams so all points of view are heard.

• 45 percent of all generations say the greatest challenge is that each generation has a different work ethic and approach to work/life balance.

• 20 percent of survey respondents say the biggest challenge is conflicting communication styles.

• 35 percent say working on multigenerational teams has led to increased productivity.

1984The world’s first commercial portable cell phone becomes available to consumers.

Bridging the Generational Gaps

11

9% Does not apply

20% Not challenging

57% Somewhat challenging

15% Very challenging

• Encourage project teams to use a variety of communication protocols to facilitate workflow, including use of e-mail, instant messaging, group meetings and one-on-one discussions.

• Don’t overlook the value of mentoring programs as a learning and teaching opportunity for everyone. A Gen Yer, for example, may volunteer to mentor some-one who has less experience using Twitter and Facebook in the workplace.

• Determine the real reason managing a multigenerational team may be challenging. Is it a difference in experience levels, work ethic or personalities? Consider an off-site team-building exercise to promote better synergies.

• Set up informal cross-training or coaching sessions, so employees of different generations can share their respective areas of expertise.

• Encourage staff members to offer differ-ing points of view and innovative solutions to business challenges. The best ideas may come from an employee right out of college, a veteran with 20 years of work experience or someone in between.

• Assist employees in developing project workflows or processes that accommodate differing work styles. Some employees may leverage collaboration tools such as SharePoint®, while others prefer more traditional styles of document sharing.

Managing Multigenerational TeamsManagers were asked how challenging it is manag-ing a team consisting of multiple generations. Their responses:

Together We Can Do MoreProfessionals were asked how working on a multi-generational team affects their productivity:

1991The World Wide Web allows links to be made to information anywhere on the Internet.

35% Increases

productivity15% Decreases productivity

“Work hard, even when no one is watching.”

— Gen X survey respondent

for Employers

12

Hiring Managers Weigh in on Worker Productivity

Like employees, hiring managers have learned some valuable lessons from the recession, most notably its impact on productivity. The downsizings of the past two years have resulted in remaining employees working longer hours and, for some, experiencing burnout. Despite this, more hiring managers said they expect their teams’ productivity levels to increase as the economy improves because employees have learned to work smarter. Companies also have relied on project or interim professionals to help core staff get through lean times.

With more professionals deferring retirement and remaining on the job longer, the workforce will con-tinue to be comprised of at least three generations. But 78 percent of employees agree productivity has not suffered because the workforce is becoming increasingly multigenerational.

Was There a ‘Recession Effect’?• 50 percent of hiring managers said they expect

their teams’ productivity levels to increase as the economy improves.

• Of that number, 41 percent said their employees are working smarter; 19 percent attributed produc-tivity gains to employees working longer hours.

• 22 percent of managers surveyed are hiring additional staff or bringing in project support to boost their teams’ productivity levels.

• Among the 5 percent of hiring managers who foresee a decrease in productivity, 60 percent attribute it to staff burnout.

Hiring Managers Call in the ReinforcementsTo help maintain productivity during challenging times, many companies have relied on temporary professionals. This trend will likely continue as firms strive to staff more efficiently and avoid future layoffs.

• Since the recession, 24 percent of employers surveyed have increased their use of temporary and project professionals.

• 33 percent of respondents use project professionals during peak workload periods.

• 33 percent of managers polled rely on interim help for major new projects.

• 27 percent of managers use temporary and project professionals as a buffer to help existing employees manage rising workloads.

“Loyalty to your company pays off, even though the results might not be apparent for a while.”

— Baby boomer survey respondent

1999Research In Motion® launches the BlackBerry® smartphone.

13

Production Boost a BoonHiring managers were asked if they expect their teams’ productivity levels to increase, decrease or remain the same post-recession:

The Efficiency FactorManagers cite the primary reason they expect their teams’ productivity levels to increase:

1. Employees are working smarter.

2. They are hiring additional staff or bringing in project support.

3. Employees are working longer hours.

Upping Interim SupportHow hiring managers’ use of temporary or project professionals has changed since the recession:

Running on EmptyManagers reveal the primary reason they expect their teams’ productivity levels to decrease:

1. Employee burnout

2. Staff cutbacks

3. Employee turnover

A Helping HandReasons hiring managers have used temporary or project professionals in their companies*:

*Multiple responses permitted

Evaluate as potential full-time employees

Access skills that don't exist internally

Alleviate rising workloads of existing employees

Assist with major new projects

Assist during annual peak work periods 33%

33%

27%

27%

23%

A Team Effort

24% Increased

17% Decreased

50% Increase

5% Decrease

“The people in your workplace really make or break your work experience. Treating them well has huge rewards.”

