160402_forrester_harness the potential of millennials with your workforce technology strategy

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Harness The Potential Of Millennials With Your

Workforce Technology Strategy

Millennial Workers Are Now The Largest Generation In The Workforce And Require A Different Approach

by J. P. Gownder

February 2, 2016

FOR INFRASTRUCTURE & OPERATIONS PROFESSIONALS

FORRESTER.COM

Key Takeaways

Millennials Are Now The Biggest Group In The

Workforce -- And Have Unique TendenciesMillennials recently took the largest share of the

US workforce. As digital natives who came of

age during the Great Recession, they have some

unique characteristics and beliefs.

Millennials Stand At The Vanguard Of Your

Company’s Mobile Mind Shift

Mobility is table stakes for Millennials, who

show strong preferences toward mobile devices

and apps. They’ll show you the future of your

workforce -- one that works in more places with

the newest mobile devices.

Millennial Workers Can Help Pave The Way To

Innovation In Workforce Technology

You can think of Millennials as a testing ground

for emerging technologies like virtual reality

and intelligent software agents. Because

they’re digital natives, you can make them your

early adopter pilot group, paving the way for

workplace transformation.

Why Read This Report

The composition of the workforce is changing,

as Millennials have recently become the largestgeneration in the workforce. Alongside that shift

comes a change in work styles, a greater level of

comfort with emerging technologies, and different

expectations. This report shows infrastructure and

operations (I&O) leaders how to think of workforce

enablement in terms of Millennials, recommending

technologies that capitalize on Millennials’ work

styles while also making the company more

productive and connected across all generations.



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© 2016 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester®,Technographics®, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of ForresterResearch, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or

distributing is a violation of copyright law. [email protected] or +1 866-367-7378

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA

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Table Of Contents

Millennials Now Make Up The Biggest Share

Of The Workforce

Millennials’ Beliefs And Behaviors Require

Different Devices And Apps

For Millennials, Mobility Represents Table

Stakes

Leverage Millennials To Pave The Way For

Workplace Transformation

Recommendations

Unlock Millennials’ Potential By Helping

Them Find Flow

Supplemental Material

Notes & Resources

Forrester employed data from the Global

Business Technographics® Devices And Security

Workforce Survey, 2015 and the North American

Consumer Technographics Online Benchmark

Survey (Part 1), 2015.

Related Research Documents

The Kids Are Overrated: Don’t Worry About The

Millennials

Millennials: A Demographic Overview

The Mobile App-ocalypse Is Coming: Are You

Ready?


Harness The Potential Of Millennials With Your Workforce

Technology Strategy

Millennial Workers Are Now The Largest Generation In The Workforce And Require A Different

Approach

by J. P. Gownder

with Christopher Voce, David K. Johnson, Elinor Klavens, and Vanessa Wegner

February 2, 2016

http://www.forrester.com/go?objectid=RES122161





http://www.forrester.com/go?objectid=BIO1728
















Harness The Potential Of Millennials With Your Workforce Technology Strategy

February 2, 2016

© 2016 Forrester Research, Inc. Unauthorized copying or distributing is a violation of copyright law.

[email protected] or +1 866-367-7378

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Millennial Workers Are Now The Largest Generation In The Workforce And Require A

Different Approach

› Burdened with educational debts. Today’s Millennials are the most educated cohort of 18-to-34

year olds in history: The percentage with a bachelor’s degree or higher was 22.3%, compared with

15.7% in 1980.11 But they’re saddled with burdensome student loan debt as a result. The average

graduate in 2014 was saddled with $33,000; even adjusted for inflation, that’s almost twice the

amount owed 20 years prior.12

FIGURE 1 Generations Strongly Predict Technology Optimism

129503

Source: Forrester’s North American Consumer Technographics® Online Benchmark Survey (Part 1), 2015

65% 64%

54%

42%

36%

29%

Technology optimism varies by generation

Technology optimism

Gen Z/ Young

Millennials

(18 to 26)

Gen Y/ Millennials

(27 to 35)

Gen X(36 to 49)

YoungerBoomers

(50 to 59)

OlderBoomers

(60 to 70)

GoldenGeneration

(71 and older)

Base: 61,222 US online adults 18+





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FIGURE 2 Generations Predict Core Life Motives


