Web 2.0 @Work Opening Doors for Gen Y on the Job

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Web 2.0 @WorkOpening Doors for Gen Y on the Job

Abstract:Web 2.0 and Social Networking Skills Give Gen Y New Hires Competitive Advantage:

• Trends in Youth and Social Networks• Differences in the Emerging Workforce• Five Traditional Steps Toward Embracing

Disruptive Change• Impact of Mashup Model for Enterprise IT• Generational Significance of Technology

Aptitudes in the Workplace• Recruiting Success

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Web 2.0 @WorkOpening Doors for Gen Y on the Job

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Web 2.0 @WorkTrends in Youth and Social Networks

Young adults online… Use social networking sites (SNS) more frequently than adults

20% young adults (12-17) use daily vs. 8% of adults (18+) Update their profiles more frequently than adults

Youth more likely than adults to update daily (29% vs. 22%) or weekly (12% vs. 7%)

Adults more likely than youth to update monthly (25% vs. 22%) or less (12% vs. 7%)

Are more likely to express their personality on SNS if they are female (44%) than if they are male (35%)

Young SNS users engage peer content like blogs, at almost twice the overall rate even of other young adults online Watching videos: 72% young SNS users vs. 47% young adults online Reading blogs: 66% young SNS users vs. 47% young adults online Maintaining a personal blog: 37% young SNS users vs. 21% young

adults online

Source: Li, Charlene. “Youth and Social Networks,” Forrester Research, January 7, 2008.

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Web 2.0 @WorkDifferences in the Emerging Workforce

Millennial workers access Web 2.0 applications much more frequently at work than other workers.

Less than half (45 percent) of millennials stick to company-issued devices or software as opposed to nearly 70 percent of other workers.

Three times as many millennials have downloaded software at work for personal use (75 percent vs. 25 percent).

Millennials regularly store corporate data on personal devices—far more than others. From a study of 600 people,

including three groups of 200 respondents each: IT decision makers, millennial workers (born after

1980), and older workforce (born before

1980).

Source: Kapuria, Samir, “Millennial Workforce: IT Risk or Benefit?” Symantec IT Risk Management Blog, March 19, 2008

Stick to using Company-issued Devices or Software

45%

70%

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Millenials Other Workers

Downloaded Software at Work for Personal Use

Millenials, 75%

Other Workers, 25%

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“This study should serve as a call to action for CIOs. Do you know what devices are being used in your organization? Do you know what applications are being downloaded? Are you tracking the movement of data and information within and outside your organization? Policies are not being adhered to, and this could have serious ramifications….”

-Samir Kapuria

The unstructuring of the enterprise is building momentum due to ubiquity of virtually everything


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“According to the study, both the younger and older generations of workers are recognizing the benefits of increased productivity, accessibility, and time savings (five to six hours per work week) through the next wave of social technologies….

“And it’s really an issue of balance—availing of the benefits, while controlling risks, and providing a governance structure that harnesses the capabilities and proficiency of millennial workers.”

-Samir Kapuria


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Web 2.0 @WorkFive Traditional Steps to Embracing Disruptive Change

Disregard Initial insignificance makes it easy to ignore

Contain Increased visibility places technology in a “Don’t ask, Don’t tell” category

Tolerate Beginnings of critical mass requires coexistence with approved technologies

Accept Technology starts being disruptive and so enters into strategic consideration

Embrace No turning back the tide; organization success requires the technology; Specialists now start to focus on strategic benefits

Examples Personal vs. networked printing in the enterpriseInstant MessagingWireless accessiTunes/iPods on corporate computersMySpace & FacebookMashup Applications

Source: A&R Edelman InSight Research, 2008

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Web 2.0 @WorkImpact of Mashup Model for Enterprise IT

Basic CharacteristicsLightweight, composite

apps employing WOANo native data store;

source content/function from existing systems

Mashup result mixes source content and functionality, which each retain original purpose

Often using Browser-based presentation layer integration

Intended Benefits Address long tail of

application delivery Enhance productivity of

individuals or small group IT can deliver apps more

quickly and easily for more specific requirements

Created quickly to meet a tactical need

Faster application development

Heavy reuse of existing capabilities

Achievable composite applications

User-driven application development

Source: Bradley, Anthony. “Mashups and Their Relevance to the Enterprise,” Gartner Research, September 7, 2007

What Is a Mashup?

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Web 2.0 @WorkImpact of Mashup Model for Enterprise IT

Growth in Mashup Adoption Projected for Next 5 years:

30% of companies surveyed were currently using mashups or were planning to use mashups in the following year (Gartner survey in the U.S. in 3Q06)

64% of executives indicated they are creating mashups or intend to do so in the next two years ("Economist" survey in 1Q07)

43% of the enterprises surveyed are finding mashup technologies to be "very useful." (2007 "InformationWeek" Web 2.0 survey)

21% of the respondents are investing in mashup technologies (2007 McKinsey global Web 2.0 survey)

Source: Bradley, Anthony. “Mashups and Their Relevance to the Enterprise,” Gartner Research, September 7, 2007

Projected Mashup Adoption for Next 5 Years

30%

64%

43%

21%

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Currently usingMashups

Executivescurrently orintending to

create Mashupsin next 2 years

Enterprisesfinding Mashups

"very useful"

Respondendsivesting in

Mashuptechnologies

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Web 2.0 @WorkGenerational Significance of Technology Aptitudes in the Workplace

Source: “Serena Software Masher Profile Exploratory research Study,” Penn, Schoen & Berland Associates, Inc. (for Serena Software), March, 2008.

