Comp tia generational-study

GENERATIONAL RESEARCH ON TECHNOLOGY
AND ITS IMPACT IN THE WORKPLACE
F U L L R E P O R T
www.comptia.org
J U N E 2 0 1 3
RESEARCH

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
1

About
this
Research

CompTIA’s
Generational
Research
on
Technology
and
its
Impact
in
the
Workplace
focuses
on
how

technology
impacts
generational
issues.
The
objectives
of
this
research
include:

-‐ An
exploration
of
how
demographic
segments
use,
engage
with
and
maintain
a
range
of

technologies.

-‐ The
role
technology
and
professional
development
plays
in
recruiting,
retention,
job
satisfaction

and
corporate
culture.

-‐ The
demographic
segments’
expectations
for
service
and
support.

-‐ An
understanding
of
how
demographic
segments
rate
their
experience
with
office

communication,
collaboration,
and
telecommuting.

The
study
consists
of
four
sections,
which
can
be
viewed
independently
or
together
as
chapters
of
a

comprehensive
report.

Section
1:
Technology
Adoption

Section
2:
Professional
Development

Section
3:
Service
and
Support

Section
4:
Communication

The
data
for
this
study
was
collected
via
a
quantitative
online
survey
conducted
May
9
to
May
17,
2013

to
a
sample
of
700
respondents
who
work
in
an
office
environment
with
some
form
of
technology.
The

sample
was
segmented
to
include
respondents
from
different
age
groups/generational
cohorts
from
a

variety
of
industry
sectors.

The
margin
of
sampling
error
at
95%
confidence
for
aggregate
results
is
+/-‐
3.8
percentage
points.

Sampling
error
is
larger
for
subgroups
of
the
data.
As
with
any
survey,
sampling
error
is
only
one
source

of
possible
error.
While
non-‐sampling
error
cannot
be
accurately
calculated,
precautionary
steps
were

taken
in
all
phases
of
the
survey
design,
collection
and
processing
of
the
data
to
minimize
its
influence.

CompTIA
is
responsible
for
all
content
contained
in
this
series.
Any
questions
regarding
the
study
should

be
directed
to
CompTIA
Market
Research
staff
at
research@comptia.org.

CompTIA
is
a
member
of
the
Marketing
Research
Association
(MRA)
and
adheres
to
the
MRA’s
Code
of

Market
Research
Ethics
and
Standards.

S E C T I O N 1 : T E C H N O LO GY A D O P T I O N
www.comptia.org
J U N E 2 0 1 3
RESEARCH

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
2

Key
Points

• Workforce
composition
is
changing
rapidly.
Many
in
the
Baby
Boomer
generation
(those
over
50

years
old),
long
the
dominant
segment
of
the
U.S.
workforce,
are
now
screeching
toward
retirement

to
be
replaced
by
far
younger
workers
from
Generation
Y
(20-‐34
years
old).
Implications
are
myriad

for
employers,
particularly
with
regard
to
how
technology
is
used
in
the
workforce.

• Roughly
half
of
respondents
described
their
employer
as
either
“cutting
edge”
or
in
the
“upper
tier”

in
the
use
of
technology,
while
slightly
less
(42%)
put
their
companies
somewhere
in
the
middle
of

the
adoption
curve.
Just
11%
placed
their
employer
on
the
low
side
of
tech
savvy
and
use.

• 74%
of
Gen
Y
workers
used
a
smart
phone
for
work
purposes
in
the
last
year
compared
with
37%
of

Baby
Boomers.
Other
devices
more
prevalent
among
younger
workers
and
senior
level
executives

include
tablets,
laptops
and
GPS
systems.

• Two
thirds
of
Gen
Y
assessed
their
own
technology
acumen
as
“cutting
edge”
or
“upper
tier.”

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
3

Generational
Divide
in
the
Workplace

Today’s
workforce
is
undergoing
a
seismic
shift
in
generational
makeup,
a
change
in
basic
composition

that
imposes
serious
management
implications
for
corporations
now
facing
an
employee
base
whose

ages
span
a
huge
chasm
–
in
many
cases
40
years
or
more.

The
facts
are
clear:
A
large
portion
of
workers
from
the
Baby
Boomer
generation
(those
over
50
years

old),
long
the
dominant
segment
of
the
U.S.
workforce,
are
now
screeching
toward
retirement.
Most
will

be
replaced
by
far
younger
workers
from
Generation
Y,
also
known
as
Millenials
(20-‐34
years
old).

Wedged
in
the
middle
is
Generation
X
(35-‐49
years
old),
which
finds
itself
in
a
peculiar
position.

Due
to
its
relatively
small
population
numbers,
Gen
X
will
never
be
the
predominant
age
bracket
in
the

labor
force;
Gen
Y
will
be.
Leapfrogging
this
middle
generation
upends
the
natural
progression
of

workforce
composition.
The
youngest
segment
of
workers
in
the
labor
market
are
expected
to
be
the

most
voluminous
by
roughly
2015,

according
to
the
U.S.
Bureau
of

Labor
Statistics
projections.

It
hasn’t
happened
yet,
of
course.

Gen
Y
has
come
of
age
during
a

dismal
job
market,
with
many

unable
to
land
a
position
after

graduating
from
college.
In
fact,
the

unemployment
rate
still
stood
at

13.2%
among
20-‐to-‐24-‐year-‐olds
in

May,
compared
to
just
5.3%
for

workers
55
and
older,
according
to

the
Bureau
of
Labor
Statistics.
But
as

the
upper
tier
of
Baby
Boomers

drops
from
the
workforce
and
the

economy
stabilizes
or
improves,

younger
workers
will
be
filling
the

job
ranks
rapidly
alongside
Gen
X
and
the
remaining
Baby
Boomers,
many
of
whom
are
continuing
to

work
beyond
the
“conventional”
retirement
age
of
the
early-‐
to
mid-‐60s.

What
does
the
generational
switcheroo
mean
for
employers?
Consider
a
few
“fun”
facts
below
about

Gen
Y,
the
Millenial
cohort
that
will
soon
represent
the
bulk
of
the
U.S.
workforce.
These
tidbits
reveal
a

different
set
of
expectations,
work
preferences
and
attitudes
that
younger
employees
bring
to
the

workforce
–
and
that
business
owners
will
need
to
accommodate.