Generations predict psychographic primary motives

0%

10%

20%

30%

40%

50%

Career motivation

Entertainment motivation

Family motivation

Gen Z/

Young

Millennials

(18 to 26)

Gen Y/

Millennials

(27 to 35)

Gen X

(36 to 49)

Younger

Boomers

(50 to 59)

Older

Boomers

(60 to 70)

Golden

Generation

(71 and older)


Millennials’ Beliefs And Behaviors Require Different Devices And AppsYour company is likely past using the “one size fits all” model for devices and tailoring your device

strategy by different groups of employees by role or seniority.13 Adding generational context, workforce

technology analysis offers an opportunity to see where cultural, behavioral, and psychographic

differences exist — ultimately enabling you to develop a device strategy that empowers each group in

accordance with its own needs. For example, when refining your help desk strategy, in-person tutoring

and mentoring has been shown to resonate with Millennials. Support strategies modeled after Apple’s

Genius Bar have been particularly successful in university settings — and enterprises have followed

suit.14 This approach not only solves technology problems but also provides an individualized experience

while teaching users how to fix problems themselves, or even market new tech services to employees.

For Millennials, Mobility Represents Table Stakes

Millennials have quickly embraced the mobile mind shift, the expectation that one can get what they

want in their immediate context and moments of need using a mobile device. For example, 25- to

34-year-olds score highly on Forrester’s Mobile Mind Shift Index; their communicate, consume, and

transact scores prove that they’re experienced with a full range of mobile behaviors.15 When designing

your workforce enablement strategy, keep in mind that Millennials:





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› Expect mobility. Millennials expect the Web to be mobile-optimized: Some 74% of 18- to 26-year-

olds and 72% of 27- to 35-year-olds agree with the statement, “I expect companies to make

their website mobile-friendly” (see Figure 3). Over half also agree with the statement, “I expect

companies to have a mobile app.” They back up these high standards with usage: US online 25- to

34-year-olds spend 62 hours, 59 minutes per month using mobile apps, compared with 50 hours,

37 minutes for all users on average.16

Action: Make mobile app enablement a top priority. The mobile mind shift operates through

mobile moments, points in time and space when someone pulls out a mobile device to get what

they need in their immediate context. When employees don’t have the tool or information they

need in their mobile moment, they might become distracted, disengaged, or simply be unable to

complete a task. As we show in our report “The Mobile App-ocalypse Is Coming: Are You Ready?”

app-enabled workers are happy, successful workers who in turn create happy customers.17

› Use tablets and the triple play. Plotting out information workers’ device usage by generation, we

see all generations commonly use desktops, laptops, and smartphones for work (see Figure 4). But

Millennials are more likely to employ the “triple play” of untethered devices — laptops, tablets, and

smartphones. This is because of their tendency to use tablets for work purposes at a higher rate

than older generations. Millennials make tradeoffs between devices, choosing a laptop, a tablet, or

smartphone to accomplish the right task in context and at their mobile moment of need.

Action: Design policies to maximize device access on the go. I&O leaders have two strategies

available to them when expanding access to mobile devices. First, you can accommodate bring-

your-own device (BYOD) behaviors by providing management and support — crafting policies

that allow workers to use company-provided apps on personal devices, for example.18 When pure

BYOD isn’t an option, you can co-opt the energy behind employee BYOD by providing best-in-

class, company-owned mobile devices to your employees. Millennials will likely appreciate each

approach, but younger Millennials won’t have the means to buy all the devices they want, so they’ll

appreciate company-provided hardware.

› Work in more places. Flexible work styles that allow employees to work anywhere and everywhere

will continue to grow in popularity in 2016 in spite of heated debates about their merits. Here, we

find all generations working in a variety of locations, but Millennials lead in both working from the

office and working in public places (see Figure 5). Why? Because working-from-home policies are

often tenure-related — more senior employees have more flexibility, having proven their maturity

to be effective from home — keeping Millennials in the office. But Millennials are mobile-first andfind ways to be productive in places like coffee shops and restaurants, even as older generations of

workers are less active in those places.

Action: Consider flexibility when designing employee systems. Still requiring a VPN to

access key data in the mobile era? Limiting functionality in mobile apps — or missing mobile

apps altogether? While a VPN is sometimes still necessary, these limits to your infrastructure can





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Different Approach

severely cramp the style of Millennials, who prefer to get work done wherever they are. Taking into

account on-the-go scenarios is key to choosing and deploying software and devices suited to

flexible work styles.