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The Alpha Masher The tech elite, drenched in technology, Alpha Mashers see it as having significant positive impact on their lives and ability to communicate. At work they are delegators, developing solutions to hand off think: senior director, consulting firm The most likely to agree that technology has a positive impact on the world (94 percent) and to be working full-time (91 percent). Predominantly white males 35-44. Typical Myers-Briggs Type: ESTJ - practical, decisive, systematic and logical. Highly extroverted, they work well with others, organizing people to get things done.

The Accidental Masher Not as comfortable with technology as Alphas, Accidental Mashers still have a deep understanding of how technology can improve their lives. With a less direct approach at work, they consider technology a tool to solve problems, but not the key to everything Think: software project manager, healthcare Similar to Balanced Mashers, but more focused on work and enthusiastic toward technology. Predominantly white females 25-54. Typical Myers-Briggs Type: ESTJ - practical, decisive, systematic and logical. Highly extroverted, they work well with others, organizing people to get things done.

The Practical Masher Using all the technology that most Mashers are excited about, they are less enthusiastic about the devices. They typically report to the Alphas and Accidentals at work, but are focused on implementation Think: Web designer, high-end retail The most hesitant to agree that technology has a positive impact on the world (only 50 percent) or their lives (20 percent). Predominantly white males 25-44. Typical Myers-Briggs Type: ISTJ - the only introverted segment of the group, quiet and highly organized and dependable. This group enjoys a logical and matter-of-fact approach to life.

The Balanced Masher Although similar to Accidental Mashers, they do not place technology or work at the center of their lives. Approaching their job as a means to fund other things they enjoy, Balanced Mashers are hesitant to adopt emerging technology until they see how it relates to their personal lives Think: IT project manager, financial services The most likely to be students (9 percent) and the least likely to be workaholics (9 percent). Predominantly white females 25-44. Typical Myers-Briggs Type: ENFJ - highly connected and driven by emotions, making them more aware and attuned to the needs of others. They are loyal, sociable and prove to be inspirational leaders.

The Masher Lite The most resistant to adopting new technologies before they are mainstream, they are less likely to take risks, actively solve problems or create efficiency. At work, they may adopt a new process once it is proven effective in another department Think: IT manager, department of Transportation The most risk averse segment in relationship to technology (only 1 percent are the first to try new technology), their work life (only 7 percent take frequent workplace risks) and at home (only 4 percent take frequent risks in their personal lives). Predominantly white males 35-54. Typical Myers-Briggs Type: ENFJ - highly connected and driven by emotions, making them more aware and attuned to the needs of others. They are loyal, sociable and prove to be inspirational leaders.

Source: “Masher Profiling Report,” Penn, Schoen & Berland Associates, Inc. (for Serena Software), February 2-7, 2008.

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Accidental Mashers predominantly younger females who, although less

technology focused than other profiles like Alpha Mashers, strive to get ahead and break through a glass ceiling and see technology as a way to do just that.

Accidental Mashers identified in the survey are:

Extremely early adopters 53 percent identify themselves as the first to try new

technologies, even before they become mainstream, ranking higher than any other profile.

Workaholics 26 percent identify themselves as workaholics, more

than any other profile. Reinventing processes/Breaking the mold

nearly 20 percent are working in roles that were newly created to address an emerging need in their organization, but reinvention governs their style, on the job and off.

This profile also has the largest segment not currently employed, with 20 percent not currently working.

Source: “Masher Profiling Report,” Penn, Schoen & Berland Associates, Inc. (for Serena Software), February 2-7, 2008.

Accidental Masher Profile: Predominantly Younger Females Who See Technology as a Way to Get Ahead

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Extremely earlyadopters

Workaholics Breaking the mold

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Web 2.0 @WorkRecruiting Success

Despite the downturn, in 2008 many employers still plan to hire:

More new college graduates 22% of U.S. companies intend to

hire more new grads this year than they did in 2007 (Challenger Gray & Christmas)

60% of companies anticipate recruiting more new grads than last year (Collegegrad.com)

About the same number as last year

About half (46%) will hire roughly the same number (Challenger Gray & Christmas)

21% will hire the same number (Collegegrad.com)

Fewer new college graduates 12% of U.S. companies are

cutting back (Challenger Gray & Christmas)

19% will bring fewer on board (Collegegrad.com)Source: Fisher, Anne. “Who’s Hiring College Grads Now?” Fortune Online, March 27, 2008.

Employer Plans to Hire in 2008

General hiring, 22%

General hiring, 46%

General hiring, 12%

Hiring graduates,

60%

Hiring graduates,

21%

Hiring graduates,

19%

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10%

20%

30%

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60%

70%

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90%

Hiring more Hiring the same Hiring less

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Web 2.0 @Work Opening Doors for Gen Y on the Job