• 43%
of
18-‐24
year-‐olds
say
that
texting
is
just
as
meaningful
as
an
actual
conversation
with

someone
over
the
phone,
according
to
eMarketer

• 40%
of
Gen
Y
think
that
blogging
about
workplace
issues
is
acceptable,
compared
to
28%
of

Baby
Boomers,
according
to
Iconoculture

• 29%
of
Gen
Y
workers
think
work
meetings
to
decide
on
a
course
of
action
are
very
efficient,

compared
to
45%
of
Boomers,
according
to
Iconoculture

• 24%
of
Gen
Y
say
that
‘Technology
use’
is
what
most
makes
their
generation
unique,
the
#1

answer,
based
on
Pew
Research

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
4

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
5

For
companies,
managing
across
many
age
groups
is
no
small
feat
when
you
consider
these
differences

in
skill
sets,
work
habits,
employer
loyalty
and
preferences
for
the
type
of
IT
tools
they
use.
External

market
factors
are
also
in
play
to
generate
a
workplace
in
flux;
the
rapid
pace
of
technological
change,

new
ways
information
is
shared
and
stored
in
the
cloud,
the
advent
of
social
media,
the
embrace
of

telecommunting
and
BYOD.

Another
important
factor
to
consider
beyond
age
is
job
role
within
an
organization.
Often
what
position

a
person
holds
–
senior
executive
vs.
staff
level
or
IT
manager
vs.
marketing
VP
–
dictates
work
habits,

priorities
and
attitudes
more
so
than
which
generation
an
individual
hails
from.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
6

Technology
Use
in
the
Workforce

In
order
to
understand
various
differences
and
commonalities
among
generations
of
workers,
it’s

important
to
note
the
way
they
engage
with
technnology
in
the
workplace.
Technologies
viewed
as

mind-‐blowing
by
one
generation
maybe
viewed
as
old
news
by
others.
The
few
examples
in
the
chart

below
highlight
just
how
fast
the
technological
landscape
has
changed
from
generation
to
generation.

*Opinions
differ
on
the
cohort
age
ranges;
for
the
purposes
of
this
paper,
the
above
ranges
will
be
used

**There
is
much
overlap
between
cohorts;
the
technologies
cited
are
meant
to
give
the
reader
an
idea
of
what
a
“typical”

member
of
the
cohort
may
have
experienced
during
their
teens
years;
it
is
not
meant
to
be
an
all-‐inclusive
or
precise
listing
of

technology
release
dates.

When
asked
to
assess
their
employer,
workers
gave
relatively
high
marks
in
the
area
of
technology

utilization.
Roughly
half
described
their
employer
as
either
“cutting
edge”
or
in
the
“upper
tier”
in
use
of

IT,
while
slightly
less
(42%)
put
their
companies
somewhere
in
the
middle
of
the
adoption
curve.
Just

11%
placed
their
employer
on
the
low
side
of
tech
savvy
and
use.

That
said,
younger
workers
were
more
likely
than
older
to
identify
their
company
as
on
the
ball
when
it

comes
to
technology
at
work.
Six
in
10
Gen
Y
workers
gave
their
employer
net
positiive
ratings,

compared
with
just
31%
of
Baby
Boomers.
One
might
posit
from
that
difference
that
Baby
Boomers

place
less
emphasis
on
technology
in
general,
therefore
not
gleaning
an
accurate
picture
of
where
their

employer
stands.
Indeed,
the
data
finds
that
this
population
is
less
inclined
to
rate
an
institution’s
tech-‐
savvy
as
a
high-‐priority
in
deciding
to
choose
to
accept
a
job.

How
individual
workers
choose
to
rate
their
own
tech
abilities
–
vs
their
employer’s
-‐-‐
bleeds
along

generational
lines,
as
the
chart
below
indicates:

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
7

In
terms
of
device
usage,
the
study
finds
relative
ubiquity
across
all
generations
of
workers
with
regard

to
the
mainstays
of
the
workplace
such
as
desktops,
which
79%
have
used
in
the
past
year;
printers,

which
74%
have
used
and
laptops,
which
64%
have
used.
Usage
differences
do
emerge
across

generations,
job
roles
and
gender
when
talking
about
devices
that
fall
into
the
“newer”
categories.

Tablets,
smart
phones,
digital
cameras
and
GPS
devices
fall
into
this
bucket.

Consider
just
a
few
examples:

With
regard
to
using
a
smart
phone
for
work
purposes
in
the
last
12

months,
74%
of
Gen
Y
workers
said
they
did
compared
with
37%
of
Baby
Boomers.
Workers
in
their
30s,

40s
and
50s
were
also
slightly
more
likely
than
the
youngest
workers
to
use
a
landline
telephone
and/or

a
standard
cell
phone
for
work
in
the
last
year.
In
fact,
just
6%
of
20-‐something
employees
conducted

business
on
a
standard
cell
phone,
illustrating
just
how
pervasive
and
essential
the
smartphone
–
be
it

an
iPhone,
Android
or
other
–
has
become
to
youth.

Job
role
is
also
a
driving
factor
in
the
adoption
of
“newer”
hardware
and
communications
tools
as
the

nearby
chart
details.

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H4'"B)IJJ),K."):,9G"9'))

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
8

Interestingly,
there
were
significant
gender
differences
with
the
use
of
technologies
such
as
tablets,

smart
phones,
GPS
and
even
laptops.
Males
were
far
more
likely
in
many
cases
than
females
to
have

used
any
of
these
devices
in
the
course
of
their
work
life
in
the
past
year.
Consider
the
following:

• 65%
of
males
vs.
44%
of
females
said
they
used
a
smart
phone
for
work
purposes

• 72%
of
males
vs.
55%
of
females
said
they
used
a
laptop
for
work
purposes

• Among
Gen
X
specifically,
46%
of
males
used
a
tablet
last
year
compared
to
just
16%
of
females

• Also
among
Gen
X,
7
in
10
males
put
a
smart
phone
to
use
at
work
vs.
4
in
10
females

A
few
possibilities
exist
for
the

gender
gap.
Generally

speaking,
males
across
all
age

categories
are
more
likely
than

females
to
self-‐identify
as

“cutting
edge”
or
“upper
tier”

in
their
use
of
technology.
It’s

also
an
established
fact
–
at

least
at
present
-‐-‐
that

significantly
more
males
work

in
the
IT
industry
itself,
which,

compared
with
other
industries

such
as
manufacturing,
tends

to
enjoy
more
widespread

adoption
of
the
latest
and

greatest
IT
tools,
along
with
a

high
degree
of
familiarity
and

skill
among
its
workers.