› Are open to wearables. For digital natives in the Millennial generation, wearables aren’t so

outlandish as they might seem to older workers. For example, 18- to 26-year-old workers are more

open to wrist-based wearables (49%) than average workers (34%) while also exceeding averages

on wearables embedded into clothing or jewelry, smart glasses, and smart earbuds.19

Action: Consider making Millennials your test pilots for wearables. As advanced users,

Millennials can help you understand the leading edge. In a sense, Millennials are already using

wearable tech at work: Today, 69% of Young Millennial workers say they put on headphones to

reduce noise and distractions so they can focus on their work — compared with just 42% of workers

on average and 35% of workers ages 50 to 59.20 Deploying smartwatches, smart glasses, and other

pilots suited to the Millennial workers’ role will help you see the potential in these devices.21





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FIGURE 3 Millennial Workers Expect Mobile Apps And Mobile Web



Gen Z/

Young

Millennials

(18 to 26)

Gen Y/

Millennials

(27 to 35)

Gen X

(36 to 49)

Younger

Boomers

(50 to 59)

Older

Boomers

(60 to 70)

Golden

Generation

(71 and older)

“I expect companies to make their website mobile-friendly — please indicate how strongly you agree

or disagree with the following statements about interacting with companies on mobile devices.”

(4 or 5 on a scale of 1 [strongly disagree] to 5 [strongly agree])

0%

20%

40%

60%

80%

Mobile web

*Mobile app

“I expect companies to have a mobile app — please indicate how strongly you agree or disagree

with the following statements about interacting with companies on mobile devices.”

(4 or 5 on a scale of 1 [strongly disagree] to 5 [strongly agree])*





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FIGURE 4 Millennials Lead In Mobile Device Usage

Note: “Triple play” indicates users of laptops, tablets, and smartphones.

Source: Forrester’s Global Business Technographics® Devices And Security Workforce Survey, 2015

Base: US information workers

Gen Z/

Young

Millennials

(18 to 26)

(N = 98)

Gen Y/

Millennials

(27 to 35)

(N = 347)

Gen X

(36 to 49)

(N = 488)

Younger

Boomers

(50 to 59)

(N = 667)

Older

Boomers

(60 to 70)

(N = 380)

Golden

Generation

(71 and older)

(N = 37)

“Which of the following devices (work-provided or personal) do

you use at least weekly for work?”

Desktop

Laptop

Tablet

Smartphone

Triple play

0%

50%

40%

30%

20%

60%

70%

80%

10%





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FIGURE 5 Millennials Work Everywhere

Source: Forrester’s Global Business Technographics® Devices And Security Workforce Survey, 2015

Base: global information workers

Gen Z/Young

Millennials

(18 to 26)

(N = 98)

Gen Y/

Millennials

(27 to 35)

(N = 347)

Gen X

(36 to 49)

(N = 488)

Younger

Boomers

(50 to 59)

(N = 667)

Older

Boomers

(60 to 70)

(N = 380)

“How often do you work in your job from the following locations?”

(Respondents who work in the location at least sometimes)

0%

25%

50%

75%

100%

Office

Client site

From home

While commuting

(e.g., train)

Public place

(e.g., coffee

shop)

Leverage Millennials To Pave The Way For Workplace Transformation

Because they’re digital natives, Millennials represent an opportunity to gauge the effectiveness of

emerging, disruptive, and unfamiliar technologies. As such, you should think of Millennial workforce

enablement as an opportunity to innovate. Wed innovation to problem-solving: Millennial work styles

necessitate unique technology instrumentation anyway, so accommodate those differences with

emerging tech. Examples include:

› Helping Millennials understand, then act upon, analytics and data. The interpretation of

work data depends, in large part, on tenure; Millennials need to earn experience in their jobs —

something that only comes over time. Academics Hershatter and Epstein found that, despitebeing digital natives who can quickly find data, “there is no particular reason to believe that

these Millennials are any more adept consumers of the data they retrieve than anyone else and in

fact, one can probably assume that they are less discriminating than their more experienced co-

workers” (emphasis added).22





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Action: Innovate with cognitive interpretation tools. New automation technologies can help

Millennials make up for lack of experience and better interpret and understand data. Digital

