EMERGING TRENDS: THE FUTURE WORKFORCE

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• Document Creation Date: December 28, 2022
• Document Release Date: June 28, 2017
• Case Number: F-2016-00645
• Publication Date: November 1, 2012

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/November 2012
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This monograph is a product of the Emerging
Trends Program in the Center for the Study of
Intelligence. It is prepared primarily for the use
of US Government officials. Material within it
that is protected by US copyright law should
not be reproduced without the permission of
copyright holders.
Questions and comments may be addressed to:
Emerging Trends Program
Center for the Study of Intelligence
Central Intelligence Agency
Washington, DC 20505
(b)(3)
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Foreword
In previous Emerging Trends scans and deep-dive studies
on identity and wireless communications, the Center for
the Study of Intelligence has focused on dozens of trends
ranging from crowdsourcing to cloud computing that are
already providing challenges and opportunities for how we
do our work.
Future Workforce takes a closer look at just who will be doing
that work. It identifies 10 trends that currently are shaping
the character, habits, and expectations of the Millennial
generation, whose members will constitute the majority
of our workforce by the end of this decade. It asks: who
are these young workers; how do they differ from older
generations; and what might be their impact on hiring,
training, retention, compensation, organizational culture,
security, technology, and other areas?
Research for this paper began with visits to traditional
companies, technology startups, and nongovernnnent
organizations to learn more about steps they are taking
to help attract and retain the best and brightest workers.
Dozens of examples of new policies and programs are
presented here with the understanding that, while there
is no one-size-fits all workforce strategy, these might offer
managers who are seeking ways to meet workforce goals
new tools for doing so. Some�but by no means all�of the
challenges and opportunities for the IC that seem to emerge
from this study are offered in this paper's appendix.
The project continued with interviews of university professors
and administrators, recent graduates, and young college
students. "The young are not like you and me," as one
technologist told us, referring to common characterizations
of the Millennial generation as impatient, multitasking, digital
natives who are collaborative, socially-conscious, insistent on
flexibility, and globalized. This paper offers several, perhaps
surprising, comments from Millennials about their views on
diversity, debt, and workplace loyalty.
Future Workforce is intended to be a primer for organizations,
managers, and individuals who wish to stay abreast of
potential changes that young workers might bring to
the workplace. If organizations don't understand the
trends that are shaping the future workforce, they risk
imposing paradigms of employee hiring, development, and
management that are fast becoming obsolete.
For additional copies of this and other Emerging Trends
reports, please contact us at CSI welcomes
comments on this report and the work of CSI's Emerging
Trends Program in general and would be pleased to work with
any IC component interested in identifying implications of
emerging trends on intelligence work.
(b)(3)
(b)(3)
Director, Center for the Study of Intelligence
November 2012
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Table of Contents
Executive Summary
-rod c ion
V
1
Attitudes and Practices of the Future Workforce 5
How will the explosion of information and communication technologies
affect employee productivity and expectations for technological devices
and information systems in the workplace? 5
How will changing ideas about racial and ethnic diversity affect the workplace? 12
How will the deepening and broadening of personal international connections
affect workplace preferences? 15
How will changing perceptions of public service impact the future workforce? 18
What sorts of workspaces will those who value a "flat" organizational structure demand? 22
External Factors Affecting the Future Workforce 77
How will changing expectations about retirement remake
intergenerational dynamics in the workplace? 27
How will the fact that an increasing percentage of college graduates
are female affect dynamics in the workplace? 31
How will emerging health challenges affect employees'
working relationships with one another, as well as with their managers? 36
How will changing family structures affect demand for flexible working conditions? 39
How will rising personal indebtedness impact
the employability and career choices of incoming workers? 42
Workforce of the Future: Relevance for the
Intelligence Community
Appendix: Selected Sources for
Themes about Millennials 51
S_o_urce_N_otes
47
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Executive Summary
Over the next several years, we will fold into our workforce a
growing number of employees from the Millennial generation
� those born between 1980 and 2000. Millennials already
outnumber Baby Boomers in absolute numbers, and it has
been projected that by 2025 they will constitute 75-percent of
the workforce.' This paper asks: Who are the Millennials? Do
they differ from those likely to be reading this paper today�
and how? How is the corporate world reacting to the arrival
of this generation and are there lessons we can learn from
that? What might be the impact for hiring, training, retention,
security, technology, and organization?
A number of recent and emerging trends are shaping the
workforce of tomorrow. Among them are:
The recent financial crisis, which slowed the retirement
of older workers seeking to rebuild eroded savings,
resulting in headroom issues for young employees. As
a result, organizations are facing growing challenges
motivating and retaining younger workers who are
eager to make their mark. Many young people still
seeking employment require high-paying jobs and/or
generous loan repayment programs to address crippling
educational debt burdens. Those who have slipped into
default on school loans have a hard time finding jobs
with organizations unwilling to consider applicants with
poor financial histories.
Rapid technological advancements, which have
resulted in a generation of "digital natives" who
seamlessly incorporate new technologies into their
everyday lives. Members of this generation are impatient
with organizations that deny them access to the tools
they see as necessary to make their personal and
professional lives most efficient. The biggest turnoff for
some Millennials, however, is not the lack of the latest
technology, but an organization that creates rules that
stand in the way of their own vision of success. For
example, tech-savvy young workers are accustomed to
downloading or hacking their own fixes for computer
problems and might be unwilling to understand or
comply with corporate security policies.
Shifting gender and family dynamics, which are
challenging all employers. As female graduates
outnumber male graduates at US colleges and
universities, there is a growing feminization of the
US workforce. Meanwhile, increased eldercare
responsibilities and changing gender norms related
to household duties are driving demand for more
flexible work arrangements. In the near future, we
could see work-related travel and relocations falling
disproportionately on younger employees.
Health issues�such as the trend toward medicalizing
depression and obesity, and the increased off-
label use of stimulants and other neuroenhancing
drugs�are requiring organizations to make ethically
and legally complicated choices about hiring and
managing employees.
Millennials have strong values against which they will judge
future employers, including:
Collaboration. As a result of their access to collaborative
technologies and academic training, Millennials are
used to working in teams. Many expect open and flat
organizations that allow iterative, entrepreneurial, and
risk-tolerant approaches. They often advocate for open
workspaces and flexible organizational structures.
Employers will likely need to adopt some new work
processes�and more established employees will need
some new skills and training�to work most effectively in
these collaborative environments.
Diversity. While workers today value and expect diversity
as much as ever, the definition of diversity is shifting.
For Millennials, diversity is a question of whether the
organization has the right mix of people necessary
to fulfill its mission and avoid groupthink. For them,
requisite diversity includes cognitive diversity�varied
perspectives, backgrounds, experiences, and in some
cases international experiences and connections. This
new generation also is keenly aware of and likely to press
employers on gender equity issues.
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Public Service. Commitment to public service seems
stronger than ever for a generation that is marked by
9/11 and is used to school and religious community
service requirements. But young people's definition of
public service increasingly extends beyond government
jobs to include employment with nonprofits, NG0s, and
even the private sector. Consequently, the government
will face increased competition for employees
motivated to have a positive impact on the world.
Global Connectivity. The future workforce has extensive
international experience and contacts from time spent
studying or working abroad and from participation in
web-based networks that seamlessly cross international
borders. Such relationships are easier than ever to
maintain with tools like Facebook, Twitter, and Skype.
Many young workers will be unwilling to give up these
relationships. Many will be looking to join organizations
that offer opportunities to travel or work abroad.
There are additional attitudinal trends among members of
this generation that might have profound implications for
how employers need to engage the workforce.
They see their career as something to be 'curated.'
Just as individuals use new technologies to better
manage the way they appear to the outside world,
the incoming generation collects and edits skills and
experiences to prepare for their next job. Rather than
thinking of their careers as a linear progression up a
professional ladder, young workers increasingly see
their careers as a series of moves across a lattice of jobs
and employers. This involves a fundamental reframing
of how people evaluate job options and career choices.
From an organizational perspective, workers might be
seen less as "employees for life" or "family" and more as
temporary "co-laborers."
Workers expect a holistic blend of corporate culture,
technology, and mission. A deciding factor for young
workers when evaluating prospective employers is how
well they identify with and can embrace the corporate
culture, and how successfully that culture is rooted in
the mission of the organization. Businesses that create
fun products, for example, should have a fun and open
culture; likewise, organizations whose products are based
on expertise should provide technology that enables the
maximization of knowledge production and outreach.
Without understanding the trends that are shaping the
future workforce, organizations risk imposing paradigms
of employee hiring, development, and management that
are fast becoming obsolete. This paper highlights the
approaches some organizations are taking to attract and
retain the best future workforce, while still fulfilling their
current missions. Some of these practices might yield success
stories, while others probably will come to be regarded
as misguided fads. What is certain is that there will be no
one-size-fits-all answer. The examples here are offered as
food for thought for managers as they consider how their
organization's specific goals and missions align with the
challenges outlined in this paper, and as they design policies
and procedures to meet those challenges.
In the Intelligence Community, these trends raise issues for the
future of the intelligence profession. While many augur well
for the profession�such as the availability of more potential
employees who possess international experience, valuable
language skills, and greater facility with social media and
technology platforms�others portend shifts that necessitate
the dismantling and review of some of our most basic
assumptions, particularly those involving security clearances,
background checks, social media, and employee retention.
The last section, "Workforce of the Future: Relevance for the
Intelligence Community," treats these issues in detail.
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I ntrod uctii n
Research for this paper started with a
broad consideration of trends in society,
business, and technology that are likely
to affect the workforce of the future.
Noted developments include changes
in educational patterns and outcomes,
technology usage patterns, employment
opportunities, perspectives on diversity
and international affairs, and emerging
health challenges.' Particular attention
was paid to how the integration into the
workplace of the Millennial generation�
those born between 1980 and 2000�is
likely to affect all levels of an organization.
The examination of these trends raised
10 critical questions for employers. Those
questions fall into two broad categories.
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For each of these questions,
relevant trends and implications for
organizations are identified, along
with some ways that the private sector
is beginning to respond. Some of
these approaches are variations on
old themes, while others seem truly
novel. The examples in this paper
are neither an exhaustive assessment
of the possible range of options, nor
necessarily "best practices." They
are offered as food for thought for
managers who are wrestling with
these same challenges. Figuring out
which solutions make sense requires an
analysis of the specific requirements of
particular organizations.
The first set of questions focuses on the beliefs, habits, skills, and expectations that
the future workforce will bring into the workplace:
1. How will the explosion of consumer information and communication
technologies (ICT) affect employee productivity and expectations for
technological devices and information systems in the workplace?
2. How will changing ideas about racial and ethnic diversity affect the workplace?
3. How will the deepening and broadening of personal international
connections affect workplace preferences?
4. How will changing perceptions of public service impact the future workforce?
5. What sorts of workspaces will those who value a "flat" organizational
structure demand?
The second set of questions focuses on external trends affecting the future workforce
and how newer workers might engage with their colleagues and employers:
6. How will changing expectations about retirement influence �
intergenerational dynamics in the workplace?
7. How will the fact that an increasing percentage of college graduates are
female affect dynamics in the workplace?
8. How will emerging health challenges affect employees' working
relationships with one another, as well as with their managers?
9. How will changing family structures and dynamics affect demand for flexible
working conditions?
10. How will increases in personal indebtedness impact the employability and
career choices of incoming workers?
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Who Is The Future Workforce?
Part of the largest generation in history, Millenials are just beginning to enter the workforce. But they are projected to
represent more than half of the workforce by the end of this decade. Their values and experiences will, for good or ill,
influence the culture of all organizations. So, who are the Millennials and what are they like?
PRIOR TO 1946
PRE-BOOMERS
1946-1964
1965-1979 1980-2000
BABY BOOMER
(or BOOMER)
GENERATION X
(or GEN Xer)
MILLENNIAL
(or GEN Y)
Millennials were born during a period of relative economic prosperity in the United States. The 76 million-strong
generation was raised by Gen X and Baby Boomer parents who were well equipped to meet their children's physical
needs while providing a great deal of emotional support and involvement. Much has been written about this
generation's unique blend of characteristics. Some of the more common observations include:
Millennials Are Multitasking Digital Natives:
Having always had access to computers and the Internet, Millennials are comfortable with digital technologies and use them
as a primary means of accessing information. They often employ these technologies to juggle several tasks at once across
multiple media types (e.g., TV, computer, digital music player, cell phone, gaming device).
Millennials Are Impatient:
They have a low tolerance for delays and demand quick and constant feedback at work, as well as reliable processes and
services to speed their interactions. Millennials are highly meritocratic, expecting high performance to be rewarded and
frowning upon tenure-based promotion system. They dislike intermediaries and have limited regard for layered bureaucracy.
Millennials Demand Flexibility, Convenience, and Customization:
They expect to work hard, deliver results, and enjoy a balanced life. As such, they prefer to keep their time and commitments
flexible, are always on the lookout for better options. They demand that organizations and individuals give them the ability to
pursue these options.
Millennials Are Collaborative, Networked, and Transparent:
Collaborative learning became the norm in many academic institutions during their youth, a trend buttressed by the growth
of collaborative spaces and tools. To Millennials, their "community" includes both face-to-face and social networks. As a
consequence, they are inclined to share personal information on-line that older generations might consider "private," and
expect that others will reciprocate.
Millennials Are Optimistic, Progressive, and Possess Strong Social Values: Like young people of any generation, Millennials
are in search of meaning, particularly as they relate to their roles as citizens, students, and employees. They believe in
contributing to the vitality and health of their local, national, and global communities and demand that organizations have
strong corporate social responsibility programs.
