数码时代的诞生:下一代领导人给高管层的教训

Introducing 出生的数字, the next major bloc of knowledge workers, 无论以何种标准衡量,这都是组织长期成功的最大决定因素.

报告m读
2021年5月25日

包括千禧一代(1981 - 1996年)和Z一代(1997+年), the 出生的数字 may seem young now, but they already form a majority of today’s workforce, 他们正以一种让人难以理解的方式影响着工作世界. 然而,通过理解这一正在崛起的工人阶级的独特需求——在这种数字化体验中探索的需求——今天的商业领袖将使他们的企业在未来的经济中蓬勃发展.

For this generation, digital technology platforms are a way of life, 与工作, 社会化, 信息获取都是由十年前难以想象的系统实现的. 这是第一批在完全数字化的世界中成长起来的员工. The youngest among them, who began their careers during the pandemic, have only ever known a world where remote work was the norm.

The 出生的数字 are inheriting a workplace in flux. 新冠肺炎大流行最初对全球经济产生了寒蝉效应, 但它也推动了混合动力技术的采用, or 灵活的工作, 可能的. Spurred by the mass movement toward remote operations, 传统的企业文化观念已经被颠覆.

Who’s positioned to capitalize on this upheaval? New research from 实地考察 by Citrix, “The 出生的数字 effect: Young workers and the new knowledge economy,非常清楚地表明,那些利用年轻员工的洞察力和天赋的组织将会获得回报. The 出生的数字 have their own visions for the future of work, and will play a critical role in shaping that future. The question is, are businesses leaders prepared to help?

Though the 出生的数字 are well-represented in the workforce, 思杰公司最新的实地调查报告表明,高层官员对这些问题并不了解. This puts organizations at a distinct disadvantage. 在一个国家,只要增加1%的出生数字员工(与全球平均水平相比),就与零相关.按息前利润(EBITDA)计算的盈利能力提高9个百分点, 税, 折旧, and Amortization) for the firms based there. Leaders who fail to attract, 保留, 让出生的数字有效地避开数十亿甚至数万亿美元的潜在收入.

0.9%
每超过平均水平1%的原生数字人才可增加EBITDA利润率.

So, let’s take a closer look. “数码诞生效应”源于两项民意调查——一项是在商业领袖中进行的,另一项是在数码诞生公司的员工中进行的, backed up with a custom-built economic model. Within the latter group, 我们确定了在2019冠状病毒病(Covid-19)全球大流行期间进入劳动力市场的远程Z世代工人.

During the course of this research, Citrix的实地调查开始意识到,这些组织的运作方式截然不同. Much as we learned in “工作2035:人类和技术将如何引领新的工作方式,“领导者和员工对工作未来的愿景是不同的. 而领导者们预期的劳动力将会被技术扩充, 数码工作者担心自己会被数码世界取代. And while many business leaders feel they 必须 在办公室之外工作,出生的数字对物理工作空间的看法完全是矛盾的. 更重要的是, 出生的数字 workers are divided among themselves, 他们中的一部分人从未踏进过传统的公司办公室.

These gaps 必须 be proactively managed for organizations to thrive, and for the 出生的数字 to inherit a future they want. But inherit they shall. 虽然他们可能还很年轻,但他们很快就会占据公司高管的位置. Before they get there, 虽然, 让我们来看看领导人如何开始满足这些未来领导人的需求——并通过这样做来实现, helping ensure their organizations’ vitality deep into the future.

Our methodology

We conducted 3,在2020年11月至2021年2月期间,对两组知识型员工进行了000次定量访谈:

  • 2,000 出生的数字 workers (18-40岁)在大型、知名企业和中型企业工作. 这个队列包括750名Z一代受访者和1250名Y一代受访者(在线调查).
  • 1,000 Business Leaders在大型、成熟的公司和中端市场企业(电话和在线调查).

Three key opportunities

Our research identified three opportunities that, 一次解决, 能否帮助出生的数字充分发挥他们的潜力——以及组织达到新的成功高度. Read on to learn how to meet this digital cohort on its own terms, and unlock a new chapter in your innovation story.

Understanding generation remote
The born digital and business leaders
The future-fit workplace

Understanding generation remote

如何为从未在办公室工作过的一代人创造一种办公室文化呢?

探索现在


The born digital and business leaders

How can today’s top brass best support the leaders of tomorrow?

探索现在


The future-fit workplace

如何在工作地点和工作方式上推广更流畅、更灵活的理念?

探索现在

The new way to office

争取更灵活的工作环境并非始于出生的数字, nor will it end with them. Employees have pushed for remote work for a long time, but prior to the pandemic, corporate policy held them back. 出生的数字 workers are not the inventors of these demands; they are, however, the tipping point. Their needs — now felt by many — overturn the old assumptions. Meeting these needs means rethinking how and where work gets done.

Business leaders 必须 acknowledge that good, 即使是伟大的, work can happen outside of office walls, as well as within them. 他们必须建立员工体验,为出生的数字员工提供灵活的虚拟和物理环境. 这些环境应该是直观的、智能的和个性化的.

Remote work will remain a key part of 出生的数字’s future. 但仅仅因为年轻员工更适应远程工作,并不意味着实体办公室将消失. 如果它们提供了一个协作的空间,传统的工作空间将继续受到重视. The pandemic has reshaped the status quo, and the office is not being spared the makeover, but predictions of traditional workspaces’ demise are premature.

Creating a better, more equitable work environment is a shared project, not one built from the top down. The 出生的数字 have managed to adapt to the present. 关于未来应该是什么样子,他们可以传授很多东西,并帮助他们的组织在未来几十年繁荣发展.

Related resources

报告

The 出生的数字 effect: Young workers and the new knowledge economy

报告

员工体验的关键案例:应用三个原则来激发EX,释放组织的潜力

报告

工作2035:人类和技术将如何引领新的工作方式