Reasoning’s cognitive computing technology aims to apply human-style thinking to data, then

translates data into visualizations and outputs that people can use.23 Millennials are the perfect pilot

group for such a system: They need the assistance on data interpretation, yet they’re open to —

and comfortable with — newer technologies. They’re an excellent choice to begin working side by

side with software robots.24

› Test ever-evolving social media and collaboration tools on Millennials. As digital natives,

Millennials’ brains are wired to think in terms of social media, which makes them better multitaskers

and more attuned to quick feedback.25 The University of North Carolina’s Kenan-Flager Business

School wrote that Millennials see life in “circular, optimistic terms. For them, life is more like

London’s Eye — the city’s giant Ferris wheel — there are multiple opportunities to stop along the

way, with great views they can instantly snap with their camera phones, post to Facebook, and adda status update, all before the next stop.”26

Action: Empower with established — and emerging — social collaboration tools. Millennials

can be a catalyst to get started with enterprise social. Enterprise social platforms like

Salesforce’s Chatter, Slack, or Microsoft’s Yammer can connect employees to one another in

Facebook-like fashion while also integrating into core systems like Force.com CRM, Office 365,

or SharePoint.27 Thinking toward next-generation technologies, have Millennials test out virtual-

reality-based collaboration with AltspaceVR, which creates virtual collaboration spaces that

workers enter via avatars.28

› Innovate training and coaching through virtual reality. Millennials are career-oriented, and

they’re not afraid to ask for help. While 29% of US online adults agree with the statement, “I

am very competitive when it comes to my career,” some 40% of 18- to 26-year-olds (young

Millennials) and 44% of 27- to 34-year-olds (Millennials) agree.29 Alongside that ambition comes a

desire for training to help them achieve their goals. For example, academic Rose Sherman looked

at generational differences in the field of nursing and found that “Millennial nurses expect more

coaching and mentoring than any other generation in the workforce. They are optimistic and goal-

oriented but also want structure, guidance, and extensive orientation.”30

Action: Turbo-charge training initiatives with virtual reality. If you want to be on the leading

edge of corporate training, work with your colleagues in learning and development to pilot virtual-

reality immersive solutions with Millennials. Virtual reality has a proven positive effect on thecomprehension and retention of information.31 Arch Virtual creates architectural simulations for

Oculus Rift, many of which are medical environments. Doctors and nurses can explore and test

these prototype environments virtually in order to improve the utility and efficiency of the space

before construction starts.32





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Recommendations

Unlock Millennials’ Potential By Helping Them Find FlowThough Millennials have unique characteristics and needs, it’s important not to overstate their

differences from other age cohorts. In our report “The Kids Are Overrated: Don’t Worry About The

Millennials,” Forrester pointed out that Millennials aren’t inherently different.33 Instead, economic

circumstances like the Great Recession and a fast period of student loan growth have shaped many

of their behaviors. And, like other generations before them, they’ll change as they age, adopting life-

stage-appropriate behaviors and catching up economically along some dimensions.

So how do you both honor Millennials’ differences while not over-dramatizing them? By employing

cognitive psychology. In Forrester’s report “A Crisis Of Attention: Technology, Productivity, And Flow,”

we showed how achieving a state of heightened productivity — called flow — enables workers toattract, serve, and retain customers effectively.34 Millennial workers offer a specific opportunity to I&O

leaders here: Because they’re digital by nature, they represent a strong proving-ground for piloting and

testing innovative new technologies. To make Millennials successful employees, analyze your device

and app planning around the three qualities of workplace culture that drive flow:

› Autonomy. Autonomy is our desire to be self-directed and to have a say in how work gets done.

Given the chance, workers seek the means to get their job done. For example, we’ve seen how

mobile the workforce has become; when workers don’t get mobile devices and collaboration

software, they turn to BYOD and Dropbox to achieve autonomy. Millennials will appreciate newer

tools like smart glasses or smartwatches to give them great autonomy when applied in the right

fashion. The IDEA cycle can help you plan workforce mobility: Start by identifying the mobilemoments of need for Millennials and other workers.35 Design mobile engagements that will satisfy

Millennials’ ultra-mobile work styles. Engineer applications and experiences that are educative as

well as productive and analyze results on an ongoing basis to drive continuous improvement.