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In an attempt to better understand the"mindset" of young adults entering college, Beloit College
each year publishes a list of facts about the entering class. Below are some of their observations
for students born between 1986 and 1992 and entering the workforce roughly between 2006 and
2012. These facts are reminders that young workers have very different experiences and
perspectives than the incumbent workforce. As one technologist interviewed for this paper said,
"The young are not like you and me."
Google has
always been
a verb.
Digital cameras have always existed.
They have never heard
anyone actually "ring
it up" on a cash register.
Starbucks has always
been around the corner.
Computers have
never lacked a
CD-ROM disk drive.
They have always
had a chance to do
community service
with local and federal
The US has always
been a Prozac nation.
They have rarely mailed
anything using a stamp.
Caller ID has always been
available on phones.
The Soviet Union has never
existed and therefore is about
as scary as the student union.
The World Wide Web has been
an online tool since they were born.
The European Union has always existed.
There has always been only one Germany.
Nelson Mandela has always
been free and a force in South Africa.
We have
always been
mapping the
human genome.
They never
"rolled down"
a car window.
GPS satellite navigation
systems have always
been available.
Network television
has always struggled
Bar codes have always :
They never twisted the coiled handset
been on everything.
wire aimlessly around their wrists
while chatting on the phone
Bad behavior has always been getting captured on amateur videos.
programs to earn Lenin's name has never been
money for college. to keep up with cable. on a major city in Russia.
Computers have always
suffered from viruses.
Voicemail has
always been
available.
They have always been
able to read books on
an electronic screen.
Everyone has always
known what the evening
news was before the
Evening News came on.
Margaret Thatcher They are always They have always been able to
has always been a watch wars and revolutions live
former prime minister. texting 1 n other.
on television.
Source: Beloit College Mindset lists for the graduating classes
of 2008 through 2014. http://www.beloit.edu/mindset/
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0
0
What Skills Do We Need?
Organizations must understand the characteristics of the newest generation knocking on recruiters' doors. But, employers must
also anticipate the skills which will be needed in the coming decade. The objective is to match new hires with required skills.
"WE ARE CURRENTLY PREPARING STUDENTS FOR JOBS THAT DON'T
YET EXIST. . . USING TECHNOLOGIES THAT HAVEN'T YET BEEN
INVENTED. . . IN ORDER TO SOLVE PROBLEMS WE DON'T EVEN
KNOW ARE PROBLEMS YET."
RICHARD RILEY, FORMER SECRETARY OF EDUCATION
While it might be impossible to identify specific new jobs�such forecasts often fail�several emerging trends are likely to
drive the demand for new skills. In 2011, the Institute for the Future (IFTF), a strategic research group based in Silicon Valley,
looked at six such drivers:
� lengthened lifespans
� the rise of smart machines that will augment human
abilities
� the rise of sensors, processing power, and data
� new multimedia technologies and communication tools
� crowdsourcing and other tools that are redefining scale
� an increasingly globalized and connected world
With these in mind, IFTF identified 10 key skills new workers will have to bring into the workplace. The critical question is
whether recruiters are looking for these skills in today's new hires:
COGNITIVE LOAD:
the ability to filter
and rank data
DESIGN MIND-SET:
the ability to adjust
work environments
to fit the task
1
VIRTUAL COLLABORATION:
the ability to engage
on virtual team and in
virtual spaces
SENSE-MAKING:
critical thinking, what
humans can do that
machines cannot.
The Institute for
the Future:
10 Skills for the
Future Workforce
22
SOCIAL INTELLIGENCE:
the ability to work
with others
NOVEL AND
ADAPTIVE THINKING:
the ability to respond
to the unexpected
TRANSDISCIPLINARITY: CROSS-CULTURAL
the ability to speak COMPETENCY:
languages of many the ability to operate
disciplines in different cultures
NEW-MEDIA LITERACY: COMPUTATIONAL THINKING:
fluency in new media forms including statistical analysis
and quantitative reasoning
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How will the explosion of
information and communication
technologies in the marketplace
affect employee productivity and
expectations for technological
devices and information
systems in the workplace?
Key Takeaway: Younger workers don't demand the latest technology so much
as access to the tools that they see as necessary to help them fulfill their job
responsibilities and the organization's mission.
THE TREND: There has been exponential
growth in the development and adoption
of powerful new information and
communication tools over the past two
decades. That growth shows no signs of
slowing. The rapid adoption of mobile
technologies such as smartphones and
tablets, and the use of social media
platforms (such as Facebook and Twitter),
powerhouse search tools, and massive
online information repositories are
changing how we conduct almost all
areas of our lives.
Mobile technologies, in particular, are
blurring the borders between work and
personal worlds. Americans increasingly
access e-mail via mobile devices, rather
than via web-based applications.
A recent study by comScore, for
example, examined patterns in US
consumers' e-mail behaviors and
found that web-based access to
programs like Gmail, Yahoo! Mail, and
Hotmail have declined significantly,
while the use of mobile clients like the
iPhone, Blackberry, and Android to
access them has surged, marking an
apparent paradigmatic
shift in how digital consumers
connmunicate.3,4 Some 70.1 million
mobile users in the United States
accessed e-mail on their devices in
33%
67%
For Feds 35 and
younger, 8 wish that
work tech could keep
up with personal tech.
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The Growth of Mobile E-Mail in the United States
(3 month average ending November 2010 vs. November 2009)5
0
-1
+36%
70.1
51.6
Used mobile e-mail
ever in month
November 2010, an increase of
36-percent from the previous year.
The market for mobile devices is driven
in large part by the usefulness of
contact lists and applications, or "apps,"
that help make consumers' personal
and professional lives more efficient
and productive.
Smartphone users and the companies
they work for report that use of mobile
apps such as those used for mobile
teamwork, rapid response, and project
coordination significantly increases both
hourly productivity and the number
November 2009
II November 2010
4-40%
43.5
31.2
Used mobile e-mail
almost every day
of hours worked beyond the normal
workday or workplace.6,7
The growth of mobile tools has driven�
and has been driven in part by�social
media usage. Almost 90-percent of
internet-using US 18-to 24-year-olds
have social media accounts, with the
share of teenagers and 25- to 34-year-
olds nearly as high, at approximately
6
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SOCIAL MEDIA BANNED
Millennia's Are Active
Social Media Participants
DO YOU HAVE A PROFILE ON
A SOCIAL NETWORKING SITE?
ALL
MILLENNIAL
(18-29)
SOURCE: MILLENIER.COM9
GEN X
(30-45)
BOOMER
(46-64)
PRE-BOOMER
(65+)
IN A RECENT SURVEY,
55%
Dof smartphone users stated
that losing their contact list
would be the single biggest
loss if their smartphone were
no longer available to them.
24%
considered it worth $1,000
or more to avoid the troubles
of replacing their contact list
information.
83-percent.' Social media is seen by these young people as a means of "curating" their online identity and actively managing
their image.
It is the Millennial generation that is most experienced with these new tools and uses. Digital natives who have never known
life without ubiquitous computing, Millennials blend their real and online lives more easily than any older generation, and
Social Media Requirements of Young Workers,
(Cisco's 2011 Connected World Technology Report, Chapter 2)
COLLEGE STUDENTS WILL ASK
ABOUT SOCIAL MEDIA POLICIES
DURING JOB INTERVIEWS
5 6
To W I THAT LL NBOATN As CSCOE CP TI AAL JMOEBD FI AR 0 OMR A THEY COMP
WILL
CIRCUMVENT THE POLICY
1 I
nn et�nn>nncs,.)nnn
/ 3
PRIORITIZE iiiii
SOCIAL MEDIA FREEDOM
DEVICE FLEXIBILITY
MOBILITY (1,
OVER
SALARY
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"I KNOW YOU HAVE SECURITY CONCERNS YOU NEED TO DEAL WITH,
BUT IF YOU DON'T FIND SOME WAY TO ADJUST TO THE WAY THE
WORLD IS CHANGING AROUND YOU, BY THE TIME WE REACH THE
END OF THIS DECADE AND YOU TRY TO RECRUIT SOMEONE, IT WILL
BE LIKE ASKING THEM TO JOIN A MONASTERY."
SILICON VALLEY TECHNOLOGIST INTERVIEWED
FOR THIS PROJECT
ure VVorkforce
Practkes of the Fu
Workers will increasingly choose
jobs that allow them access to
the tools and technologies�
such as mobile devices and
social media took�they feel
are necessary to do theirjobs
most productively
"I HAVE MY LIFE, AND PART OF THAT IS ONLINE.
I CHOOSE WHICH PARTS I SHARE AND WHICH
PARTS I DON'T IT'S A CURATED LIFE."
A YOUNG WORKER INTERVIEWED
FOR THIS PROJECT
they appear unwilling to forego that
practice at work. Over half of 16- to
22-year-olds said they would rather give
up their sense of smell than give up their
technology."
Some argue that a generation that
has grown up around keyboards and
screens is far less concerned about
notions of privacy�or a separation
of public and personal lives�that
older generations took (and take) for
granted.n Others point out that those
who have grown up with the Internet
are sophisticated users, adept at
protecting privacy when they want or
need to by activating privacy controls,
using coded language, and posting fake
or misleading information.
Implications for the Future
Workforce
Many students and recent graduates
interviewed for this project argued
that, rather than technology driving the
demand for specific tools, it is the job
that drives the demand for technologies
and tools. For example, a young public
relations professional interviewed
for this project complained that her
company did not grant her access to
social media platforms such as Twitter
or Facebook, despite clear evidence that
the public relations industry benefits
greatly from the use of such services.
As a result, she did not feel that she
was being given the tools that she
needed to succeed in her job, and has
contemplated leaving her company.
This sentiment was echoed by others,
who indicated that they would leave
an organization whose device/research
policies seem to stand in the way of
mission accomplishment.
Stories and trends like these suggest a
future workforce that will demand access
to�any and all available research sources
that are necessary to help them work
efficiently and effectively. This means
that they will demand access to online
research tools and job-specific mobile
devices/applications, in addition to the
8
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"ACCESS TO SOCIAL MEDIA AND TECHNOLOGY FREEDOM OF CHOICE
WILL BECOME MAKE-OR-BREAK BENEFITS FOR YOUNGER WORKERS....
HR ORGANIZATIONS NEED TO ACCOUNT FOR THESE FACTORS IN
CORPORATE CULTURE AND POLICY TO RETAIN A COMPETITIVE
EDGE. ENTERPRISES SHOULD DEFINE A REALISTIC COMPROMISE
BETWEEN THE DESIRES OF EMPLOYEES TO SHARE AND THE BUSINESS
REQUIREMENTS OF MAINTAINING IT SECURITY, DATA PRIVACY, AND
ASSET PROTECTION."
SENIOR VICE PRESIDENT FOR THE SECURITY
GROUP AT CISC012
more traditional human subject-matter
experts and paper-based research
sources they believe are necessary for
them to get their jobs done.
In the event that organizations do not
provide access to these resources, many
young people indicate that they would
likely circumvent such restrictions or
leave the organization.
Further, the public relations
professional cited above suggested
that an organization's decision to
resist giving employees the tools they
need can have the effect of making
the job itself seem unimportant and
pro forma. This becomes especially
pronounced when organizations
refuse to provide company-owned
devices while also denying employees
the ability to use their personal
devices for work-related purposes.
In response to this trend, IT managers
and other leaders across the
corporate world will continue to
wrestle with the tradeoff between
the need for internal security and
client confidentiality, and the
desire of employees to freely access
information wherever they might be
working.
One particular challenge organizations
face is that employees increasingly do
not consult corporate IT when they run
into technical challenges or barriers,
instead preferring to resolve issues by
contacting their peers and colleagues.
As a result, it may become more
difficult for organizations to know
which specific technologies employees
need or feel they are missing.
Of additional importance is that
younger employees' increasing use
of and comfort with information and
communications technology may create
an intergenerational digital divide in
which older workers fall further and
further behind with regard to the
effective use of new technology. Reverse
Tech-savvy workers are
increasingly tempted to handle
computer challenges without
consulting the organization's
IT staff.
, Two-way mentoring programs
might help bridge an
intergenerational digital divide.
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Misbegotten Social Media Usage "
CNN Senior Middle East editor
Octavia Nasr (GenX): "Sad to
hear of the passing of Sayyed
Mohammad Hussein Fadlallah.
One of Hezbollah's giants I
respect a lot."
CNN fired Nasr over
the tweet because
Fadlallah was regarded as
"anti-American and linked
to bombings that killed
more than 260 Americans."
New hire Connor Riley
(Millennial): "Cisco just offered
me a job! Now I have to weigh
the utility of a fatty paycheck
against the daily commute to
San Jose and hating the work."
The new hire's job offer
was rescinded after a Cisco
Channel Partner saw the
tweet and alerted Cisco's
hiring manager.
mentoring programs�in which younger
employees help older workers master
the technology that is critical to the
workplace�could mitigate the effects of
this intergenerational divide.
Finally, the desire of many Americans to
actively manage or "curate" their online
personas is not necessarily the same as
"oversharing." In fact, recent research
suggests that younger generations are
more careful than older generations
when it comes to guarding their
online identities from strangers.13,14
III-conceived online behavior is hardly
the exclusive province of the young�the
table below offers two examples of
career-altering online missteps by people
in two different generations. Because
the reputational risks associated with
such behavior are not just personal
but also organizational, organizations
should consider offering training to all
generations of workers to help them
better understand and manage the
privacy of their online activity.