The
greatest
parity
between
the
sexes
for
device
usage
comes
among
Gen
Y
and
Baby
Boomers.

Younger
and
older
females
tended
to
use
devices
in
closer
to
equal
fashion
last
year
for
work
as
men
in

these
two
generational
brackets.

An
area
where
stark
differences
are
seen
across
age
groups
and
generations
is
in
the
incidence
of
using

a
personal
device
or
application
for
work
purposes
–
in
tech-‐speak
known
as
BYOD
or
BYOA.
Taken
in

the
aggregate,
there’s
a
near-‐even
split
of
all
workers
that
incorporate
personal
tech
into
work
and

those
that
do
not.
Looking
more
closely
at
the
the
demographic
breakdowns,
however,
and
it’s

abundantly
clear
that
this
practice
is
far
more
prevalent,
and
presumably
valued,
by
younger
workers.

Nearly
two
thirds
of
Gen
Y
workers
use
a
personal
device
or
application
at
work
compared
with
just
a

third
of
Baby
Boomers.
Six
in
10
workers
in
the
20-‐
and
30-‐something
range
used
a
personal
device
or

application
for
work,
while
the
percentage
who
did
declined
from
that
point
with
each
rising
decade
in

age.

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R7(4&).$-&'&-$+6%$+,2'&$

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
9

With
regard
to
software,
Microsoft

Office
applications
–
particularly
Microsoft
Word
–
remain
a

juggernaut
in
today’s
workplace.
Nearly
9
in
10
workers
used
Word
in
the
last
year,
another
7
in
10
are

on
the
Excel
bandwagon
and
half
created
presentations
or
charts
in
PowerPoint.
These
percentages
hold

across
every
decade
of
worker,
from
20-‐
to
60-‐somethings.
The
lone
exception
among
the
three
Office

applications
in
question,
Powerpoint,
saw
greater
usage
among
20-‐
and
30-‐somethings
by
double
or

more
than
older
workers.

That
said,
younger
workers
were
twice
as
likely
to
have
used
an
alternative
word
processing
or

productivity
application,
such
as
Google
Docs
or
Zoho,
in
the
last
year
than
those
in
the
40
and
up
slice,

which
could
indicate
more
experience
and
familiarity
with
SaaS-‐based
programs
in
the
cloud
among
the

younger
demographic.
And
yet,
despite
this
willingness
to
branch
out,
close
to
half
of
these
same

younger
workers
(Gen
X
and
Gen
Y)
said
they
expect
their
use
of
Microsoft
Office
to
increase
in
the
next

several
years.
That
compares
with
3
in
10
50-‐somethings
expecting
an
increase.
In
all,
just
9%
of
workers

believe
Office
usage
will
decline
in
any
notable
degree
in
the
coming
years,
which
goes
to
show
how

entrenched
Microsoft’s
bread-‐and-‐butter
product
suite
is
inside
U.S.
offices.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
1
10

Appendix

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S E C T I O N 2 : P R O F E S S I O N A L D E V E LO P M E N T
www.comptia.org
J U N E 2 0 1 3
RESEARCH

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
2

Key
Points

• Three
quarters
of
the
workers
in
the
CompTIA
study
reported
either
participating
in
mandatory
or

voluntary
training
of
some
nature
in
the
past
12
months.
These
percentages
are
consistent
across
all

three
of
the
generations
examined
(Gen
Y,
Gen
X
and
Baby
Boomer)
although
the
youngest
workers

from
Gen
Y
(20-‐somethings)
participated
in
voluntary
training
at
a
higher
rate
than
any
other
age

bracket.
Three
in
10
sought
out
training
on
their
own,
compared
with
an
average
of
two
in
10
across

the
other
age
groups.

• Thirty-‐four
percent
of
all
respondents
report
that
e-‐learning
was
a
training
methodology
that
they

used
in
the
past
12
months.
Gen
Y
workers
availed
themselves
of
e-‐learning
in
largest
number,
with

45%
of
them
having
used
this
method
to
train
in
the
last
year.
E-‐learning
is
especially
appealing
to

Gen
Y
workers,
who
tend
to
want
to
be
autonomous
in
how
they
choose
to
interact
with

technology,
deciding
their
own
pace
and
not
being
forced
to
interrupt
normal
workflow
to
“take
the

training.”

• The
most
common
training
done
in
the
last
year
is
that
which
is
specific
to
a
worker’s
profession,

although
technical
training
was
also
high
on
the
list.
Other
training
types
that
workers
participated

include
team-‐building/collaboration,
sexual
harassment,
legal
compliance
and
sales/business

development.

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
3

Professional
Development
&
Incidence
of
Training

Ongoing
education
and
training
is
an
essential
ingredient
in
today’s
workplace.
Whether
it’s
professional

development
in
a
worker’s
specific
industry
or
discipline,
course
work
toward
certification
or

accreditation,
or
technical
training
that
improves
job
efficiency,
most
workers
typically
undergo
some

form
of
skills
training
that
furthers
their
career
advancement
potential.
According
to
the
American

Society
of
Training
and
Development
(ASTD),
U.S.
companies
spent
$156
billion
on
employee
learning
in

2011.
Of
this,
about
half
($87.5
billion)
was
spent
internally,
meaning
training
conducted
by
staff
for

staff.

Workers
generally
–
age
regardless
–
value
training
highly
and
cite
more
support
for
training,

professional
development
and
the
opportunity
to
acquire
new
skills.
This
sentiment
runs
consistently

across
all
three
generations
in
this
study.
Career
advancement
opportunities
ranked
high
in
terms
of

improving
job
satisfaction
as
well
and
professional
development
training
is
an
obvious
conduit
for
that

(see
chart
in
Appendix).
A
net
6
in
10
workers
said
they
would
like
to
see
more
professional

development
and
training
offered
to
them
in
the
future.

Three
quarters
of
the
workers

in
the
CompTIA
study

reported
either
participating

in
mandatory
or
voluntary

training
of
some
nature
in
the

past
12
months.
A
fourth

indicated
that
they
had
taken

part
in
no
training
at
all.

These
percentages
are

consistent
across
all
three
of

the
generations
examined

(Gen
Y,
Gen
X
and
Baby

Boomer)
although
the

youngest
workers
from
Gen
Y

(20-‐somethings)
participated

in
voluntary
training
at
a

higher
rate
than
any
other

age
bracket.
Three
in
10

sought
out
training
on
their

own,
compared
with
an
average
of
two
in
10
across
the
other
age
groups.