› Mastery. Mastery means helping employees continuously improve their skills instead of hindering

their progress. Promoting mastery means helping Millennials learn even more quickly through

technology. For example, virtual reality is a proven method for improving the brain’s ability to

absorb and retain information, because vision is the broadest path of information flow to the

brain.36 It could also involve collaborative work scenarios: Microsoft’s Surface Hub, a conference

room computer for use by multiple colleagues, helps workers engaged in tasks like product design

or architecture work collaboratively. By bringing together a team-based session, the Millennial-

friendly Surface Hub facilitates lowering the barriers to collaboration.

› Purpose. Purpose means that employees feel that their work is important and matters to others.

Technology that reveals the positive impacts of employees’ contributions help to reinforce

purpose. For example, software can help workers understand their personal connection to the

business by making objectives and key results (beyond financial metrics) transparent — and by





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making employees feel valued.37 Virgin Pulse offers software and tools that support the physical,

psychological, and collaborative dimensions of their performance, leading to healthier, more

purpose-driven employees.38 Finally, discover employees’ purpose by asking them about it:

Surveys, focus groups, and one-on-one interviews with Millennial employees offer the greatest

insights into what they want and need in the context of their jobs at your company.

Engage With An Analyst

Gain greater confidence in your decisions by working with Forrester thought leaders to apply our

research to your specific business and technology initiatives.

Analyst Inquiry

Ask a question related to our research; a

Forrester analyst will help you put it into

practice and take the next step. Schedule

a 30-minute phone session with the analyst

or opt for a response via email.

Learn more about inquiry, including tips for

getting the most out of your discussion.

Analyst Advisory

Put research into practice with in-depth

analysis of your specific business and

technology challenges. Engagements

include custom advisory calls, strategy

days, workshops, speeches, and webinars.

Learn about interactive advisory sessions

and how we can support your initiatives.

Supplemental Material

Survey Methodology

Forrester conducted its North American Consumer Technographics Consumer Technology Survey,

2015, an online survey fielded in March 2015 of 6,743 US and Canadian individuals ages 18 to 88. For

results based on a randomly chosen sample of this size, there is 95% confidence that the results have

a statistical precision of plus or minus 1.2% of what they would be if the entire population of US and

Canadian online adults (defined as those online weekly or more often) had been surveyed. Forrester

weighted the data by age, gender, income, broadband adoption, and region to demographically represent

the adult US and Canadian online population. The survey sample size, when weighted, was 6,697. (Note:

Weighted sample sizes can be different from the actual number of respondents to account for individuals

generally underrepresented in online panels.) Please note that respondents who participate in online

surveys generally have more experience with the Internet and feel more comfortable transacting online.

http://forr.com/1einFan

http://www.forrester.com/Analyst-Advisory/-/E-MPL172

http://www.forrester.com/Analyst-Advisory/-/E-MPL172

http://forr.com/1einFan





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Forrester conducted its North American Consumer Technographics Consumer Technology Survey,

2014, an online survey fielded in March 2014 of 4,575 US individuals ages 18 to 88. For results based

on a randomly chosen sample of this size, there is 95% confidence that the results have a statistical

precision of plus or minus 1.5% of what they would be if the entire population of US online adults

(defined as those online weekly or more often) had been surveyed. Forrester weighted the data by age,

gender, income, broadband adoption, and region to demographically represent the adult US online

population. The survey sample size, when weighted, was 4,556. (Note: Weighted sample sizes can be

different from the actual number of respondents to account for individuals generally underrepresented

in online panels.) Please note that respondents who participate in online surveys generally have more

experience with the Internet and feel more comfortable transacting online.

Forrester conducted its Global Business Technographics Devices And Security Workforce Survey, 2015,

in June and July of 2015 of 7,267 information workers located in Australia, Brazil, Canada, China, France,

Germany, India, New Zealand, the UK, and the US from companies with two or more employees.

Each calendar year, Forrester’s Business Technographics fields business-to-business technology

studies in 10 countries spanning North America, Latin America, Europe, and Asia Pacific. For quality

control, we carefully screen respondents according to job title and function. Forrester’s Business

Technographics ensures that the final survey population contains only those with significant

involvement in the planning, funding, and purchasing of business and technology products and

services. Additionally, we set quotas for company size (number of employees) and industry as a means

of controlling the data distribution and establishing alignment with IT spend calculated by Forrester

analysts. Business Technographics uses only superior data sources and advanced data-cleaning

techniques to ensure the highest data quality.