How Organizations Might
Address the Implications of This
Challenge
Following are several examples of
interventions that organizations are
implementing to proactively and
securely meet the perceived technology
demands of their workforce:
Bring Your Own Device (BYOD)
Policies: The high cost of
providing workers with mobile
devices, employee demands
for the latest technology, and
recent trends in which new
IT emerges on the consumer
market before spreading to
business are all reasons why
many organizations are allowing
employees to use personal
devices for work. According
to a recent study by Avanade,
approximately 60-percent of US
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companies are adapting their IT
infrastructure to accommodate
BYOD policies.16 About half of
the companies embracing BYOD
require employees to pay for
their smartphones and monthly
plans, approximately 25-percent
use a stipend to encourage
participation and help cover costs,
and approximately 20-percent
allow eligible employees to
submit expense claims for
mobile services.'' Allowing
employees to use their own
equipment to do their work can
help organizations�especially
resource-strapped, underfinanced
organizations�to meet employee
desires for mobile technology
while minimizing the costs.
Enterprise Apps: Recent studies
have shown that employees who
surf the Internet or social media
sites are more productive than
their nonsurfing colleagues." In
response to this trend, Salesforce.
corn introduced Salesforce Chatter,
its secure enterprise collaboration
application and social development
platform. Like other social
networking applications, Chatter
includes profiles, status updates,
feeds, groups, nnicroblogging,
mobile apps, and so on. According
to a Salesforce-administered
survey, companies using Chatter
demonstrated a 10-percent increase
in productivity, a 25-percent
increase in collaboration, and
13-percent decrease in e-mail.19
Security Measures: As employees
demand and/or introduce a wide
range of new mobile devices
into the workplace, companies
are struggling to determine how
to manage the security risks of
allowing mobile access to company
e-mail and documents. In addition
to the standard password protection
placed on mobile devices, most
companies continue to grapple with
appropriate security management
practices. Kimberly-Clark
Corporation, for example, remotely
erases employee devices if they are
lost or stolen. To enable individuals
to use their personal cell phones
to access work e-mail, Nationwide
Mutual Insurance Co. uses software
to partition the mobile device's
memory, reserving a portion for use
only by the corporation.
Social Media Policies: As
far back as 2008, online shoe
retailer Zappos' CEO Tony Hsieh
encouraged his employees to use
the Twitter microblogging service
for both personal and professional
purposes. On a personal level,
he felt that increased personal
interaction of Zappos employees
would lead to better morale, team
spirit, and collaboration. On the
professional front, Hsieh and
Zappos employees use Twitter
for tasks like announcing new
products and Web site features,
getting feedback on company
operations, and spreading
awareness of their corporate
culture to recruit potential
employees."
For more examples of trends in wireless
technology in the modern workplace, see
(b)(3)
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How will changing ideas about racial and
ethnic diversity affect the workplace?
Key Takeaway: Worker demands for and expectations about diversity will
be informed primarily by whether it is necessary to fulfill the mission of the
organization.
0
0
Percent of U.S. Population
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Millennials in the United States
are the most racially and culturally
diverse generation to date and,
having experienced growing diversity
throughout their upbringing, are
more comfortable with it than older
generations.21 They represent a third
of all minorities living in the United
States and as a group are 18-percent
Hispanic, 14-percent African-American,
and 5-percent Asian." Statistics from
high schools, colleges, and universities
indicate that racial and ethnic diversity
in classrooms has increased significantly
over the last 15 to 20 years, and
Millennials are more likely to think
that the increasing diversity of the
United States as a whole is a positive
development for the country. For
example, while 61-percent of Millennials
say that more people of different races
marrying each other is a positive change
in America, only 47-percent of Gen Xers
and 36-percent of Boomers agree."
The Racial and Ethnic Composition of the United States (1970-2050)"
0.8 0.6\ 1.6
I 3.7 I I 4.9 j I
1970 1980 1990 2000
EEO 111.1111 111.1 Other and Multiracial
2010 2020 2030
2040 2050
Asian-American and/or
Asian Pacific Islander
Latino or Hispanic
(of any race)
Black or African-American
Non-Hispanic White
12
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Americans today often conceive of
diversity in ways that go beyond race
and ethnicity to include traits such
as age, sexual preference, veteran
status, disability, weight, and political
alignment.25 Likewise, the justification
for diversity initiatives has also shifted
in important ways. In the past, diversity
within an organization was considered
desirable because it indicated that the
institution had overcome (or was in the
process of overcoming) historical racial
barriers that existed within society as a
whole. In other words, the motivation
behind the drive for diversity in
educational institutions and workplaces
had to do with extrinsic social goals.
Today, however, diversity is increasingly
seen as a benefit to organizations;
they and their employees report that
diversity is not just an end in itself, but
also improves the quality of their work.
They say diversity boosts creativity
by introducing different ideas and
perspectives into the organization.
But there are limits to this claim.
For example, while ideological and
ideational diversity may be important
for certain types of knowledge work
(e.g., perceiving new possibilities), it
may not be considered to be as useful
for others (e.g., technical tasks).
Implications for the Future
Workforce
Increased diversity will create internal
challenges for organizations, including
how best to mentor and promote
minorities and encourage contributions
to corporate life from all member
groups. But, because of generational
and cultural differences in how
employees define, discuss, and view
diversity in the workplace, organizations
may face conflictual internal dynamics
around this topic.
Baby Boomers who lived through
the early implementation of the Civil
Rights Act of 1964 and the resulting
court challenges often view diversity in
terms of race or ethnicity. By contrast,
many students and younger workers
interviewed for this project say they
view diversity in much more functional
terms and judge diversity in terms of
experiences and perspectives. More
specifically, while the future workforce
will expect employers to achieve
some level of diversity, they are likely
to support only those initiatives they
believe will further the ultimate mission
of the organization.
Generations define diversity
differently, which could
cause intergenerational
misunderstandings and
- workplace conflicts.
"YOU NEED DIFFERENT KINDS OF PEOPLE IN THE ROOM IF YOU'RE
TRYING TO SEE NEW THINGS. BUT IF IT'S JUST ABOUT SOLVING A
PRE-DEFINED TECHNICAL PROBLEM, DIVERSITY DOESN'T MATTER
AS MUCH."
A YOUNG, AFRICAN-AMERICAN ENGINEER
INTERVIEWED FOR THIS PROJECT
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Organizations will need to
develop new ways to measure
and manage diversity
As the notion of diversity expands
beyond what author David Hollinger
dubbed the "ethno-racial pentagon""
(i.e., white, black, brown, yellow, red,
or the five ethnic categories provided
on most official forms), organizations
will face new challenges in gauging
the impact of their diversity initiatives.
Of particular importance will be new
approaches to measuring diversity of
perspectives, as well as determining
how to process employees who identify
themselves as multiracial, refuse to
name their race, or demand further
specification of their ethnicity.
How Organizations Might
Address the Implications of This
Challenge
As worker expectations about diversity
expand from ethnoracial concerns to
ensuring the organization has the right
mix of people to fulfill the mission,
employers are implementing strategies
to identify and recruit the most
ideologically and ideationally diverse
workforce possible. Current examples
of such interventions include:
Chief Diversity Officers: To ensure
that they are identifying the widest
range of perspectives possible
to create new insights and drive
business value, companies such as
American Express, Aon, Johnson &
Johnson, and GE have created Chief
Diversity Officer (CDO) positions.
While the specific mandate
and goals of the CDO vary from
organization to organization, Tammy
Erickson, president of consulting
for the Concours Group research
firm, says that the ultimate goal of
every CDO is to help individuals
within the organization appreciate
the alternative viewpoints of other
colleagues.27
Mirroring Diversity: In order to
improve their understanding of
their highly diverse customers,
high tech firms like Dell Inc. and
Xerox attempt to mirror that
diversity across their own teams
and suppliers. Dell's Global Diversity
Council drives diversity initiatives
throughout the company, including
the implementation of policies and
action plans to "ensure that Dell
continues to leverage diversity to
its competitive advantage."" One
of the first companies to institute
"diversity caucuses" in the 1970s,
Xerox today focuses on making
sure that its partners and suppliers
include minorities, and emphasizes
that having "diverse work teams" is
not just a moral duty, but a critical
component of business success that
"facilitates diversity of thought and
more innovative ideas."29
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How will the deepening and broadening of personal
international connections affect workplace preferences?
Key Takeaway: Workers with personal experience living or working abroad will
want to maintain and exploit those relationships in their careers. In addition,
young workers with a strong international orientation may prefer to join
organizations willing to offer them opportunities to travel or work abroad.
US students and workers are
increasingly orienting themselves
toward the outside world. Interest
in foreign language study remains
relatively strong in the US, and course
enrollments in languages other than
English reached an all-time high in
2009 in absolute terms, up 6.6-percent
over 2006, according to a survey by
Modern Language Association.3�
However, there has been a shift in the
languages that students are studying:
Spanish, French, German, and Italian all
experienced low- to mid-single-digit
growth in enrollment during that time
period, while enrollment in American
Sign Language, Japanese, Chinese, and
Arabic�all in the top 10 most studied
modern languages�experienced high
double-digit growth.
TOP
12
DESTINATIONS
FOR US STUDENTS
STUDYING ABROAD
UNITED KINGDOM
ITALY
SPAIN
FRANCE
CHINA
AUSTRALIA
US interest in international study is
also increasing. During the 2009-10
academic year, more students from
US institutions of higher education
than ever before received academic
credit for foreign study?' with numbers
representing a five-fold increase
from the 1980s. Europe still hosts
the largest number of US students,
but nontraditional destinations are
becoming more popular.32 For example,
there were double-digit increases over
the previous year in the number of US
students studying in Israel (61-percent
increase), India (44-percent increase),
and Brazil (12-percent increase).
MEXICO
GERMANY
COSTA RICA
IRELAND
JAPAN
GREECE
SOURCE: INSTITUTE OF INTERNATIONAL EDUCATIONB
TOP
12
SOURCES OF ,
FOREIGN STUDENTS
STUDYING IN'THE US
CHINA
INDIA
SOUTH KOREA
CANADA
TAIWAN
SAUDI ARABIA
JAPAN
VIETNAM
MEXICO
TURKEY
NEPAL
GERMANY
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With growing international
exposure, the number of
American workers interested in
working abroad will increase.
Competition to hire and retain
the most qualified global
workers will increase.
The United States is not the only country
sending students abroad. The large
number of foreign students studying
in the United States offers American
students the opportunity to make
lifelong friendships with young people
from around the world.
The low cost and ease of international
communications�be it via e-mail, voice,
or social media�facilitate continuing
contact. In the past, those travelling or
studying overseas might only have made
fleeting acquaintances, but today anyone
can easily maintain ongoing connections
with friends living abroad.
Increases in language learning, overseas
study, and affordable international
communications have fostered an
emerging workforce that is more
exposed and oriented to international
experiences than ever before. As
young Americans become increasingly
comfortable in foreign environments
and languages, they are also likely
to become more motivated to seek
employment abroad.34 This trend is
strongest among younger workers, many
of whom believe they can acquire work
experiences abroad that they can't get
at home because of what they perceive
as rigid corporate hierarchies or lack of
headroom in many US organizations.
Implications for the Future
Workforce
Workers with a strong international
orientation may prefer to join
organizations�including foreign-
owned companies�that offer them
opportunities to travel or work abroad.
They are also likely to seek out work
environments that allow or even
encourage them to maintain their
international friendships.
In an effort to develop global teams,
organizations with international
operations will look for employees with
global experience, who might find it
easier to make a transition to living
abroad. In fact, most transnational
corporations already expect employees
to have such experience.
At a deeper level, however,
organizations need to craft a
robust international human capital
strategy and maximize the return on
investment associated with expatriate
workers�who incur costs for things
like moving, downtime, housing, food,
travel, and family expenses. To do this,
organizations must pay attention to four
critical elements when constructing
their expatriate teams: appropriate
selection of employees; sufficient
training before the assignment;
resolution of issues that will affect the
employee's adjustment, performance,
and commitment; and methods for
retaining employees when they return
and capitalizing on their international
experience." Beyond satisfying
tactical objectives, organizations that
build international teams along these
criteria can use foreign assignments
to accomplish strategic objectives like
succession planning and leadership
development, corporate coordination
and control, innovation, and information
exchange and dissemination."
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How Organizations Might
Address the Implications of This
Challenge
New employees with meaningful
international experiences represent
an increasing share of the future
workforce and may be loath to give
up their international connections or
opportunities to live or work abroad in
the future. Following are examples of
several organizations that are currently
experimenting with strategies to
address this trend:
Family Assistance Programs:
Shell Oil, the global energy
and petrochemical company,
implemented a number of
programs in the 1990s to make
it easier for employees to go
abroad. These programs included
the establishment of primary and
secondary schools in locations with
heavy concentrations of expatriates,
avoiding the need for parents to
send their children to boarding
school while they are abroad;
the development of a Spouse
Employment Center to minimize
the harm done to the careers of
spouses of Shell employees; and
the establishment of a global
information and advice network
to provide support for families
considering overseas assignments.
Employee Assistance Programs:
Reckitt Benckiser, one of the
world's largest packaged consumer
goods companies, has developed a
culture of global mobility in which
they facilitate�even encourage�
the movement of managers out
of their native countries to give
them the opportunity "to grow
their careers on a world stage."
The company has compensation,
bonus, and benefit rules that
apply equally to all managers in all
markets; it helps foreign students
get work permits in the countries
where they've been studying;
and it has built-in protocols to
ease the moving of families (e.g.,
the company pays tuition for any
school the employee chooses for
his or her children).37
Training and Support Programs:
The global professional services
firm PricewaterhouseCoopers
(PwC) views international
assignments as a strategic way to
develop its leaders. As part of its
Early PwC International Challenge
(EPIC) program, the company
identifies internationally-oriented
employees, trains and follows
them for about four years, and
then sends them on two-year
international assignments. Each
EPIC participant has a four-
person support team�one peer
mentor and one partner in both
their home location and their
international destination�to help
the employee succeed. In addition
to providing internationally-
oriented employees with an
opportunity to work abroad, EPIC
benefits PwC by creating a cadre
of employees who are sensitized
to the strategic risks of a major
global operation and the nuanced
cultural issues of specific locations
where the company operates."
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How will changing perceptions of public
service impact the future workforce?
C_I
0
0
0.)
0
Afftudes and
Key Takeaway:Commitment to public service is stronger than ever, but the
definition of public service is no longer restricted to government jobs. It now
includes any work in the service of the public, to include employment with
nonprofit and even socially responsible for-profit organizations. Government
agencies will find themselves competing ever more fiercely with these types of
employers to attract workers interested in public service.
The Millennial generation is frequently
described as being notably more
"public-service-oriented" than
previous generations, including the
Baby Boomers and Gen Xers. Over
the last several decades, however, the
concept of public service in America
has broadened to encompass not just
government work, but any work "in
the service of the public," including
employment in both nonprofit and
even socially responsible for-profit
organizations. This will likely lead to two
key outcomes. First, the government
will no longer be able to expect to
monopolize employees interested
in public service. Second, for-profit
companies interested in these workers
will increasingly need to include public
service as part of their mission. In fact,
as more corporations do this, they will
likely further erode the desire of those
with a public service orientation to work
for the government.
Times of national crisis, including
periods of international conflict
or economic recession, frequently
increase the eagerness of Americans
to get involved in all levels of public
service. Historically, public service
has taken the form of military or
other government service in which
people feel that they are having a
direct and meaningful impact. An
annual Pentagon survey of how likely
young people are to join the military
showed an 8-percent increase among
those likely to enlist immediately after
9/11, an inclination that remained
high until 2005. Recruiters noticed
a significant uptick in the number
of people enlisting out of a sense of
patriotism." As the halo effect of 9/11
has diminished, recruiters say they
now hear more of a mix of reasons for
enlisting, including not only patriotism,
but tuition reimbursement and access
to services like health care as well."
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"[AFTER 9/11] IT WAS ALL ABOUT THE PATRIOTISM. [RECRUITS]
DIDN'T CARE ABOUT ANYTHING ELSE. MONEY HAD NOTHING TO
DO WITH IT. I SWEAR, I THINK HALF THOSE KIDS WOULD HAVE
JOINED IF WE HADN'T PAID THEM... .WHEN THEY COME IN NOW,
THEY'RE LOOKING AT BENEFITS. THEY'RE NOT TALKING ABOUT THE
GI BILL-THEY'RE TALKING ABOUT A SAFETY NET."
ARMY RECRUITER, 20114'
"LIKE A LOT OF PEOPLE OF MY GENERATION,
I SEE MYSELF MOVING FLUIDLY BACK AND
FORTH BETWEEN GOVERNMENT AND THE
NONPROFIT SECTOR."
WILSON SCHOOL GRADUATE 200643
Universum Global, a company that
surveys young professionals to develop
an annual rank of the most desirable
employers, believes that�just as 9/11
brought recruits to the military�the weak
economy has helped to push government
agencies such as the Department of State,
FBI, CIA, and NASA into the top ten most
attractive organizations for prospective
employees.42
At the same time, however, government
faces increasing competition from
the NGO and the private sectors for
what may be the most desirable job
candidates, the graduates of the leading
public policy and public administration
schools. Statistics from Princeton
University's Wilson School show that
in the period 1973 through 2005
22-percent of their graduates took first
jobs in some level of government, while
slightly more took first jobs in NGOs
(23-percent) and the private sector
(24-percent). Harvard's Kennedy
School of Government showed a similar
distribution in figures for 2005, when
25-percent of those who received
Masters of Public Policy degrees went
into the federal government, another
25-percent entered the non-profit
world, and 33-percent went into the
private sector. Those who received
Masters in Public Administration
were even less inclined to join the
government (23-percent) and more
inclined to enter the private sector
(50-percent).44 A study of a younger
cohort (college seniors) performed in
support of a 2004 report for New York
University's Wagner School suggested
even less interest in government service;
that study found that "government runs
a distant second" to the nonprofit sector
as a venue for public service.45
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To remain attractive to
civic-minded employees,
government agencies must
differentiate themselves from
public-oriented nonprofits and i
similar for-profit companies.
Implications for the
Future Workforce
With a broader definition of public service,
the next generation of civic-minded
workers will continue to seek rewarding
jobs for the greater good, not just with
the government, but outside of the
public sector. In addition, the demand for
public sector jobs could fall dramatically
with economic recovery or if there is a
perception of a reduced national security
threat. Government agencies will need
to revise their recruiting strategies to
remain competitive with emerging public
service sectors. Specifically, government
organizations will need to show how their
work is unique and different from what
nonprofits and public-oriented, private-
sector companies are doing.
Private organizations will increasingly
position themselves as creating public
benefits through their work, further
eroding the monopoly that the public
sector has traditionally had on people
who wish to serve the public interest.
New workers likely will be attracted to
private companies whose daily operations
incorporate some element of public
service, such as:
Corporate-sponsored
Volunteerism: The benefits of
an employee volunteer program
are many, and building one that is
integrated with strategic business
objectives and core competencies
creates a meaningful and sustainable
program. Companies are increasingly
offering skills-based volunteer
opportunities to employees. In
fact, according to a DeLoitte report,
corporate managers report that top
priorities when selecting workplace
volunteer opportunities include
the potential to alleviate a social
issue (36-percent), and to help the
nonprofit function more effectively
(31-percent) and serve more clients
(31-percent).46
Corporate Social Responsibility
(CSR) Initiatives: CSR refers to
the ways in which companies
attempt to account for the social
and environmental impact
created by their businesses. CSR
initiatives can include policies that
integrate responsible practices
into daily business operations,
and reporting on progress made
toward implementing these
practices. These reports now
typically address issues including
corporate governance and ethics,
employee recruitment and
training, purchasing and supply
chain policies, and energy and
environmental impact.
An increasing number of US workers
are also entering the burgeoning
field of social enterprise. A social
enterprise uses earned revenue to
create social and economic benefit
for a given community (e.g., delivery
of basic services like education,
water, and electricity, along with
the creation of jobs and supporting
infrastructure). Social enterprises
typically operate alone (i.e., as a
private-sector or nonprofit business)
or as a significant part of a nonprofit's
mixed revenue stream (which also
includes philanthropic and government
subsidies). Unlike traditional private
companies, social enterprises attempt
to confront social needs directly
through their products and services
rather than indirectly through socially
responsible business practices such
as corporate philanthropy, equitable
wages, and environmentally friendly
operations. The interest in working
for social enterprises stems from
their important ability to tackle
economic and social challenges that
neither public agencies nor for-profit
enterprises can address effectively.
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HOW ORGANIZATIONS MIGHT
ADDRESS THE IMPLICATIONS OF
THIS CHALLENGE
As the workforce conception of
public service broadens further,
US workers with a strong desire to
serve the public good will be most
attracted to organizations that
have a well-articulated and action-
oriented commitment to public
service. Following are ways in which
organizations are taking advantage of
these trends:
Volunteerism: Since its founding,
software vendor Salesforce.
com has sponsored a program
called the "1-1-1 Program," which
commits the company to donating
one percent of its resources,
including time, product, and
equity, "to support organizations
that are working to make our
world a better place." As part of
the program, employees are given
six paid days of volunteer time
to use over the course of a year;
nonprofits receive donated or
discounted Salesforce Customer
Relationship Management
licenses so they can increase
their operating effectiveness;
and the Foundation offers one
percent of founding stock to
grants focused on technology
innovation in nonprofits and
youth development programs. To
date, more than 200,000 hours
of volunteer time have been
donated, 8,000 nonprofits in 70
countries are benefiting from
Salesforce.conn product licenses,
and nearly $20 million in grants
have been awarded.
Responsible Programs: Whole
Foods Markets, a grocer, advocates
for "conscious business" that not
only serves the profit margin
but also helps others, strives
for excellence, fulfills a higher
purpose, and changes and
improves the world. Its CEO, John
Mackey, argues that successful
businesses must have a meaning
and a "deeper purpose."'
Increasingly, many corporations
are trying to articulate their value
propositions in terms that exceed
the delivery of shareholder profit.
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What sorts of workspaces will those who value a
"flat" organizational structure demand?
Key Takeaway:As a result of the growth in cooperative/collaborative education
and the growing ease with which people can access key influencers and
decisionmakers via social media, employees increasingly expect flatter
organizations, iterative approaches to product development, and open
workspaces�even where these may not contribute to the organization's mission.
The explosive growth in the use of the
Internet and social media over the past
decade has opened up remarkable
new means for almost anyone to access
important decisionmakers and senior
leaders. This has driven Millennials
to expect easy access to people in
authority, whether corporate executives
or subject-matter experts. According to
comScore, a private research firm that
measures Web usage, social networking
now accounts for nearly one of every
five minutes spent online around the
world." In fact, in June 2011, time spent
on social networking sites overtook time
spent on Web portals for the first time.�
Facebook, by far the most popular social
networking Web site in the United
States, drew 159 million unique visitors
from the United States in October
2011, about 73-percent of the total US
Internet population. That same month,
Twitter and Linkedln, two other very
popular social media sites in the United
States, reached 37 million and 26 million
unique visitors, respectively."
Because these websites enable Internet
users to contact and interact directly
with friends and peers, as well as rock
stars and presidents, 5' employees
increasingly expect to have continuous
access to social networking tools and
other (digital and nondigital) means for
engaging with company decisionmakers
and with experts in any given field of
interest. An early indication of this
trend is highlighted in the 2011 ECAR
National Study of Undergraduate
Students and Information Technology,
in which 66-percent of undergraduates
reported having used smartphones to
e-mail professors, and 19-percent said
they texted their professors." Similar
trends are occurring in high schools,
forcing some school districts to wrestle
with whether they need to set limits on
teacher-student interactions via
social media."
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The rise of the social network-
empowered worker comes as firms
increasingly rely on knowledge and
innovation to boost their productivity
and global competitiveness.
Conventional wisdom suggests
that a flatter and less hierarchical
management structure is most useful
when creativity and innovation are
encouraged. MillenniaIs have started
to make the connection between
brainstorming, innovation, and open,
flexible and collaborative workspaces,
and are now coming to expect these
spaces and work styles to be the norm."
Similarly, social networking and open
source software development have led
to new ways of thinking about product
development. Increasingly, products
and ideas are developed incrementally,
through frequent iterations with both
internal and external audiences and
cross-functional teams. Each step in
the process elicits feedback that can be
used to improve the idea or product.
Examples of this methodology include
journalists releasing incomplete news
stories and updating them as new
information becomes available, and
digital products being released quickly
and later updated with new firmware
and patches.
Implications for the Future
Workforce
Business publications are touting the
value of collaboration, brainstorming, and
innovative work methods, and companies
are taking note, creating collaborative
tools and work environments and There
are two broad approaches to creating
workspaces, either designing open
floor plans for quiet work and installing
private spaces at the periphery for
small-group work, as has been done at the
Algorithms, Machines, and People (AMP)
Lab at University of California, Berkeley,
or, as seems to be the broader trend,
installing flexible "pods" that support
team collaboration and inspire open
thinking, with a reduced number of offices
or cubicles for quiet work. Under both
approaches, electronic whiteboards and
teleconferences designed to share ideas
across locations are growing in popularity.
These new office environments put
corporate executives in the same spaces
as first-year employees, providing more
immediate access to managers.
- Collaborative workspaces are
a wave of the future. But there
is no such thing as one-size-
fits-all design.
"WHILE THERE IS LIKELY TO BE A BENEFIT OF
WORKING CLOSE TO OTHER PEOPLE, THERE
WILL ALSO BE A SIGNIFICANT IMPACT ON AN
EMPLOYEE'S ABILITY TO FOCUS THAT HAS TO
BE WEIGHED AND STUDIED."
ASSOCIATE PROFESSOR OF NEUROSCIENCE
INTERVIEWED FOR THIS PROJECT
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Workers and organizations
will need new skills and
work processes to work most
effectively in collaborative
spaces.
CORPORATE
MISSION
APPROPRIATE
ORGANIZATIONAL
DO.SIM
The demand for such collaborative
and "open" working environments is
not about the space per se, but rather
the kind of organization employees
expect. Designing an open floor
plan is pointless if the organization
remains hierarchical: the space itself
will not create a culture of sharing
and collaboration. Neuroscientists
and organizational design experts
recommend that workspaces should be
designed to fulfill the specific mission of
the organization and say that improper
workspace design and utilization can
prove distracting to employees."'" In
other words, there is no such thing as a
one-size-fits-all workspace�the ways in
which software developers collaborate
differ from how graphic designers,
finance professionals, or academics
choose to work together�and one that
is designed without the mission and the
process firmly in mind could destroy
productivity rather than enhance it. 57
In designing collaborative processes and
workspaces, organizations must tackle
a number of fundamental decisions,
including how to minimize distractions;
how to ensure that the organization is
neither too stovepiped nor unfocused;
how to define roles and responsibilities
clearly to all employees; and how to
interact productively when conflicting
priorities emerge.