One
dynamic
stands
out
with
regard
to
the
incidence
of
training:
An
apparent
gender
divide
exists

within
Gen
Y.
Three
in
10
young
female
workers
reported
participating
in
no
training
at
all
–
neither

voluntary
or
mandatory
–
in
the
past
year,
compared
with
just
17%
of
males
in
the
same
segment.
The

disparity
is
puzzling,
especially
given
the
youth
factor
and
the
fact
that
women
today
are
graduating

from
college
and
entering
the
workforce
in
greater
numbers
than
men.
One
possible
explanation
is
that

industries
in
which
the
two
genders
gravitate
approach
the
requirement
for
training
differently.
For

example,
the
IT
industry,
which
places
a
high
premium
on
technical
training
and
the
attainment
of

professional
certifications,
continues
to
possess
a
predominantly
male
workforce.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
4

When
asked,
34%
of
males
said
their
employer
has
required
them
to
attain
a
professional
certification

or
credential
of
some
type,
while
24%
of
females
answered
similarly.

That
said,
a
much
higher
percentage
of
Gen
Y
as
a
whole
said
their
employer
either
required
or

encouraged
them
to
attain
a
professional
certification
or
credential.
Just
about
every
occupational
field

now
has
some
type
of
certification
or
credential.
Marketing,
HR,
research,
sales,
customer
service,
and

of
course,
IT
all
have
certifications
and
credentials
to
validate
skills.

Among
all
workers
in
the
study,
roughly
two-‐thirds
do
not
currently
hold
any
professional
certification

or
credentials.

In
terms
of
the
types
of
training
or
professional
development
that
workers
have
undergone
in
the
last
12

months,
the
list
is
varied.
Most
prevalent
is
training
that
is
specific
to
a
worker’s
profession;
for
example

a
classroom-‐based
session
that
trains
an
IT
staffer
on
a
vendor’s
latest
product
or
technology.
Not

surprisingly,
tech-‐related
training
is
also
high
on
the
list.
This
can
take
two
forms;
training
that
is

considered
specific
to
the
profession
itself
(e.g.
the
aforementioned
example
of
the
IT
worker
and
new

product
training)
or
it
can
be
basic
training
on
the
company’s
internal
software
applications,
hardware

devices
and
network
dos-‐and-‐don’ts
that
is
part
and
parcel
of
any
new
employee
onboarding
effort.

Other
training
types
that
workers
participated
include
team-‐building/collaboration,
sexual
harassment,

legal
compliance
and
sales/business
development.
Not
surprisingly,
workers
at
mid-‐size
and
large

companies
reported
the
highest
engagement
in
sexual
harassment
and
legal
-‐related
training.

Companies
of
this
size
are
typically
under
federal
mandates
for
training
of
this
nature.
Workers
at
the

smallest
firms
(1-‐99
employees)
reported
the
lowest
incidence
of
training
across
most
categories.

Tech
training
earned
high
praise;
7
in
10
workers
saying
it
helps
ensure
they
are
not
left
behind
at
work.

Technology-‐related
training
as
well
social
media
use
education
were
more
prevelant
among
20-‐
and
30-‐
something
workers.
Additionally,
workers
in
senior
executive
positions
were
more
likely
than
those
in

mid-‐level
or
staff
positions
to
have
taken
part
in
tech-‐related
and
socia
media
training.

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
5

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M*-NL<,C&(
O,'&D(@>>(*PC&(+*-N&-'((
(

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
6

Learning
Methodologies

The
Internet
has
changed
how
we
work
in
innumerable
ways,
including
the
manner
in
which
training

and
professional
development
take
place.
Whether
enabling
workers
to
pursue
informal
self-‐study

online,
review
work
manuals
and
other
training
guides
virtually,
or
participate
in
full-‐on
e-‐learning

courses
with
or
without
an
instructor,
the
Internet
has
broadened
the
number
of
options
today’s

workforce
has
to
develop
new
skills
and
grow
in
their
careers.

Case
in
point:
E-‐learning.
Thirty-‐four
percent
of
all
respondents
report
that
e-‐learning
was
a
training

methodology
that
they
used
in
the
past
12
months.
E-‐learning
tools
and
applications
are
being
used
for

everything
from
human
resources
trainings
about
sexual
harassment
in
the
workplace
to
self-‐paced

online
work
toward
a
professional
credential.
Not
surprisingly,
Gen
Y
workers
availed
themselves
of
e-‐
learning
in
largest
number,
with
45%
of
them
having
used
this
method
to
train
in
the
last
year.
E-‐
learning
is
especially
appealing
to
Gen
Y
workers,
who
tend
to
want
to
be
autonomous
in
how
they

choose
to
interact
with
technology,
deciding
their
own
pace
and
not
being
forced
to
interrupt
normal

workflow
to
“take
the
training.”

E-‐learning
allows
the
integration
or
flow
of
training
to
be
done
at
a

person’s
desk,
woven
in
with
regular
work
tasks
and
functions.
This
differs
dramatically
from
taking
time

out
to
complete
an
in-‐person
classroom
training,
for
example.

Younger
workers
aren’t
the
only
ones
seeing
benefits
from
virtual
learning.
Nearly
4
in
10
Gen
X
and

35%
of
Baby
Boomers
went
down
this
path
for
training
in
the
last
year.

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K.'#E!LMM!8N7#!48-J#-'!!

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
7

And
yet
despite
the
attraction
behind
e-‐learning,
many
of
today’s
base-‐level
training
mechanisms

remain
conventional
in
nature,
from
informal
education
by
peers
and
managers
to
instructor-‐led

classroom
sessions.
Looking
ahead,
younger
generations
are
increasingly
interested
in
expanding
how

they
receive
training
to
include
more
progressive
means
such
as
social
media
elements,
more
mobility

elements
and
simulations/gaming
type
constructs.
Nearly
half
of
workers
in
their
20s
and
30s
said
the

use
of
mobility-‐
and
social
media
as
platforms
for
professional
development
and
training
would
be

beneficial.
Likewise,
more
than
a
third
of
this
group
wants
to
train
via
simulation-‐type
games
that
are

increasingly
popular
interactive
tools
used
for
training
of
all
types
in
business,
from
leadership
training

for
executives
and
managers
to
technical
skills
training.
By
contrast,
just
8%
of
Baby
Boomers
cited
more

gaming
elements
as
a
potentially
useful
resource.