For Technographics Clients: How To Get More Technographics Data Insights

Forrester’s European Consumer Technographics Consumer Technology Survey, 2015 in April 2015 of

12,000 European individuals ages 16 and older includes many additional questions and parameters by

which you can analyze the data contained in this report.

We can provide additional insights about the consumers highlighted in this report:

› Who they are (e.g., demographics, lifestyle, and interests).

› What they do (e.g., digital, mobile, social behaviors).

› Affiliations they have (e.g., brands used, products owned).

› How they feel (e.g., attitudes, interests).

If you wish to subscribe to Forrester’s Consumer Technographics services, please contact your

account manager or [email protected]. If you are an existing Technographics client, please contact

your data advisor at [email protected].





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Barclaycard

Bionym

Caring in Place

Ducere

Epson

Filip Technologies

Fitlinxx

Honeywell International

Intel

iriver

Jawbone

Mana Health

Mobile Health One

Motorola Solutions’ Enterprise business (now a

part of Zebra Technologies)

Mutual Mobile

Point Locus

Pristine

Project FIDO

Salesforce

Samsung

T3

Thalmic Labs

TheHumanAPI

Thiess

Virgin Atlantic Airways

Vivametrica

Wearable Experiments

Endnotes1 Source: Richard Fry, “Millennials surpass Gen Xers as the largest generation in U.S. labor force,” Pew Research

Center, May 11, 2015 (http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-

generation-in-u-s-labor-force/).

2 For more on how to use Forrester’s Technographics to create segmentation models, see the “Segmenting Customers

By Technology Preference” Forrester report.

3 Source: Forrester’s North American Consumer Technographics Online Benchmark Survey (Part 1), 2015.

4 Source: Andrea Hershatter and Molly Epstein, “Millennials and the World of Work: An Organization and

Management Perspective,” ResearchGate, June 2010 (http://www.researchgate.net/profile/Andrea_Hershatter/

publication/225557983_Millennials_and_the_World_of_Work_An_Organization_and_Management_Perspective/

links/54e4ba770cf29865c334eb51.pdf).


6 For more on Forrester’s assessment of car rental and ride-sharing brands, see the “Digital Experiences Will Drive

Brand Resonance For Rental Newcomers” Forrester report.

7 Source: Steven Rattner, “We’re Making Life Too Hard for Millennials,” The New York Times, July 31, 2015 (http://www.

nytimes.com/2015/08/02/opinion/sunday/were-making-life-too-hard-for-millennials.html?_r=0).

Companies Interviewed For This Report













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9 Source: Maria Lamagna, “More holiday shoppers plan to pay in cash,” MarketWatch, November 27, 2015 (http://www.

marketwatch.com/story/most-holiday-shoppers-plan-to-pay-in-cash-2015-11-23).

10 Source: Richard Fry, “More Millennials Living With Family Despite Improved Job Market,” Pew Research Center, July

29, 2015 (http://www.pewsocialtrends.org/2015/07/29/more-millennials-living-with-family-despite-improved-job-

market/).



12 Source: Phil Izzo, “Congratulations to Class of 2014, Most Indebted Ever,” The Wall Street Journal, May 16, 2014

(http://blogs.wsj.com/numbers/congatulations-to-class-of-2014-the-most-indebted-ever-1368/).

13 For more on how to reassess your mobility and BYOD policies and allow your employees to be fully engaged and

productive, see the “Create A Habitat Of Technology Engagement And Enablement For Your Workforce” Forrester

report.

14 Source: Dian Schaffhauser, “Why Your Help Desk Should Be More Like Apple’s Genius Bar,” Campus Technology,

September 19, 2013 (https://campustechnology.com/articles/2013/09/19/why-your-help-desk-should-be-more-like-

apples-genius-bar.aspx).

15 The following report is a tool that allows you to assess your customer’s readiness for engagement via mobile

moments. See the “The New Mobile Mind Shift Index” Forrester report.

16 Source: Forrester’s US Consumer Technographics Behavioral Study, Q1 2015 as quoted in the November 18, 2015,

“Millennials Are Changing The Future Of Mobile” webinar (https://www.forrester.com/Millennials+Are+Changing+The+

Future+Of+Mobile/-/E-WEB20543).

17 To learn more about which apps I&O pros should prioritize, see the “ The Mobile App-ocalypse Is Coming: Are You

Ready?” Forrester report.

18 For more on how to develop a BYOD framework for your organization, see the “Find The Sweet Spot For Your Bring-

Your-Own-Device Program” Forrester report.

19 Source: Forrester’s Global Business Technographics Devices And Security Workforce Survey, 2015.

20 Source: Forrester’s Global Business Technographics Devices And Security Workforce Survey, 2015.

21 To learn more about how I&O pros are adopting wearable technology to drive productivity, see the “ The Enterprise

Wearables Journey” Forrester report.

22 Source: Andrea Hershatter and Molly Epstein, “Millennials and the World of Work: An Organization and

Management Perspective,” ResearchGate, June 2010 (http://www.researchgate.net/profile/Andrea_Hershatter/

publication/225557983_Millennials_and_the_World_of_Work_An_Organization_and_Management_Perspective/

links/54e4ba770cf29865c334eb51.pdf).

23 Source: Forrester interview with Digital Reasoning.

24 The future of employment includes robots, but will not be dominated by them. To read more about how some

employees are already working side by side with robots, see the “The Future Of Jobs, 2025: Working Side By Side

With Robots” Forrester report.

25 Source: Dana Dovey, “5 Ways Social Media Has Changed The Way Our Brains Work,” Medical Daily, September 11,

2014 (http://www.medicaldaily.com/5-ways-social-media-has-changed-way-our-brains-work-302682).

26 Source: Jessica Brack, “Maximizing Millennials in the Workplace,” Automated Voice & Data Solutions blog, 2012

(http://www.avds.com/images/blog/UNC_Millenials_Workplace_Study.pdf).

























February 2, 2016



16


Different Approach

27 For an evaluation of the 13 most significant enterprise social platform vendors of 2014, see the “The Forrester Wave™:

Enterprise Social Platforms, Q2 2014” Forrester report.

28 For more about the increasing business relevance of augmented reality, see the “ Augmented And Virtual Reality

Should Be Part Of The Innovator’s Toolkit” Forrester report.


30 Source: Rose O. Sherman, “Leading a Multigenerational Nursing Workforce: Issues, Challenges and Strategies,” The

American Nurses Association, May 2, 2006 (http://www.nursingworld.org/MainMenuCategories/ANAMarketplace/

ANAPeriodicals/OJIN/TableofContents/Volume112006/No2May06/tpc30_216074.html).

31 Source: Jeremy N. Bailenson, Nick Yee, Jim Blascovich, Andrew C. Beall, Nicole Lundblad, and Michael Jin, “The

Use of Immersive Virtual Reality in the Learning Sciences: Digital Transformations of Teachers, Students, and Social

Context,” The Journal Of The Learning Sciences, 2008 (http://life-slc.org/docs/Bailenson_etal-immersiveVR.pdf).

32 Source: Forrester interview with Arch Virtual and “Medical Simulations for Health Care Training,” Arch Virtual (http://

archvirtual.com/project/medical-virtual-reality/#.Vpf2l_krJph).

33 For more on the differences between the Millennial generation and the youth of the past, see the “The Kids AreOverrated: Don’t Worry About The Millennials” Forrester report.

34 Flow is “a pleasurable experiential state that occurs during full-capacity engagement in which an individual is

performing at a level that is matched with the demands of the task,” and it can be hindered — or promoted — by

proper use of employee technologies. See the “ A Crisis Of Attention: Technology, Productivity, And Flow” Forrester

report.

35 For more on how to create and execute a comprehensive mobile device deployment process, see the “Brief: Master

Mobile Device Life-Cycle Management” Forrester report.

36 Source: Jeremy N. Bailenson, Nick Yee, Jim Blascovich, Andrew C. Beall, Nicole Lundblad, and Michael Jin, “The

Use of Immersive Virtual Reality in the Learning Sciences: Digital Transformations of Teachers, Students, and Social

Context,” The Journal Of The Learning Sciences, 2008 (http://life-slc.org/docs/Bailenson_etal-immersiveVR.pdf).

37 For more how on how CX pros can guide their organizations in retaining employees, see the “Head Off The Coming

Retention Crisis In Your Customer-Facing Information Workforce” Forrester report.

38 Source: Forrester interview with Virgin Pulse.

























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