APPROPRIATE
FORMS OF
COLLABORATION
If older workers struggle to adapt to
newer collaborative work processes,
organizations may find that they need
to increase training for these employees
and/or customize work processes
to maximize the effectiveness and
efficiency of all generations in the
workplace. If training does not work,
managers will need to identify the root
cause of employees' resistance, looking
at their personal values, work styles, and
priorities.
While younger workers may prefer
flatter organizations, the reality is
that flat organizations simply do
function well on a large scale, as
even champions of flatness and
openness like Google, Netflix, and
Facebook have discovered." Growth
increases organizational complexity.
One rapidly growing technology
company visited for this project found
that, as it expanded, it had to add
some more traditional bureaucratic
trappings�such as a Department of
Human Resources and a Chief Financial
Officer�to what had been a loosely
organized team of software developers.
As organizations begin to implement
rigid policies and bureaucratic
procedures to streamline expanded
operations, they risk driving away
employees who were initially attracted
to the smaller, flatter organization.
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The Design Collaboration Space at Citrix"
How Organizations Might
Address the Implications of
This Challenge
Organizations everywhere are grappling
with the need to balance employee
desire for iterative, flat, collaborative
approaches with the imperative to
design workspaces and structures that
support the mission. Several large
companies have had some success in
meeting this challenge:
The corporate mission of Citrix, a
Silicon Valley-based manufacturer
of virtualization and cloud
software, is to "create a world
where people can work and play
from anywhere."59 While they
focus primarily on developing
virtual collaboration spaces, they
recognized that they also needed
to design physical spaces in which
cross-functional teams Can work
together on new products. Citrix
developed a 2,000-square- foot
open, sunlit meeting space in
which all of the furniture is on
wheels and can be configured to
meet specific teams' requirements.
In the words of the Vice President
of Product Design, "We needed
to create a shift in behaviors,
and realized this would be best
achieved by having people live the
change, not just being told about
it. The space facilitates this."
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0
Recent research by professors
Anne-Laure Fayard and John
Weeks shows that a balance
of proximity, privacy, and
permission encourages effective
organizational interactions. The
researchers cite Xerox Corporation
as having combined all three
elements in creating a virtual
work environment established via
video links between EuroPARC
(its R&D center in Cambridge,
England) and Xerox PARC (its
original Palo Alto Research Center).
Designed to foster conversation
between research collaborators
and colleagues, the links initially
were always on and available. The
company quickly determined,
however, that "if they wanted the
scientists to use the technology,
they would have to provide virtual
doors that people could close
at will. They ultimately afforded
three levels of privacy: A video
link could be on, off, or set at an
intermediate status�like a half-
open door that allows people in
an office to glance out and those
outside to look in for permission
to visit." By providing these levels
of privacy, the links ultimately
increased collaborators' awareness
of one another and increased
the opportunities for chance
conversations and collaboration.61
Companies are developing a
variety of methods to stem
potential distractions from
collaborative workspaces. For
example, Atos, an international
information technology services
company, decided to phase out
e-mails because its chief executive,
Thierry Breton, considers
90-percent of them a waste of
time. According to news accounts,
he preferred that employees
spend more time talking to each
other, whether in person or on
the phone, or switch to "real
time" messaging tools, like text
messages or social rnedia.62 And
while the AMP Lab at University
of California, Berkeley (described
earlier in this paper) is designed as
an open floor plan to encourage
collaboration, it has a no-talking
policy in the open areas and
confines discussions to private
rooms.
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How will changing expectations
about retirement remake
intergenerational dynamics
in the workplace?
Key Takeaway: The recent financial crisis has delayed retirement for some
workers, potentially blocking the advancement of younger employees. This is
creating challenges for how organizations motivate and retain younger and
middle generations of workers.
The number of Americans choosing
to delay retirement has increased
significantly in recent years." There
are multiple long- and short-term
trends that are driving their decision
to continue working. Volatility
and lackluster returns in the stock
market have left many older workers
with retirement portfolios that are
insufficiently funded. This, combined
with the ongoing collapse in the prices
of homes," which remain the single
most important financial asset for most
Americans, makes many workers of
retirement age now believe they simply
can't afford to stop working.
The overall savings rate of US
households was quite low for some time,
and the financial crisis of 2008-2009
exacerbated the financial vulnerability
of older workers." From its peak in the
spring of 2007, the net wealth of US
households fell by about $16.4 trillion, as
a broad swath of pension fund holdings
and conventional equities lost value.
Today, US household wealth remains
some $7.7 trillion lower than it was
before the recession. Baby Boomers who
are now desperately trying to build a
nest egg for retirement confront a cruel
conundrum�they can find only meager
yields�currently near zero�in the
safety of bonds, and they are frightened
by the volatility of the potentially more
profitable equity markets. Continuing to
work seems the only prudent course for
many.
An August/September survey from
Wells Fargo & Co. found that 74-percent
of respondents said they expect to
work in the retirement years. Of those,
39-percent said they will do so out of
necessity, while 35-percent said they
will work because they want to.66 Of
those surveyed, 25-percent believe they
will not be able to retire until they turn
eighty due to insufficient savings.
The nature of retirement is changing
as well. The 12th Annual Transamerica
Retirement Survey, published in 2011,
polled 4,080 US workers of all ages on
their attitudes and expectations about
retirement, and found that 54-percent
intend to work in their retirement." "The
new retirement is working," explained
Catherine Collinson, president of
the Transamerica Center for Retirement
Studies, a nonprofit affiliate of
Transamerica Life Insurance Company.
Moreover, only 34-percent of workers
surveyed indicated their household
retirement accounts exceeded $100,000.
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"I THINK I'LL JUST NEVER RETIRE. THAT
WOULD SOLVE ANY PENSION ISSUES. WORK
UNTIL I DIE. YES, I'M HAPPY WITH THAT
#ILIKEWHATIDO"
TWITTER POSTING
"BEGINNING TO THINK I'M NEVER GOING TO
BE ALLOWED TO RETIRE. WHEN I STARTED
WORK, MY COMPULSORY RETIRE-BY AGE WAS
60. IT'S NOW VOLUNTARY 67!"
TWITTER POSTING
I to . Yo ger workers t.pnerd
r less
their employers
,e open to careel:,7____
loyal
en
un
Implications for the Future
Workforce
Barring rapid corporate growth, as
Baby Boomers delay retirement, fewer
opportunities will exist for advancement
by younger employees. This creates
both challenges and opportunities for
employers.
Millennials will enter at the bottom of
the organizational pyramid with fewer
obvious avenues for getting ahead,
and they will not get promotions as
quickly as expected. This could drive
greater intergenerational rivalries
and tensions within the workplace.
However, delayed retirements
will also create an opportunity for
organizations�particularly those
that rely on accumulated institutional
knowledge�to better prepare for the
"brain drain" challenges that will be
created when large portions of their
workforce eventually leave.
Conversely, however, organizations
that are embracing new technologies
to flatten their internal hierarchies
and to link up more closely with
clients or customers may find friction
if the younger workers who are more
at ease with new technologies feel
themselves or the company held back
by their technologically less fluent older
colleagues. The risk is that employee
loyalty and motivation will decline
among younger workers as professional
advancement stalls and uncertainty
over their own retirement grows, a
trend which may trigger more employee
turnover. Employers can expect to
see increased job-hopping among
Millennials, and mid-career workers may
move towards "reinventing" themselves,
abandoning their old organizations
and moving into other professions.
Undoubtedly, many will strike out
on their own to become individual
consultants or entrepreneurs.
Indeed, as noted recently by Silicon
Valley news site TechCrunch, "over
the past couple of years, there has
been a huge increase in the number
of workers who operate as some sort
of independent, free-agent contractor
or consultant. Though the numbers
vary greatly, the consensus seems to
be around twenty percent of the US
workforce fits that description now,
and their numbers are growing (some
estimates project them to be up to fifty
percent by 2020).68
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Technology is a driving factor of this
process, as it is lowering the transaction
costs associated with outsourcing. While
back-office jobs were the first to be
outsourced, more and more functions
may be contracted out in the future.
(Peter Drucker once observed that the
only corporate function which cannot
be outsourced is strategy: deciding what
business you want to be in and how you
want to go to market. )69 For example,
one technologist we interviewed
suggested that the most talented and
creative workers don't want a permanent
relationship with an employer but
instead prefer "serial gigs." He argued
that the main factor holding back a rapid
increase in that kind of arrangement
is the need for health insurance; he
predicts that if portable health insurance
becomes a reality in the United States,
the trend away from permanent
employee-employer relationships will
accelerate dramatically.
For highly talented workers, a flexible
relationship with employers is likely to
be seen as a boon, so employers wishing
to "wholly own" an employee will need
to offer special rewards in order to
entice them to give up their freedom to
move from gig to gig.
At the same time, as serial giggers
advance in their careers and develop
more specialized skills�which is
to say that they lose some of their
flexibility�they may wish to develop
more traditional, stable relations with
their employers. Organizations that
offer such stability may find themselves
attracting mainly people who don't
see themselves as flexible or want
flexibility, which could be detrimental
if those organizations need flexible
thinkers and workers.
HOW ORGANIZATIONS MIGHT
ADDRESS THE IMPLICATIONS OF
THIS CHALLENGE
As the economy recovers from the
recent financial crisis, corporations
that experienced a freeze in their
hierarchies are attempting to
address some of the potential
consequences, including increased
risk of intergenerational conflict, and
decreased loyalty and expectations of
career advancement among younger
workers. The following are current
examples of interventions designed to
address some of these issues:
German software giant SAP AG
has developed a formal "semi-
retirement" program whereby older
employees ease into retirement by
working progressively fewer hours.
This not only smoothes the process
of knowledge transfer from older to
emerging cohorts of employees, but
also opens up the hierarchy so that
younger employees have greater
opportunity for advancement.
Retired employees continue to
engage with current employees
through a program called net45p1u5,
which arranges both formal and
casual events to discuss current work
at SAP or the personal implications
of retirement."
anzations 113,1
re
IV/
ra
op n
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e Workforce
To increase employee retention,
several major corporations (e.g., Nestle,
Coca-Cola, and IBM) are attempting
to formalize their Employee Value
Propositions (EVP)7' and align them
with their broader corporate brands.
In doing so, organizations clearly
define and publicize both their EVP�
which helps existing and prospective
employees understand what is
expected of them and what they can
expect from their employers�and
their corporate brand, which helps
existing and prospective employees
understand and thereby live the values
of the organization." Alignment
of the EVP and corporate brand
ultimately helps organizations attract,
hire, develop, and retain talent by
improving employee engagement and
the degree to which employees act on
the corporation's values.
AEI
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� To help "unfreeze" the corporate
hierarchy and meet younger
employee expectations of
advancement, global law firm
Orrick, Herrington & Sutcliffe
LLP offers a corporate career
advancement lattice�rather than
a corporate ladder. In lieu of the
traditional tenure-based, up-or-out
"Partner Track" model, Orrick uses
a performance-based model that
allows its lawyers to move around
the organization and customize their
career paths based on professional
interests, goals, and life needs."
Retirement
7"=�=.
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insures approximately 25,000 individuals (information
The Freelancers' Union, founded
in 2003 by McArthur "Genius
Grant" winner Sara Horowitz,
seeks to "promote the needs of the
independent workforce through
advocacy, educator, and services."
In 2008 the Union created the
Freelancers Insurance Company,
in order to provide independent
workers with "high-quality,
affordable, and portable health
insurance." The company now
from organization website).
Such cooperatives would further enable workers to pursue careers untethered to the
benefits packages provided by traditional employers.
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How will the fact that an increasing percentage of college
graduates are female affect dynamics in the workplace?
Key Takeaway: Organizations that lack female managers or fail to offer
appropriate men torship programs will struggle to recruit, mentor, and retain
young professional women.
Large gains in the educational
attainment of women relative to men
have contributed significantly to the
influx of women into the labor force
over the last forty years. Moreover,
stagnation in middle-class wages has
put a larger premium on the "two
paycheck" household, and the growth
of services relative to manufacturing
jobs in the US economy has brought
more women into the workforce.
Number of AA and BA Degrees
1,800,000
1,600,000 -
1,400,000
1,200,000
1,000,000
800,000
600,000 -
400,000 -
200,000 -
As the figure below demonstrates, the
relative educational achievement of men
and women has shifted radically over
the last several decades. In 1980, for the
first time in history, more women than
men earned an Associate's or Bachelor's
degree. In 2010, 61-percent of all
Americans graduating with an Associate's
or Bachelor's degree were female. And
recent reports indicate that more women
than men are responding to the recession
by dropping out of the labor force to get
more education and training?'
Associate and Bachelor Degree Achievement by Gender (1970-2020)"
1970 1975 1980
1985 1990 1995 2000 2005
2010 2015 2020
Females
Males
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LL,
Full-and Part-time Workers (thousands)
150,000
125,000 -
100,000
75,000 -
50,000
25,000 -
0
A number of factors help to account for
the significant jump in the educational
achievement of women. In high school,
women tend to achieve higher grade
point averages than men, are more
likely to take rigorous course loads,
and are more likely to graduate.76This
helps them perform better academically
when they start college. Males, by
contrast, tend to exhibit lower academic
performance at the beginning of
college, increasing the likelihood that
they will abandon their studies."
Women also seem to hold advantages
outside the classroom. They tend to
benefit more than men from parental,
peer, and teacher encouragement
to pursue postsecondary education,
and they tend to have strong
noncognitive skills, such as organization,
attentiveness, and dependability that
make them better suited than males
for higher educational achievennent.78,79
In addition to increasing women's
likelihood of being accepted to
a university, these noncognitive
advantages may also lower the stress of
transitioning to higher education and
into the workforce.