— Baby boomer survey respondent

14

to seek new job opportunities. Others will opt to remain in their current jobs and build their skill sets to make themselves more valuable to their employers.

For hiring managers, recruitment and retention efforts should be based on giving employees what they value most: competitive salaries and meaningful benefits, opportunities for advancement, and a sense that their jobs will remain secure.

The most forward-thinking employers clearly under-stand their future is tied to their ability to retain the best people and leverage the unique contributions of a multigenerational workforce. No matter how economic conditions shift, now is the time to start rewarding the efforts of individuals among all gen-erations. Companies that actively develop attractive employee programs and identify clear career paths for their top performers will be prepared for growth as the business climate improves.

One thing the recession has shown us is that the generations are not that different when it comes to the workplace. Baby boomers, Gen Xers and Gen Yers share a common desire for stability, more money and healthcare coverage – all elements of a secure future. Yet their experiences during a difficult economic period have had a strong impact on their views and perceptions about the workplace. They have a greater awareness of what’s most important to them, both personally and professionally, and what they need from their employers.

Although Gen Yers have certainly learned a hard lesson about the employment market, a significant number of them, as well as other generations, intend

Recession Lessons: Back to Basics

“I’m thankful I have a job at all. My father was laid off from a large company . . . that put everything in perspective for me.”

— Gen Y survey respondent

2003The business networking site LinkedIn is launched and now has more than 65 million members worldwide.

15

The information in this report is based on a survey developed by Robert Half and conducted by an independent research firm. It includes a total of 1,453 web interviews of employed professionals in North America between 21 and 64 years of age (716 males and 737 females), including 502 hiring managers. Members of the baby boomer generation (approximate ages 46 to 64 years old) and Generation X (approxi-mate ages 32 to 45 years old) are employed full-time and have college degrees. Members of Generation Y surveyed (approximate ages 21 to 31 years old) are employed full-time or part-time and have college degrees or are currently attending college.

Survey Methodology and Demographics 2004

The social networking site Facebook launches. It now has more than 400 million active users and is growing.

2006Twitter launches, enabling users to send and read tweets of up to 140 characters.

Total

Female

Male 716

737

1,453

Total employed workers surveyed includes 502 hiring managers

“It pays to be with a company or within a field of work that can offer job stability and security.”

— Gen Y survey respondent

16

Founded in 1948, Robert Half is the world’s first and largest specialized staffing firm, with more than 360 offices worldwide. Our company regularly appears on FORTUNE® magazine’s list of the “World’s Most Admired Companies.” Our professional staffing divi-sions include Accountemps®, Robert Half® Finance & Accounting and Robert Half® Management Resources, for temporary, full-time and senior-level project professionals, respectively, in the fields of accounting and finance; OfficeTeam®, for highly skilled office and administrative support professionals; Robert Half® Technology, for project and full-time technology professionals; Robert Half® Legal, for project and full-time staffing of lawyers, paralegals and legal support personnel; and The Creative Group®, for creative, advertising, marketing, web and public relations professionals. For more information about the specialized staffing and recruitment divisions of Robert Half, visit roberthalf.com.

About Robert Half

roberthalf.com • 1.800.803.8367© 2010 Robert Half. An Equal Opportunity Employer. All trademarks contained herein are the property of their respective owners. RH-0410-0063

Accountemps®

accountemps.com1.800.803.8367

Robert Half ® Finance & Accountingroberthalf.com1.800.474.4253

Robert Half® Management Resources

roberthalfmr.com1.888.400.7474

Robert Half® Technologyrht.com1.800.793.5533

OfficeTeam®

officeteam.com1.800.804.8367

Robert Half® Legalroberthalflegal.com1.800.870.8367

The Creative Group®

creativegroup.com1.888.846.1668

Connect with us: