The office of 1960 had no computers, no fax, no photocopier or teleconferencing equipment. It was characterized by a strictly ordered plan that placed private offices at the perimeter and a warren of cubicles at the center. People looked different, too. Men wore shirts and ties; women skirts and stockings. A hierarchy was securely in place from executives at the top through middle managers to secretaries and clerks.
Today’s workplace houses four generations of diverse workers — men and women of different ethnicities who represent cultures from around the world. A successful workplace — one that is able recruit, retain, manage and motivate people — must embrace diversity and take into account the different needs and expectations of people who do not see work (or life) in the same way.
We can define four distinct generations of workers as:
> Traditional (1928 – 1945)
> Boomers (1946 – 1964)
> Generation X (1965 – 1980)
> Millenials or Generation Y (1981 – 1991)
In general, Traditional workers joined the workforce before the social upheavals of the 1960s. Boomers arrived in the ’70s when the proliferation of digital media was still nascent, while GenX and the Millenials came of age in a Web-based world. At work, these tech savvy young workers exhibit high expectations of self, comfort working in teams and a fluid sense of space. Everyone “owns” all the space. Work can take place anywhere. It’s an attitude that appears to be analogous to growing up in a networked world where you can connect with others at any time and any distance; or access any information you need via your iPhone or BlackBerry.
A study by the Carroll Thatcher Planning Group, a workplace strategy and design group, identifies the different attitudes and expectations of these four generations in terms of:
1. Desire for color variety
2. Need for ergonomics
3. Want corner office with window
4. Noise tolerance
5. Expect professional attire
6. Expect supplementary amenities
To address these vast differences in preference and need, office planning must provide for variety and choice. A regimented, cookie-cutter approach cannot encompass such a wide range of what is deemed acceptable in terms of sensory stimulation (color and noise) or desirable in terms of amenities and behavior (views and professional dress). Success lies in finding a balance between uniformity — a degree of structure is necessary — and giving workers the ability to make choices. The challenge is to design appropriate variation.
01. Four generations. Who are they?
03. Shrinking workstations. Is this my space?
05. Collaboration happens anywhere
07. Space is defined by workstyle, not status