The rising educational attainment of
women in recent decades has boosted
female participation and value in the
labor market and vastly improved job
opportunities for women. In 1963,
62-percent of college-educated
women in the United States were in the
workforce, compared with 46-percent of
those with only a high school diploma;
in 2009, 80-percent of US women
with a college education were in the
workforce, compared with 67-percent of
those with only a high school diploma
and 47-percent of those without one."
In total, female participation in the US
workforce increased from 38-percent in
1970 to 47-percent in 2009.
Full- and Part-Time Employed Persons by Sex, 1970-201081
Female participation in the US workforce is almost equal to that of males
78,678
1970
99,303
1980
118,793
1990
136,891
54%
(73,305)
46%
(63,596)
2000
139,064
53%
(73,359)
47%
(65,705)
2010
Males
Females
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As women become the larger share
of the college-educated workforce,
they are likely to wield more
influence in the workplace. Indeed,
statistics demonstrate that women
are increasingly filling management
positions. According to the Bureau
of Labor Statistics, in 2009, women
accounted for 51-percent of all
people employed in management,
professional, and related occupations,
somewhat more than their share of total
employment (47-percent)." However,
females currently comprise only
3-percent of top leadership positions in
Fortune 500 companies."
Moreover, as technology and services
become more important segments
of the US economy, surpassing
manufacturing and resource extraction
(where jobs have traditionally required
less schooling), educated workers
consistently remain in high demand,
and higher education tends to insulate
employees from recession and
unemployment.
Implications for the Future
Workforce
While the changing definition of
diversity may be transforming people's
attitudes towards race and ethnicity
in the workplace, achieving gender
balance remains critical to the young
workforce. In interviews for this report,
both men and women characterized the
presence of women in the workplace
as necessary for cognitive diversity and
a well-functioning work environment.
Yet, many expressed concerns about
nnentorship and work-life balance issues.
Mentoring is often recommended
for women at early stages in their
career so they can solicit feedback on
their leadership techniques and learn
how to be more effective within their
organization's unique culture. However,
the dearth of high-ranking women
often leaves young women without
female role models. Significantly, this is
proving to be the case even in the new
high-tech industries which generally
are considered to be less hierarchical
and tradition-bound. Google, for
example, has recently been described
as so troubled by the shrinking
representation of women, especially at
its most senior levels, that it has begun
designing self-analytic algorithms
to attempt to pinpoint places on the
company "career ladder" where women
experience particular difficulty."
"TWO YEARS AGO, I MIGHT HAVE SCOFFED
AT MENTORING, BUT NOW I THINK IT'S A BIG
DEAL AND CRUCIAL FOR GETTING AHEAD."
A 25-YEAR-OLD FEMALE JOURNALIST
�
Achieving � gender-
more important thari ever for
younger workers.
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"A DIVERSITY OF GEOGRAPHICAL AND BUSINESS UNIT EXPERIENCES
IS CRITICAL FOR RISING UP THE CORPORATE HIERARCHY, WHICH
ULTIMATELY MEANS THAT ACCESS TO THE MOST SENIOR RANKS
OF THE FIRM IS CLOSED OFF TO THOSE WHO ARE.. .UNABLE TO
RELOCATE FREQUENTLY. THIS UNFORTUNATELY INCLUDES WOMEN
WHO ARE INTERESTED IN STARTING FAMILIES."
MANAGER, HR STRATEGY, FORTUNE 500 COMPANY
INTERVIEWED FOR THIS PROJECT
Professions that are not "family
friendly"�jobs requiring multiple
transfers, overseas appointments, late
working hours, etc.�will experience
additional challenges in recruiting and
retaining talented women. During a
focus group with Millennials conducted
for this study in November 2011, young
women were quite interested in whether
workplaces were considered female-
friendly, and they considered maternity
policies to be crucial even if they had no
immediate plans to start a family.
The increasing numbers and qualifications
of women are leading to the erosion of
boundaries between jobs traditionally
seen as "male" or "female." This is taking
place not only because women are
increasingly successful in traditionally
"male" professions and careers, but also
because men are no longer refusing
to take jobs that are traditionally
thought of as "female," such as nursing
or retail. Traditionally male jobs, such
as construction and manufacturing,
have been hit disproportionally by
recent economic difficulties, forcing
men to consider jobs they might once
have disdained." The net result is that
organizations will have greater flexibility
with regard to filling positions.
How Organizations Might
Address the Implications of This
Challenge
Given the rapid feminization of the
available pool of knowledge workers,
many organizations are implementing
gender diversity and gender-specific
programs to mentor and retain young
professional women in male-centric
professional cultures. The following
are current examples of interventions
designed to address some of these
challenges:
Companies as different as Ford
Motor Company and Glamour
Magazine are experimenting with
job-sharing, an arrangement in
which two workers share a single
position, allowing for much
greater flexibility in how the work
will be executed. While not limited
to women, these programs appeal
especially to women who wish
to balance the demands of a job
against outside responsibilities.
At Glamour, two women who
shared a single sales job ended up
winning the "Salesperson of the
Year" award."
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Many global companies have
implemented female sponsorship
programs. Unlike mentoring,
sponsorship creates relationships
between women in which the
more senior women will serve as
an advisor and career advocate
for the younger women in an
organization. One clear example
of such a program is Time Warner's
Breakthrough Leadership Program,
which creates sponsorship matches
between professional women and
holds networking events that help
women build skills for proactive
career management, become more
effective in their current roles, and
grow a cross-divisional network of
high-potential female leaders."
Several companies have taken
steps to help all members of
their organization�particularly
men�recognize that gender
bias exists. AB Volvo, a Swedish
builder of large commercial
vehicles like trucks, buses and
construction equipment, has
conducted two broad initiatives
as part of its Walk the Talk
program." First, the company
has provided opportunities for
men to participate in facilitated
group and individual discussions
about gender issues. Second,
it has started cross-gender
mentoring programs, in which
each participant is paired with
a female mentor who has been
trained in workplace gender issues
and who follows the progress of
her male mentee throughout his
participation in the Walk the
Talk program.
Formal mentoring programs
are quite common but often are
not well managed. As a result,
their value is not always clear to
participants." To address this
issue, many companies�including
General Electric, Ogilvy & Mather,
and Hewlett-Packard�have
begun reverse-mentoring
programs" that match older
employees with younger workers
so that older participants can learn
about new technologies like social
media while younger employees
gain exposure and insight into
corporate culture." While these
programs generally promote
employee loyalty and build cross-
generational understanding, they
are seen as especially useful for
addressing the impact of gender
stereotyping and the particular
mentoring requirements of young
professional women.
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How will emerging health challenges affect employees' working
relationships with one another, as well as with their managers?
In 2011 about
21 million
prescriptions were
written in the US to
provide stimulants
to patients aged
10 through 19,a
figure that has risen
dramatically as has the
incidence of diagnoses
Attention Deficit
Hyperactivity Disorder
(ADHD). An unknown
portion of those stimulants are used as
so-called "study drugs," taken without
prescription to enhance cognitive
performance during exam periods and
other relatively demanding academic
times. Although the National Institute on
Drug Abuse estimates that amphetamine
use among teens has remained steady
or even dropped since the late 1990s,
many argue that the aggregate data
conceals a large drop in use among the
broad population, and a sharp rise of
"study drug" use among students in
highly competitive high schools and
universities who are struggling to juggle
challenging academic, athletic, and
other activities schedules.
http://www.nytimes.com/
interactive/2012/06/10/education/study-
drugs-popular-among-high-school-
students.html
http://www.cdc.gov/nchs/data/
databriefs/db70.htm
htto://monitoringthefuture.org/pubs/
monographs/mtf-overview2011.odf
Key Takeaway: Increased medicalization of obesity and mental illnesses
and the off-label (and recreational) use of neuroenhancing medications
among employees will require organizations to make ethically and legally
complicated choices about how to support and integrate workers with such
health issues, or risk confronting a shrinking pool of available labor.
From obesity to diabetes and
depression, the incidence of serious
medical conditions among young
people in the United States has grown
over the past several decades. The rate
of childhood and teenage obesity has
more than tripled since the early 1970s,
for instance, and in 2008 more than
one-third of children and adolescents
in the United States were overweight
or obese.91," Obese individuals are at
greater risk for endocrine, cardiovascular,
gastrointestinal, pulmonary, orthopedic,
neurologic, and dernnatologic disorders;
psychosocial problems such as
stigmatization and poor self-esteem; and
pre-diabetes, a condition in which blood
glucose levels indicate a high risk for
developing full-blown diabetes."
Mental illness diagnoses�including
attention deficit/hyperactivity disorder
(ADHD) and depression�are also
growing among young Americans. As
of 2007, approximately 9.5-percent of
children aged four to seventeen had
ever received an ADHD diagnosis,
and two-thirds of those with a
current diagnosis were receiving
pharmacological treatment." In
2008,2.8 million kids�or 3.5-percent
of US children under the age of
18�received stimulant medications,
up from 2.9-percent in 1996." Among
preschoolers, stimulant use decreased
over the study period and did not
rise significantly in children aged
six to twelve, indicating that the
biggest increase took place within the
adolescent population.
Another relatively common psychiatric
condition is pediatric major depressive
disorder (MDD), which often
continues episodically into adulthood.
Approximately 3-8-percent of all children
are said to suffer from a depressive
disorder, with the incidence of MDD
during adolescence estimated to range
from 15-20-percent, a rate comparable
to the lifetime prevalence of MDD found
in adult populations.96,97 Mental health
professionals maintain that depression is
an under-diagnosed condition."
While stimulant prescriptions for obesity
and mental illnesses are on the rise,
there is anecdotal evidence pointing to a
significant increase in the off-label use of
stimulants among young people to gain a
competitive edge in school, in athletics, or
at work. There are no official statistics on
off-label stimulant usage, but the New York
Times estimated that up to 20-percent
of students on college campuses have
used either Ritalin or Adderall to gain a
competitive edge in their coursework.99
Last fall, Duke University notified its
student body that those found to be using
cognitive enhancements such as Adderall
or Ritalin without a prescription would
be considered in violation of the school's
academic guidelines. Stephen Bryan,
associate dean of students and director
of the Office of Student Conduct, said
that Duke University students themselves
were the driving force behind the policy
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WHEN ASKED RECENTLY HOW MANY OF HIS CLASSMATES WERE
USING ADDERALL BEFORE FINAL EXAMS IN DECEMBER 2011, A
CURRENT SENIOR AT OBERLIN COLLEGE REPLIED CANDIDLY TO ONE
OF THE AUTHORS OF THIS REPORT, "JUST ABOUT EVERYONE."
change, which was intended to address
the "perception�if not the reality�that
Adderall abuse is rampant on campus."��
Two reasons are cited for the
unauthorized use of neuroenhancing
drugs. One is to gain a competitive
edge over other students or coworkers.
The other is to improve one's own
personal performance and achieve
one's full potential, regardless of the
competitive environment. As one
Harvard student (and Adderall user)
interviewed for a 2009 New Yorker article
speculated, "it's often people.. .who are
looking in some way to compensate
for activities that are detrimental to
their performance.... At Harvard, at
least, most people are to some degree
realistic about it.... I don't think people
who take Adderall are aiming to be the
top person in the class. I think they're
aiming to be among the best. Or maybe
not even among the best. At the most
basic level, they aim to do better than
they would have otherwise."� Another
user explained in an article she wrote
for the magazine n+1, "Adderall Me and
Ideal Me were nearly the same person,
and I saw no reason not to dabble in
my best self."�2 Other students�from
various universities�interviewed for
this report echoed these sentiments.
Implications for the Future
Workforce
As diagnoses of physical and mental
health disorders become more
commonplace, those afflicted may be
excluded from jobs in which they would
not be able to fulfill their duties safely
and effectively, where they could not
physically carry out their work (e.g., a
diabetic must eat every four hours, but
the job does not accommodate that), or
where a mental disorder is considered a
security risk.
Moreover, many organizations will have to
face additional operating and regulatory
costs. Already, untreated mental
illness costs the US $105 billion in lost
productivity each year, with US employers
footing up to $44 billion of the bill,
according to the National Mental Health
Association.'" Firms must also comply
with the Americans with Disabilities Act of
1997 (which sets requirements for things
like employee assistance programs and
accommodations for employees with
serious mood disorders). Companies risk
legal action from the Equal Employment
Opportunity Commission if they can't
make their workplace suitable to those
with special needs. And insurance
premiums will tend to increase in
organizations whose workers are in poor
physical health and require more medical
services.
In addition, as more employees
are tempted to use stimulants and
"cogniceuticals" to boost their
performance as they may have done
in college, employers will be forced to
choose whether to embrace this trend
(at least passively) or actively fight it.
This choice will have implications for
employee performance and retention.
If, for example, an organization bans
neurocognitive enhancement, its
employees may underperform relative
to those elsewhere, and workers
mentalPhysical and
will shrink the labor pool for
some pro fession
1 'Erh
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"LIKE NEVER BEFORE, BUSINESSES DEPEND UPON THE CONSISTENT,
SUSTAINABLE MENTAL PERFORMANCE OF THEIR EMPLOYEES. BY
ENABLING A HIGHER LEVEL OF PRODUCTIVITY, NEUROTECHNOLOGY
REPRESENTS THE NEXT FORM OF COMPETITIVE ADVANTAGE
BEYOND INFORMATION TECHNOLOGY."
ZACK LYNCH, EXECUTIVE DIRECTOR, NEUROTECHNOLOGY
INDUSTRY ORGANIZATION (NI)
who are most interested in taking
neuroenhancing drugs could depart
for jobs in which they are permitted or
encouraged.