Bottom
line?
The
adage
that
every
person
learns
differently
is
greatly
amplified
in
the
multi-‐generational

workplace.
And
it’s
not
just
age
brackets
and
generation
timestamps.
Job
role
matters
too.
For
example,

nearly
twice
as
many
senior
staff
(director
or
above)
vs.
mid-‐
or
staff
level
workers
favor
using
soclal

media,
mobile
solutions
and
gaming
simulations
for
training
and
professional
development.

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T4/.Q$U""$,V9.$A,-K.-/$$

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
2
8

Appendix

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C+&$;%DEE%"F3$%G"#B$#&%%
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A"#B$#&%:$$B%+%=+-.$%"*%@2(#"1$2$-)&%
)"%J-5+-3$%K"6%:+4&*+34"-%

S E C T I O N 3 : S E R V I C E A N D S U P P O R T
www.comptia.org
J U N E 2 0 1 3
RESEARCH

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
2

Key
Points

• While
devices
and
applications
continue
to
become
more
user-‐friendl
due
in
large
part
to
the

consumerization
of
IT,
the
need
for
IT
support
remains
a
critical
component
of
any
user’s

experience.
According
to
the
data,
most
workers
expect
the
need
for
IT
support
to
increase
or

remain
at
the
same
level,
with
only
a
small
minority
expecting
the
need
to
decrease.

• CompTIA’s
research
finds
that
a
net
3
out
of
4
employees
are
satisfied
with
the
current
processes
in

place
at
their
companies
for
repair,
troubleshooting
and
maintenance
of
devices
and
applications.

Despite
the
relatively
high
marks,
room
for
improvement
does
exist.
Given
the
fast-‐pace

environments
found
in
many
companies
today,
it’s
not
surprising
that
workers
seek
speedier

turnaround
when
it
comes
to
IT
support.
The
Gen
Y
segment
places
a
slightly
higher
premium
on

this
area
of
improvement
relatively
to
the
other
age
segments.

• Younger
workers
are
more
open
to
using
a
variety
of
emerging
means
to
get
the
IT
support
they

need.
Instant
messaging
and
the
use
of
mobile
apps
to
resolve
IT
issues
are
most
popular.

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
3

Increasing
Need
for
IT
Support
Services

As
noted
previously,
workers
of
all
generations
increasingly
rely
on
a
growing
array
of
devices,

applications
and
networks
to
perform
their
job.
For
many,
this
also
comes
with
an
“anytime,
anywhere

and
any
device”
expectation.

While
devices
and
applications
continue
to
become
more
user-‐friendly,
due
to
the
influence
of
the

consumerization
of
IT
among
other
factors,
the
need
for
IT
support
remains
a
critical
component
of
any

user’s
experience.
According
to
the
data,
most
workers
expect
the
need
for
IT
support
to
increase
or

remain
at
the
same
level,
with
only
a
small
minority
expecting
the
need
to
decrease.
Undoubtedly,
the

types
of
devices
and
applications
in
need
of
support
will
evolve,
but
that
will
not
diminish
the
presence

of
IT
support
itself.

Additional
Insights:

-‐ Expectations
for
an
increasing
need
for
IT
support
is
roughly
the
same
across
firm
size
(small

firms=44%,
medium
firms=48%,
large
firms=47%)

-‐ Expectations
for
an
increasing
need
for
IT
support
is
also
roughly
the
same
across
job
level

(senior
level
staff=51%,
mid
or
lower
level
staff=45%)

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0A*(*%=2@@%?*%"#%2#/(*"+2#3%#**5%
6'(%17%+9..'(0%

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
4

In
any
given
3-‐month
time
period,
typically
two-‐thirds
of
office
workers
will
require
some
type
of
IT

support.
Assuming
only
one
request
per
worker
among
U.S.
companies,
this
translates
to
approximately

36.4
million
IT
support
requests
every
three
months.

While
sales
of
PCs
have
likely
peaked,
their
importance
to
office
workers
remains
as
vital
as
ever.
Any

issue
with
a
desktop
or
laptop
PC
often
means
an
abrupt
halt
to
the
workday.
As
such,
according
to

CompTIA
research,
computers
top
the
list
of
IT
support
ticket
requests,
with
47%
of
workers
requiring

troubleshooting
or
maintenance
during
the
past
three
months.

In
the
minds
of
some,
printers
occupy
a
space
similar
to
PCs
–
that
is,
a
mature
technology
that
will
fade

to
obsolescence.
And,
like
PCs,
it’s
also
a
trend
that
is
mostly
overstated.
Few
workers
can
go
completely

paperless,
which
means
most
contend
with
printer
support
needs
at
least
occasionally.
In
the
CompTIA

study,
about
1
in
3
workers
required
some
type
of
printer
troubleshooting.

The
next
wave
of
support
for
many
IT
departments
and
IT
support
firms
comes
in
the
form
of
mobile

devices.
Smartphones
and
tablets
are
not
necessarily
new,
but
as
these
devices
become
more
integrated

into
the
enterprise,
it’s
likely
there
will
be
new
support
requirements.

!"#$
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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
5

Methods
of
Engagement
with
IT
Support

Overall,
the
data
indicate
that
IT
departments
and
IT
support
firms
are
doing
a
good
job
in
meeting
the

support
needs
of
their
clientele.
CompTIA’s
research
finds
that
a
net
3
out
of
4
employees
are
satisfied

with
the
current
processes
in
place
at
their
companies
for
repair,
troubleshooting
and
maintenance
of

devices
and
applications.
The
one
exception,
employees
in
companies
defined
as
‘late
technology

adopters’
are
relatively
less
satisfied
with
the
processes
at
their
firm,
possibly
a
reflection
of
having

fewer
automated
processes
in
place,
such
as
help
desk
ticketing
systems.

Despite
the
relatively
high
marks,
room
for
improvement
does
exist.
Given
the
fast-‐pace
environments

found
in
many
companies
today,
it’s
not
surprising
that
workers
seek
speedier
turnaround
when
it

comes
to
IT
support.
The
Gen
Y
segment
places
a
slightly
higher
premium
on
this
area
of
improvement

relatively
to
the
other
age
segments.

All
employees
want
to
reduce
the
time
it
takes
to
resolve
IT
issues.
Proactive
maintenance
to
address

issues
before
problems
arise
is
one
way
to
do
that
and
is
high
on
workers’
priority
list.
This
area
of

improvement
rates
especially
high
among
the
Gen
X
segment.

When
properly
explained
to
them,
workers
accept
the
fact
that
a
few
minor
disruptions
can
accompany

the
routine
IT
maintenance
that
ultimately
provides
greater
long-‐term
up-‐time
of
devices
and
networks.

For
MSPs,
this
should
be
viewed
as
an
affirmation
of
the
managed
services
business
model.

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I"#J$#)%N#$*$#$(2$)%*"#%-<&#"56(+%-.%D/&&"#0%

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
6

When
IT
issues
do
arise,
workers
engage
in
a
number
of
practices
to
address
the
situation.
The
research

confirms
most
workers
attempt
to
fix
the
issue
themselves.
While
this
study
did
not
go
into
detail
on
the

specific
nature
of
the
IT
support
issues
respondents
faced,
it
can
be
assumed
that
most
DIY
IT
support

revovles
around
basic
problems,
such
as
re-‐mapping
to
a
printer,
installing
updates
or
patches,
or
simply

re-‐booting.

In
some
areas
of
IT
support,
generational
differences
emerge.
The
data
suggests
younger
workers
are

slightly
more
likely
to
take
a
more
proactive
approach
to
resolving
issues.
As
noted
in
Section
1
of
this

report,
Gen
Y
tends
to
self-‐classify
themselves
as
early
technology
adopters
at
higher
rates
than
other

age
cohorts,
which
helps
to
explaing
why
they
may
be
more
likely
to
dig
into
IT
problems
on
their
own.

Interestingly,
younger
workers
tend
to
feel
a
greater
sense
of
responsibility
when
it
comes
to
updating

their
devices;
1
in
5
twenty-‐somethings
believe
they
should
be
the
person
to
initiate
the
process.
They

do
not
see
company
policy
playing
much
of
a
role
in
dictating
when
devices
can
–
or
should
-‐-‐
be

upgraded.
Across
generations,
around
4
in
10
employees
want
the
IT
department
to
initiate
the
process.

These
findings
point
to
the
fact
that
employees
look
to
their
IT
department
to
be
a
partner
in
the

process
of
maintaining
their
devices.
This
allows
IT
departments
the
opportunity
to
engage
with

employees
and
educate
them
about
relevant
issues
and
help
them
make
informed
choices
about
their

devices.
CompTIA’s
research
finds
that
younger
workers
are
less
likely
to
adhere
to
the
company’s
IT

policy
when
it
comes
to
things
like
social
media
use.
For
them,
the
best
way
to
secure
an
acceptance
of

policies
might
be
to
cultivate
more
of
a
partnership
model
between
IT
and
younger
staff.

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Z,%#XCDD&([<#&F()*#)%&

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
7

As
expected,
the
incidence
of
automated
IT
support
ticketing
systems
is
highly
correlated
with
company

size.
A
small
firm
with
25
employees,
for
example,
will
not
have
the
scale
or
scope
of
issues
to
warrant
a

system.
In
contrast,
a
large
enterprise
could
never
manage
the
volume
and
variety
of
IT
support

requests
without
a
structured
approach
that
leverages
technology.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
8

Emerging
Methods
of
Engagement
with
IT
Support

CompTIA’s
research
finds
that
younger
workers
are
more
open
to
using
a
variety
of
emerging
means
to

get
the
IT
support
they
need.
Instant
messaging
and
the
use
of
mobile
apps
to
resolve
IT
issues
are
most

popular.
Similar
to
general
trends
in
the
customer
service
space,
employees
are
also
open
to
the
idea
of

using
social
media
for
IT
support
that
is
related
to
repair,
troubleshooting
or
maintenance
of
devices
or

applications.

Moreover,
20-‐
and
30-‐something
workers
look
for
more
touch
points
for
IT
support
such
as
video
chat,

or
text.

Some
employers
are
getting
more
creative
in
how
they
provide
IT
support
to
their
workers;
in
large
part

they
are
looking
to
satisfy
younger
employees
that
are
both
heavily
invested
in
their
devices
and

applications
and
open
to
engaging
with
IT
by
myriad
means.
Consider
companies
such
as
Starbucks
and

software
vendor
SAP
that
have
implemented
a
form
of
the
help
desk
modeled
on
the
Apple
Store’s

Genius
Bar.
At
the
Starbucks
Tech
Café
(that
looks
like
the
Apple
retail
store)
employees
can
pick
their

equipment
(their
departments
are
billed
for
the
same)
and
set
up
appointments
to
discuss
tech
issues
or

new
software/hardware
ideas
for
them
to
use
on
their
jobs.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
9

Employees
in
medium-‐sized
companies
are
also
more
open
to
using
more
varied
methods
of
support,

while
larger
companies
are
likely
to
have
established
processes
in
place
that
restrict
the
avenues
of

support.
Smaller
companies
might
not
have
the
infrastructure
or
the
need
for
new
methods
of
support.

Employees
in
companies
that
are
early
adopters
of
technology
are
likely
to
have
more
exposure
to
new

ways
of
doing
things
and
are
more
open
to
using
support
methods
such
as
video
chat.
Employees
in
the

IT
industry
are
also
more
open
to
using
these
support
methods
than
other
industries,
which
is
not
a

surprising
phenomenon
given
that
the
study
finds
workers
in
the
IT
industry
in
general
operate
at
higher

degrees
of
tech
savvy
and
with
deeper
tech
knowledge.

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
3
10

Appendix

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S E C T I O N 4 : C O M M U N I C AT I O N
www.comptia.org
J U N E 2 0 1 3
RESEARCH

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
2

Key
Points

• Generational
differences
are
apparent
with
respect
to
newer
forms
of
communication.
Text
and

instant
messaging
are
more
commonly
used
for
work
purposes
among
individuals
who
are
less
than

50
years
old.
Likewise,
confirming
a
popular
stereotype,
20-‐
and
30-‐something
employees
are
much

more
likely
to
use
social
media
such
as
Facebook
for
work-‐related
purposes.

• Findings
from
this
study
point
to
the
prominent
role
social
media
plays
in
the
life
of
younger

workers.
Nine
out
of
10
use
Facebook
and
39%
of
20-‐something
workers
and
36%
of
30-‐something

workers
use
the
social
network
for
work
and
personal
purposes.
Just
about
one
in
five
Baby

Boomers
use
Facebook
for
both
work
and
personal
purposes.
Twitter
lags
behind
in
use
across
all

age
groups
and
is
primarily
used
for
personal
purposes.
Gen
Y
workers
are
most
at
home
with

Twitter.