How Organizations Might
Address the Implications of This
Challenge
As mental health diagnoses, rates of
obesity and its comorbidities, and
off-label use of neuroenhancing
medications increase, organizations
will be required to make complicated
choices about how to manage their
workforce and employees facing
these conditions. Current examples of
interventions designed to address some
of these challenges include:
To address sensitive emotional and
mental health-related challenges in
addition to more standard health
care issues, some companies are
providing expanded employee
assistance programs (EAPs). In
addition helping employees
navigate physical health, child- and
eldercare, relocation, and financial
and legal issues, EAPs increasingly
include mental health-related
counseling and addiction recovery
services. For example, the
award-winning EAP at Johnson
&Johnson features a stress
management/resilience program
and an interactive mental health
tool that screens for depression,
alcohol problems, anxiety, bipolar
disorders, eating disorders, and
PTSD.'"
To help drive down health care
premiums and create a healthier
human asset pool, some companies
are using both carrots and sticks
to encourage healthy lifestyle
choices among employees. For
instance, David Siegel, the CEO of
CFI Westgate Resorts has led two
recent health-related initiatives
at his company.'�' In 2002, he
announced that all employees
would have one year to quit
smoking or else face termination.
The company supported
employees in their efforts to stop
by providing nicotine patches
and smoking cessation classes.
Then in 2008, Siegel launched a
company-wide weight-loss contest,
in which employees who reached
their goals were eligible to win cash
prizes or a luxury vacation. During
the first year of the contest, some
employees lost up to sixty pounds.
To navigate the off-label use
of neuroenhancing drugs,
organizations could limit their use
to employees in job functions most
likely to benefit. Two professors
from Cambridge University,
Barbara Sahakian and Sharon
Morein-Zamir, wrote in Nature
magazine about the use of mind
performance-enhancing drugs by
people who aren't suffering from
disorders like ADHD or Alzheimer's
disease. In particular, the authors
state that "in academia, we know
that a number of our scientific
colleagues in the United States and
the United Kingdom already use
modafinil to counteract the effects
of jetlag, to enhance productivity
or mental energy, or to deal
with demanding and important
intellectual challenges.'
'106 The
authors go on to recommend
specific types of jobs�those of
soldiers and air traffic controllers,
for example�as most appropriate
for the use of neuroenhancers.
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How will changing family structures affect
demand for flexible working conditions?
Key Takeaway: The increased responsibility of middle-aged workers to take
care of elderly parents, sometimes in addition to their own children, means
that many mid-career employees�especially women and those from more
traditional family cultures�will require flexible working arrangements.
The rapid growth in the cohort of
older Americans, when combined
with changes in family structures and
work lives, has created an increasingly
complex interaction between
generations when it comes to both child
rearing and eldercare. According to the
2010 United States census, 13-percent
of the population, or some 40.3 million
individuals, was 65 or older. As more
Americans live longer and healthier
lives, the percentage of the population
that is 65 or older will continue to grow.
Significant and sustained increases
in life expectancy from those born
just before and during World War II
will create an environment in which
Generations X and Y will join Baby
Boomers in caring for elderly family
members.'"7 In other words, at some
point, all generations in the workforce
will be involved to some extent in caring
for aging family members. Indeed,
recent statistics from the National
Alliance for Caregiving and the AARP
found that 57-percent of those who
were caregivers in the past twelve
months are currently employed, with
46-percent engaged in full-time work
and 11-percent working part-time. ws
An increasin
41x6'i:904)174,6ga
for aging paren
Older Population by Age Group, as Percentage of US Population (1970-2020)1"
Percent of U.S. Po
100%
75%
50%
25%
0%
1%
1970 -
1980
1% 1%
249 M 281 M
4%
7%
87%
1990
2000
2% 2%
310M 341M
110 Under 65 66-74 � 75L84
2010
2020
2%
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Gender roles for childcare and
household duties are shifting.
uture Viorkforce
Deployments to jo1s rem�
from "home base" are likely
'o fall disproportionately on
younger employees.
Further, more and more older Americans
live with their caregivers because the
weak economy's impact on what they
had saved to cover expenses. Statistics
from the National Alliance of Caregivers
and the AARP demonstrate that the
caregiver's family income tends to
determine where the eldercare recipient
ends up living."� The statistics show
that the lower the caregiver's income,
the more likely their elderly loved one
will live with them. For caregivers
with less than $50,000 in household
income, 38-percent of their eldercare
recipients live with them. In higher
income households that figure falls to
23-percent.
The overwhelming tendency among
married couples in the United States
since the late 1980s has been for
both spouses to work. In 2010, when
the national unemployment rate
averaged 9.6-percent, the share of
married couples with both spouses in
the labor force was 64.7-percent. This
rise in dual-income households has
been accompanied by an increased
expectation that men and women
contribute more equally to work in
the home, including child rearing
and eldercare." Despite this, men
on average spend 41 minutes per
day more in the workplace than their
female counterparts,"2 so men are
likely to be under increasing pressure
to reduce their working hours in favor
of helping more at home. On the other
hand, the need for men to take greater
responsibility in the home may mean
that the representation of women in
the workplace actually grows, thus
accelerating the on-going feminization
of the US labor force.
Implications for the Future
Workforce
The need to support both elderly
parents and young children may prove
to be a significant outside distraction
fora big part of the workforce. In fact, a
recent study from the National Alliance
for Caregiving and the Center for
Productive Aging at Towson University
found that 81-percent of caregivers
took time during the workday to
make arrangements for or to check on
their loved one, 70-percent needed
days off to attend to their caregiving
duties, 64-percent arrived late or left
work early because of caregiving
responsibilities, and 41-percent took
time at work to discuss caregiver issues
with coworkers.'3 Consequently,
employees can be expected to exhibit
a strong preference for employers that
offer family-friendly work policies like
flextime, satellite flex-space facilities,
on-site day care, reduced work hours,
flexible leave options, and/or the ability
to work from home. Alternatively,
employees may seek out firms that offer
relatively higher wages to pay for care.114
Organizations that cannot offer flextime
or the ability to work from home will
face increasing challenges in recruiting
new employees. In addition, mid-
career employees with child- and/or
eldercare responsibilities will exhibit
a strong preference for assignments
that keep them close to home,
increasingly leaving travel duties and
overseas deployments to the youngest
employees.
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How Organizations Might
Address the Implications of This
Challenge
To attract and retain workers who are
being stretched to provide child- and/
or eldercare, organizations might
implement strategies that target when
and where workers do their jobs.
For example, for workers that need
to be in a central office, employers
might consider on-site care services;
for workers that can or must be
mobile, corporations could choose
alternative incentives, such as increased
compensation or the use of flextime.
The following are several examples
of organizations that are taking novel
approaches to these challenges:
To help relieve some of the
pressures of caring for elderly
parents, The Principal Financial
Group, a global financial services
provider, offers employees a
generous working caregiver leave
program, which allows employees
to work a part-time schedule for
up to twelve weeks a year, while
maintaining job security and full
benefits. Similarly, George Mason
University, where nearly half the
workforce is over the age of fifty,
provides 32 hours of leave annually
to use for caregiving or any other
family need.
To assist employees in meeting
both their professional and family
obligations, organizations like
Ernst & Young (E&Y) are starting to
allow employees to work anywhere
in the world, at any time.'15 E&Y has
implemented a Flexibility Strategy
Team, the goal of which is to build
a corporate culture that supports
flexible work arrangernents."6
"This notion of an eight-hour day
is rapidly disappearing, simply
because we work so virtually and
globally," says Maryella Gockel,
Ernst & Young's flexibility strategy
leader."'
There is vigorous, ongoing public debate about how - and indeed whether - women can
successfully juggle career advancement, job requirements, family duties, and child-rearing.
In 2010 Sheryl Sandberg, the COO of Facebook, gave a TED talk called "Why We Have Too Few
Women Leaders," in which the mother-of-two argued that women could successfully have careers
and family, provided they were persistent and willing to do the work required to achieve their goals.
Although she subsequently acknowledged in interviews that success in a high-power position
requires constant juggling for a woman with a family, she continues to argue that "there is no such
thing as work-life balance. There's work, and there's life, and there's no balance."
In 2012 Anne-Marie Slaughter, who had been the first woman to head Policy Planning for the State
Department but who then returned to her tenured job at Princeton, published an article, "Why
Women Still Can't Have it All," describing how impossible she had found it to juggle the demands
of her government job and those of her family, even though she worked in an administration and
department which were attempting to be as "family-friendly" as possible.
http://www.huffingtonpost.com/2012/04/06/sheryl-sandberg_n_1409061.html
http://www.theatlantic.com/magazine/archive/2012/07/why-women-still-can-8217-t-have-it-a11/9020/
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How will rising personal indebtedness impact the
employabiity and career choices of incoming workers?
Key Takeaway: Personal indebtedness is likely to restrict the labor pool
for organizations and professions that do not meet basic compensation
thresholds.
The cost of a college education has
skyrocketed over the past several
decades at both public and private,
nonprofit four-year undergraduate
colleges and universities. Relative to
the 1980-81 academic year, costs at
public four-year schools have increased
by 368-percent and at private, nonprofit
four-year schools by 281-percent. Even
over the short term, tuition and fees
went up�by 8.3-percent at public four-
year schools and 4.5-percent at private,
nonprofit four-year schools between the
2010-11 and 2011-12 academic years."'
These increases, in combination with
cuts in state education budgets and
stagnant wages for most US families,
have made it difficult for the average
student to finance an undergraduate
education. This challenge is most acute
among those attending elite private
four-year colleges and universities and
for high school graduates from low-
income families. Indeed, for low- and
middle-income families, the net price
(tuition and fees, minus grants and aid
from all sources) of attending even a
public college or university in 2007
was 48-percent and 26-percent of
household income, respectively."'
As a consequence, the amount of
educational loan debt held by US
students has exploded. In 2010,
student loan debt in the US for the first
time surpassed the total credit card
debt, and topped one trillion dollars
in 2011.120,121 Further, the average
student loan debt load for 2010
graduates was $24,000, which�based
on conservative estimates�will require
loan repayments of more than $3,300
per year for ten years.122
Exacerbating the burden of mounting
student loan debt is the fact that recent
college graduates are confronting
the worst job market since the Great
Depression, with the unemployment
rate for those under age 25 reaching
almost 18-percent in August
2011,123dec1ining slightly to a still-large
16.4-percent in May 2012.124 For those
lucky enough to land a job, the median
starting salary for graduates of four-year
schools is around $27,000, down from
$30,000 in 2008.125
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"MY MOM IS A SELF-EMPLOYED REAL ESTATE AGENT AND MY DAD JUST
OPENED UP A HANDY MAN SHOP WE'VE TALKED ABOUT FINANCES
AND HOW EXPENSIVE COLLEGE IS, BUT THEY SAID THAT PEOPLE ARE
ALWAYS GOING TO HAVE DEBT-THAT'S JUST THE WORLD WE'RE
LIVING IN TODAY."
STUDENT AT THE UNIVERSITY OF SAN FRANCISCO
INTERVIEWED FOR THIS PAPER
This combination of increasing debt,
higher unemployment, and declining
wages for recent graduates has caused
a dramatic spike in the number of young
Americans defaulting on their student
loans or even facing bankruptcy. In
2009, the national student loan default
rate reached its highest level since 1997,
and only 37-percent of borrowers have
been able to make all of their federal
student loan payments over the last five
years. The trend toward default is most
notable among those who attended
for-profit colleges (like the University
of Phoenix or Sanford-Brown College).
This group makes up about 10-percent
of undergraduates, but accounts for
almost 50-percent of those who default
on student loans.'26 Additionally,
a recent report from the National
Association of Consumer Bankruptcy
Attorneys found that more than
80-percent of bankruptcy attorneys say
they've seen "notable" increases in the
number of clients with student loan
debt, with almost 50-percent reporting
a "significant" increase in such cases.'27
Implications for the Future
Workforce
These two challenges�dramatic
increases in personal indebtedness, and
higher default rates on student loans�
will have clear implications for the future
workforce and for employers.
"EVERYONE HAS STUDENT LOAN DEBT. IT'S
NOT REAL DEBT; IT'S FAKE DEBT."
RECENT COLLEGE GRADUATE INTERVIEWED FOR
THIS PROJECT
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Another possible effect
of rising tuition costs
and their potential to
load students with
heavy debt burdens is that would-be students
may increasingly turn to on-line and other
non-traditional routes to knowledge acquisition.
For example:
MIT, Harvard, and UC Berkeley have each
committed $30 million to create "edX," which
offers free on-line courses given by the
prominent faculty members. The first such
MIT course enrolled 120,000 students;
Stanford, Princeton, University of
Pennsylvania, and University of Michigan
have joined to create the for-profit company
Coursera, which offers a broad range of
courses, from STEM to humanities;
Sebastian Thurn, formerly of Stanford, has
left to create Udacity, which calls itself a
"21" Century university," offering classes for
free and also offering networking and social
media options for what it claims is more than
200,000 students.
The Mozilla Foundation and the MacArthur
Foundation have joined forces to create
the Mozilla Open Badges Project, a system
of badging which will recognize "lifelong
learning" and serve as certification that
specific skills and experiences have been
accomplished (a move which, they argue, will
replace diplomas);
the Khan Academy offers more than 3,200
video tutorials on-line, covering both
academic subjects and specific job skills;
And billionaire Peter Thiel is offering $100,000
grants to 24 young entrepreneurs per year
provided they do not go to college at all,
but rather embark immediately on their
entrepreneurial activities;
This proliferation of ways in which employees
acquire knowledge and skills, and the many
ways in which those will be credentialed, is going
increasingly to challenge employers to broaden
how they define, advertise, and evaluate applicant
qualifications and criteria for promotion.