• Employees
in
Gen
Y
and
Gen
X
believe
that
social
media
savvy
is
an
important
part
of
their
skill
set

for
work
when
compared
to
Baby
Boomer
employees.
Younger
workers
see
a
greater
connection

between
social
media
and
their
work
and
feel
that
their
skills
in
this
area
are
an
important
part
of

their
value
proposition.
CompTIA’s
research
confirms
that
the
younger
generation
looks
at
social

media
access
as
a
given
at
work
–
20-‐something
workers
are
least
likely
to
agree
with
restrictions

and
toe
the
company
line
when
it
comes
to
restricted
social
media
use.

• Younger
workers
have
grown
up
in
an
era
where
flexibility
is
the
norm
and
this
is
reflected
in
their

thinking
that
companies
that
do
not
offer
a
telecommuting
option
are
old-‐fashioned.
Companies

that
offer
this
option
are
more
attractive
to
20-‐
and
30-‐something
employees.
Across
all
age
groups

employees
also
see
the
value
of
being
in
the
office.

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
3

Pervasive
Internet
Access:
a
Must-‐Have
in
Today’s
Work
World

With
employees
of
all
ages
routinely
sharing
today’s
workplaces,
the
existence
of
a
“generational

divide”
is
an
unavoidable
reality
in
many
office
situations.
Take
communication
as
a
prime
example.

How
workers
of
varying
ages
choose
to
collaborate
with
one
another
can
expose
a
host
of
differences,

from
individual
preferences
for
using
various
communications
tools
to
attitudes
about
telecommuting

and
social
media.
Topics
related
to
worker
information-‐sharing
will
be
explored
in
this
report
section.

Consider
as
a
starting
point,
Internet
access.
Or
more
specifically,
how
critical
it
is
to
a
worker’s
ability
to

function
in
the
workplace.
Quite
critical,
not
surprisingly.
CompTIA’s
study
finds
that
nine
in
10
workers

said
they
would
not
be
able
to
work
as
they
normally
do
if
there
were
an
Internet
outage.

And
yet,
if
you
peel
back
the
onion
a
bit,
the
degree
to
which
an
Internet
outage
cripples
an
individual

worker
differs
slightly
based
on
age.
CompTIA’s
study,
along
with
other
supporting
research
and

anecdotal
evidence,
finds
that
a
greater
proportion
of
Baby
Boomers
(50+years)
and
Gen
X
(35-‐49
years)

workers
–
though
still
a
small
percentage
overall
-‐-‐
are
able
to
function
as
they
normally
would
with
no

access
to
the
Internet.
Eleven
percent
of
respondents
in
these
generational
cohorts
said
they
could

function
normally
as
opposed
to
only
5%
in
the
Gen
Y
category
(less
than
35
years).
Having
grown
up
as

‘digital
natives’
with
technology
as
an
extension
of
themselves,
it
is
no
surprise
to
find
that
20-‐
something
workers
are
most
inconvenienced
by
the
lack
of
access.

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Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
4

The
types
of
communications
tools
in
the
workplace
have
mushroomed
in
recent
years
far
beyond
the

basics
of
landlines
and
email
–
although
email
remains
the
form
of
communication
most
prevalent,
used

nearly
universally
by
respondents
of
all
age
categories
in
the
course
of
their
work
duties.
Texting,
instant

messaging
and
video
conferencing
are
all
showing
fairly
strong
usage
among
office
workers
as
well.

Generational
differences
are
apparent
with
respect
to
newer
forms
of
communication.
For
example,

text
and
instant
messaging
are
more
commonly
used
for
work
purposes
among
individuals
who
are
less

than
50
years
old.
Likewise,
confirming
a
popular
stereotype,
20-‐
and
30-‐something
employees
are

much
more
likely
to
use
social
media
such
as
Facebook
for
work-‐related
purposes.

The
propensity
to
use
social
media
platforms
for
work
purposes
likely
is
attributable
to
more
than
just

age
brackets,
however.
Job
role
is
also
a
determinant.
Marketing
departments,
for
example,
have

historically
embraced
social
media
as
a
tool
for
branding
and
promoting
an
organization
regardless
of

the
ages
of
the
marketing
executives.
Meantime,
many
companies
have
begun
to
explore
the
potential

opportunity
to
reach
customers
via
social
platforms;
often
this
is
a
top-‐down
exercise
driven
by

executives
inside
a
company.
CompTIA’s
data
shows
that
the
majority
of
senior
staff
(53%)
use
Facebook

for
work
and
personal
purposes
as
opposed
to
21%
of
middle
or
staff
level
employees.

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L"$2'/M+N/%/2()"%(-+O/*/(2'P+"%+,/'P%"-"<Q+(%0+&A*+@#K('A+&%+AP/+3"24K-('/'+
R(*/MFCC+"S'/+I"24/2*+

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
5

According
to
the
research,
Baby
Boomer
workers
were
less
satisfied
with
the
variety,
quality
and

performance
of
communications
tools
at
their
company
when
compared
to
younger
workers.
The

majority
of
workers
across
age
groups
believe
that
there
is
effective
communication
within
their

company
but
younger
workers
were
more
likely
to
be
satisfied
on
this
front.
Gen
Y
and
Gen
X
male

employees
are
more
satisfied
with
the
variety,
performance
and
effectiveness
of
communication
tools

when
compared
to
female
employees
in
these
generational
cohorts.

Across
the
board,
workers
are
not
concerned
about
new
communication
technologies
causing
an

information
overload.
However,
about
a
fifth
of
workers
above
the
age
of
50
have
serious
concerns
that

the
use
of
mobile
devices
contributes
to
a
decline
in
workplace/meeting
etiquette.
The
preference
of

younger
workers
to
communicate
via
blogs,
text
messages
or
instant
messaging
has
led
to
some
concern

about
the
decline
of
face-‐to-‐face
communications
among
older
workers.

Social
Media
at
Work

CompTIA’s
research
confirms
the
prominent
role
social
media
plays
in
the
life
of
younger
workers.
Nine

out
of
10
use
Facebook
and
39%
of
20-‐something
workers
and
36%
of
30-‐something
workers
use
the

social
network
for
work
and
personal
purposes.
Just
about
one
in
five
Baby
Boomers
use
Facebook
for

both
work
and
personal
purposes.
About
a
quarter
of
Baby
Boomers
do
not
use
Facebook
at
all.

The

majority
of
respondents
in
larger
companies
(500+
workers)
confine
their
use
of
Facebook
for
personal

purposes
–this
is
probably
a
function
of
larger
companies
restricting
access
as
part
of
their
IT
policy.

Employees
of
companies
that
are
on
the
leading
edge
of
technology
adoption
are
more
likely
to
use

Facebook
for
work
and
personal
purposes
(38%
as
opposed
to
only
20%
for
companies
defined
as

middle
or
late
technology

adopters).

Twitter
lags
behind
in
use

across
all
age
groups
and
is

primarily
used
for
personal

purposes.
Gen
Y
workers
are

most
at
home
with
Twitter
–

just
about
a
third
do
not
use

the
platform
as
compared
to

the
majority
of
Gen
X
(50%)

and
Baby
Boomers
(70%).

Employees
in
companies

defined
as
being
early

technology
adopters
are
more

likely
to
use
Twitter
for
work

and
personal
purposes.
A
third

of
employees
in
early

technology
adopter
companies

use
the
platform
for
work-‐
related
activities
when
compared
to
the
less
than
10%
that
use
Twitter
for
work
purposes
in
companies

defined
as
middle
or
late
adopters
of
technology.
CompTIA’s
research
finds
that
20-‐
or
30-‐something

employees
do
not
use
LinkedIn
as
much
as
Facebook
or
Twitter.

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!"#$
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'#$
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&'#$
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738$96:,;$
<0=+133>$
?+563,0@$
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C35>$
Use of Facebook
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9'$6'./0($:#2/0$08#$0+$/:;'890+9$
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.)88#+9(<$8#698/.9#2$6'./0($:#2/0$
9''(6$9'$2'$9"#/8$='56$5#>#8$
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5()88/+@$',$5')+208/#6$5#9A##+$
A'87$0+2$;#86'+0($(/,#$
Social Media = Work Tool
-')8.#B$3#+#80*'+0($C#6#08."$'+$!#."+'('@<$0+2$/96$D:;0.9$/+$9"#$E'87;(0.#$$
F06#BGHH$'I.#$A'87#86$

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
6

Fifty-‐five
percent
of
employees
acknowledge
that
social
media
blurs
the
lines
between
work
and

personal
lives).
The
majority
of
senior
level
employees
(61%)
take
this
viewpoint,
most
likely
because

they
tend
to
use
social
media
for
both
work
and
personal
purposes
in
greater
numbers
than
workers
at

staff
level.
That
said,
the
majority
of
employees
across
age
groups
(64%)
believe
that
social
media

adversely
impacted
productivity
at
work.

Employees
in
Gen
Y
and
Gen
X
are
more
likely
to
agree
with
the
statement
that
their
social
media
savvy

is
an
important
part
of
their
skill
set
for
work
when
compared
to
Baby
Boomer
employees.
Younger

workers
see
a
greater
connection
between
social
media
and
their
work
and
feel
that
their
skills
in
this

area
are
an
important
part
of
their
value
proposition.

CompTIA’s
research
confirms
that
the
younger
generation
looks
at
social
media
access
as
a
given
at

work
–
20-‐something
workers
are
least
likely
to
agree
with
restrictions
and
toe
the
company
line
when
it

comes
to
restricted
social
media
use.
Similarly,
a
third
of
Gen
X
employees
(36%)
feel
that
they
currently

don’t
have
the
access
to
certain
social
tools
that
they
need
to
do
their
jobs
effectively.

Employees
in

larger
companies
are
more
likely
to
see
the
need
for
policies
that
might
restrict
social
media
use.

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$;78;9$$
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9=8' 9E8' CF8' 9F8' =E8'
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IJ('#"1#)01)*'%."/-'&),,'#"1-0"&'"?)0'60$?%#@'%1*'
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Q%,)M<;;'"R#)'4"05)0,'
I(6%#-'"3'!"#$%&'D)*$%'$1'-+)'P"056&%#)'

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
7

Telecommuting
and
the
Growth
of
Flexible
Work
Arrangements

Younger
workers
have
grown
up
in
an
era
where
flexibility
is
the
norm
and
this
is
reflected
in
their

thinking
that
companies
that
do
not
offer
a
telecommuting
option
are
old-‐fashioned.
Companies
that

offer
this
option
are
more
attractive
to
20-‐
and
30-‐something
employees.
Gen
Y
value
flexibility
and

want
to
work
for
companies
that
offer
the
option
to
telecommute
and
will
even
consider
a
lower
salary

if
that
benefit
is
provided.

The
majority
of
employees
across
age
groups
agree
that
they

get
more
done
when
they
work
without
office
distractions.

Staff
in
a
senior
role
were
more
likely
to
agree
with
this

sentiment
-‐-‐
62%
agreed
that
telecommuting
allowed
them

to
get
more
work
done
when
compared
to
51%
of
middle
or

staff
level
employees.
Employees
in
mid-‐size
companies
also

felt
that
they
got
more
done
at
home
when
compared
to

those
in
small
or
large
organizations.

Allowances
for
Telecommuting*

18%
Allowed
for
all
positions

43%
Allowed
for
some
positions

39%
Not
allowed

*According
to
data
from
CompTIA
research

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R2)"N><<*'H$"*F'#@"#)*

Generational
Research
on
Technology
and
its
Impact
in
the
Workplace:
Section
4
8

While
the
telecommuting
and
flexible
work
schedule
trend
shows
few
signs
of
slowing,
it
must
be
noted

that
the
majority
of
employees
in
all
age
groups
in
CompTIA’s
research
valued
the
connection,
creativity

and
results
that
face-‐to-‐face
interaction
and
collaboration
produced.
This
is
also
reflected
in
the
ideal

working
arrangement–
only
10%
of
employees
wanted
a
situation
where
they
did
not
come
into
the

office
at
all
and
39%
did
not
want
any
telecommuting
days.
The
majority
want
an
arrangement
that

features
some
days
in
the
office
and
some
from
home.
The
balance
in
this
arrangement
is
towards
more

days
in
the
office.
Forty-‐nine
percent
of
respondents
prefer
to
work
in
the
office
three
or
four
days
a

week.
CompTIA
data
also
finds
that
telecommuting
preferences
are
nearly
identical
between
men
and

women.

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