"HOW HAS STUDENT LOAN DEBT AFFECTED
MY LIFE? IT DICTATED WHAT SCHOOL I
COULD ATTEND AS AN UNDERGRADUATE. IT
WAS THE PRIMARY REASON I DID NOT GO TO
VETERINARY SCHOOL.... I GOT A JOB I COULD
NOT AFFORD TO KEEP. SO IT HAS INFLUENCED
MY JOB DECISIONS. I HAVE NO CHILDREN, AS
I WASN'T GOING TO START A FAMILY UNTIL I
COULD PAY OFF MY LOAN DEBT, AND NOW IT'S
TOO LATE. I HAVE MOVED 2,500 MILES FROM
MY FAMILY FOR BETTER JOB OPTIONS AND
LOWER COSTS OF LIVING."
A READER'S E-MAIL TO NPR'S
"TALK OF THE NATION" 31 OCTOBER 2011'
First, as student loan debt burdens
continue to climb, college graduates may
require jobs that have relatively high
salaries so they can avoid the possibility of
defaulting on their loans. This will create
employee recruitment and retention
challenges for organizations that are
unable to compete on salary grounds
(e.g., public sector organizations such
as government agencies, multilateral
institutions, and nonprofits, and private-
sector organizations that cannot offer
high pay). In "Recruiting and Retaining the
Next Generation of Nonprofit Leaders,"
a 2004 report by New York University's
Wagner Graduate School of Public Service,
author Shelly Cryer identifies perceptions
of low pay and the impact this would
have on paying back student debt as top
deterrents to college graduates seeking
employment in the nonprofit sector.
While college seniors reported positive
views about the work performed by
nonprofit agencies, they also saw the
sector as very low paying.'29 While this
problem is currently masked in large part
due to the current weak economy, it will
become more challenging for lower-wage
employers as the economy recovers.
More specifically, they will find
it more difficult to identify and
recruit employees from middle- and
lower-class backgrounds, because
this cohort will be the most heavily
burdened by student loan debt. This
reality may compel some employers
to target students from upper- and
upper-middle-class families who were
able to afford college, and students
who graduated from less expensive
institutions. Knowledge-based
organizations that cannot offer new
workers a high starting salary might
attempt to implement tailored
strategies�such as loan repayment
assistance�to specifically attract
talented,.heavily debt-burdened recent
graduates who are eager to pay off their
student loans.
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Debt load can also slow the transition
from adolescence to adulthood for
many young people. Recent college
graduates may delay decisions about
career fields, marriage, home buying,
and children. Some may choose a job
simply as a short-term commitment to
pay off education debt. As a result, all
organizations face the risk of higher
employee turnover down the road and a
corresponding increase in future hiring
and training costs.
In addition, young graduates who default
on student loans will find their credit
ratings damaged. Consequently, they
will be excluded from jobs where credit
records are scrutinized as a marker of
integrity and probity. Unless employers
make the choice to overlook this type of
problem, they will face a thinner talent
pool as loan default rates rise.
How Organizations Might
Address the Implications of This
Challenge
The following are current examples
of interventions designed to address
employee indebtedness, as well as some
thoughts on potential future strategies
to address this issue:
Peninsula Habitat for Humanity
in San Mateo, California offers
its staff a monthly $200 "Quality
of Life" allowance for gym
memberships, yoga classes, home
Internet access, and other health
and lifestyle benefits. Programs
like these, which augment
employees' base pay, help workers
cut costs and better manage their
loan debt.'"
Southwest Airlines was the
first US airline to engage in
profit sharing and has offered it
every year since 1974.'3' In 2000,
Southwest gave its employees
a record-setting $138 million in
shared profits, essentially giving
each employee an additional
14.1-percent in compensation for
the year. Non-salary compensation
programs like these can help debt-
burdened graduates avoid loan
default, and can make employers
more attractive to the most
talented, indebted job seekers.
The National Institutes of
Health (NIH) Undergraduate
Scholarship Program provides
up to $20,000 per year in tuition,
educational expenses, and
reasonable living expenses.'32
Each year of scholarship obliges
the recipient to serve one full year
of research at the National Human
Genome Research Institute.
Recruitment programs like these
can lessen the debt burden
for talented students, provide
employment after graduation,
and help employers attract
talented individuals at
earlier ages.
Lower-wage employers might
*; recruit whoemPio)?eqs,,, ::t410re
able to pay for private colleges
r who 13dLiatec
expensive setyp
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In the future, organizations might
assist and motivate indebted
employees by demonstrating
empathy and understanding
for the challenges they face
as they work to pay off their
loans. Specific actions might
include endorsing and educating
employees about loan forgiveness
programs (e.g., the Public Service
Loan Forgiveness Program, which
partially forgives loan debt for
qualifying individuals in public
service jobs) or sponsoring
support groups for young
employees paying off their debt.'"
To date, few organizations have
begun to address the possibility that a
significant percentage of their potential
workforce may be excluded from
specific jobs because of poor credit
ratings that result from student loan
default. Forward-leaning organizations
may wish to consider requiring debt
counseling in place of minimum credit
score thresholds for employment. For
example, if a talented individual is
qualified for a position but falls below
a certain credit score, he or she could
be required to complete mandatory
debt counseling as a condition of
employment. This would create a
situation in which establishing good
credit becomes a longer-term benefit
of employment.
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Workforce of the Future: Relevance
for the Intelligence Community
Because it was prepared with the
assistance of subject-matter experts
from outside the Intelligence
Community (IC), "Workforce of the
Future" identifies trends likely to impact
businesses and other organizations
over the next several years, but does
not directly address issues which are
likely to have particular impact on the
IC. This section offers observations
about how the findings of this study
may affect hiring, training, retention,
and organizational management in the
IC. The list of issues discussed below is
neither exhaustive nor prescriptive, but
rather is intended to prompt thought
and discussion.
FOREIGN RELATIONSHIPS
The increasing popularity of study-
abroad programs, growing numbers
of foreign students in US schools, and
expanded opportunities for global travel
mean that new employees are entering
the workforce with more foreign ties
than their predecessors ever had. Social
media platforms such as Facebook
and Twitter, pervasive and convenient
communication technologies like
Skype, and online nnultiplayer
games allow people to initiate and
maintain inexpensive and immediate
relationships with others around the
world. Indeed, new employees might
not even know the nationalities of some
of their face-to-face and virtual friends.
Growing numbers of immigrants and
dual nationals in the US and abroad
further expands young employees'
contact with foreign nationals and
complicates their understanding of just
who is a foreign national. This presents
unique challenges and opportunities for
intelligence organizations.
Challenges for the IC:
Should or can IC agencies
continue to require
employees to declare ongoing
relationships with non-US
citizens? Would such a
requirement require a flood of
new background checks that
might test current capabilities?
� Should new employees be
required to ask the nationalities
of their contacts, and might this
in itself be an indicator of the
employees' possible move into
the IC?
� Alternatively, if new employees
withdraw from international
friendships and online
interaction with non-US
acquaintances, would that be
another signal that their new
job might be with the IC?
Opportunities for the IC:
� Employees with international
experience bring valuable
insights, foreign language skills,
and cultural understanding to
intelligence work.
� Employees' ease with using
social media that cross national
boundaries might yield
innovative new collection and
analytic methodologies for the
Intelligence Community.
�
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COLLABORATION
Perhaps as the result of an increased
focus on group projects and team
building exercises throughout
their education, the Millennial
generation is collaborative by nature.
They often prefer environments in
which information is shared freely,
communication across departments
happens simultaneously and
instantaneously, and working with peers
is encouraged.
Challenges for the IC:
� Will current IC culture,
hierarchical management
structure, regulations, and
IT infrastructure be able to
support growing expectations
for collaborative teaming,
technology, and workspaces?
� How will the future workforce
challenge traditional 'need-to-
know' principles?
� How will current performance
metrics designed for individuals
need to be adjusted to account
for collaborative efforts?
� Will a crowdsourcing generation
accustomed to posting
questions to entire networks
test current security procedures
by using personal networks to
access information that will help
them perform their jobs?
Opportunities for the IC:
The different mindsets that
many in this generation
might bring to intelligence
organizations could
reinvigorate creative thinking,
result in the creation of new
and better collaborative tools,
and help eliminate unnecessary
stovepipes to connect experts
across the IC.
DIGITAL NATIVES
Members of the Millennial generation,
branded by many as "digital natives,"
are accustomed to using information
and communication tools to make their
personal, academic, and professional
lives more efficient. They are likely to
join the IC expecting to employ the
same tools in the workplace.
Challenges for the IC:
� Will digital natives turn down
IC jobs that lack cutting-edge
collaborative tools or restrict
social media use?
� Will members of the future
workforce be more likely
than their predecessors to
circumvent regulations, such
as those governing social
media, wireless technology, or
unauthorized downloads?
� Will new communication
platforms allow the blurring of
lines between professional and
personal lives, and what would
be the impact on security?
Might intelligence interests and
methods be revealed?
� How do we judge the reliability
of information collected from
the crowd?
� Will tweeting or use of other
social networking tools at work
become necessary to keep pace
with rapidly changing events?
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Opportunities for the IC:
� What role will this networked
generation play in the
development of new tools and
methodologies for collection
and analysis?
� What new information and
understanding might flow from
an increasingly tech-savvy
workforce?
SERIAL EMPLOYEES
Accustomed in recent years to financial
bubbles, weak job growth, and limited
headroom at work, young workers often
value the freedom to move quickly and
often in order to stay current, relevant,
and employable.. .anywhere.
Challenges for the IC:
� What would high employee
turnover rates mean for the IC,
where security considerations
and specialized training mean
high employee on-boarding
costs?
� Will we see the end of the
career employee? Will human
resource policies change to
adopt more of a "contract staff"
mentality?
Opportunities for the IC:
� Changing expectations about
the nature of work and the
duration of assignments might
allow organizations to more
quickly adapt to the changing
needs of the mission. Would
short-term, serial employees
improve the organization's
surge capacity or make it easier
to cap employment in times of
budgetary restrictions?
� Could "in-and-out-and-back-
again" employees accelerate
the institutional learning curve,
bringing into the workplace
the skills, insights, and contacts
made while working or studying
for short periods outside the IC?
GREEN-HAIRED EMPLOYEES
The CEO of a major technology
publication interviewed for this
project commented that many or most
technology wizards are young, some
with limited formal education, some
with questionable hacking or drug
backgrounds, and some have green
hair. Yet, he said, when he walks the
halls of the IC, he never sees green hair.
Some of the best and brightest future
applicants, such as those in cutting-
edge technology fields, might not look
like us or have a similar educational or
work backgrounds. As we see in this
report, they might come to us with drug
and debt issues that would traditionally
disqualify them from holding a
security clearance.
Challenges for the IC:
If drug use, debt, nontraditional
education and work histories,
and personal debt are
disqualifiers in the background
investigation process, will the
IC be able to hire the best and
brightest workers to fulfill its
unique mission?
If the difficulty of hiring these
new workers and the slow pace
of retirement among existing
workers forces the IC to "fight
with the army it has," how does
it train or retrain the current
workforce in the skills the
Community needs?
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n_A
C-J
Opportunities for the IC:
� This kind of new employee
could bring new skills and
contribute to the cognitive
diversity to the IC.
FLEXIBILITY
As the private sector becomes less
stringent in its view of how, when, and
where work is accomplished, young
workers are likely to seek jobs that can
accommodate their need for flexibility.
As women graduate from college at
record-setting rates, the number of
dual-income households may also
continue to grow. This could result in
increased demand for nontraditional
work schedules to allow employees to
balance their own career, their spouse's
career, as well as the needs of their
children and aging parents.
Challenges for the IC:
Will the IC be able to compete
with the private sector in hiring
young workers interested in
flexible work environments?
Will the intelligence workforce's
inability to work at home, on
their personal technology
devices, and at whatever hour
is best for them put the IC at
a stark disadvantage when it
comes to hiring and retention?
� Will changing expectations
regarding the optimal work-life
balance and increasing family
obligations limit intelligence
workers' flexibility when it
comes to travel and overseas
assignments?
Opportunities for the IC:
� Would flexible work schedules
allow intelligence organizations
to save on facilities costs by
double-booking offices and
"hot-seating" employees?
In an environment of constant change�
domestic and international, personal
and professional, technological and
ecological�the IC will be challenged to
hire, train and retain the best workers.
Emerging trends suggest that the
profession of intelligence�what we
do and how we do it�might change
significantly in coming years"4, and that
the people we hire and the skills they
bring to the workplace might also need
to change.
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Selected Sources for Themes
about Millennials
Accenture. Jumping the Boundaries of
Corporate IT: Accenture Global Research on
Millennials' Use of Technology. Corporate
white paper (2010).
Berenguer, Celia, June Delano, and Karin
Stawarky. Catalyst for Change: The Impact
of Millennials on Organization Culture and
Policy. Monitor Group (2010).
Delano, June. New Development Strategies
for the New High Potentials. Monitor
Executive Development Presentation
(April 1, 2008).
Economist Intelligence Unit. The Future
of Higher Education: How Technology Will
Shape Learning (2008).
Feldmann, Derrick and Ted Grossnickle,
Editors. Millennial Donors: A Study of
Millennial Giving and Engagement Habits.
Achieve and Johnson, Grossnickle and
Associates white paper (2010).
Halpin, John and Karl Agne. The Political
Ideology of the Millennial Generation.
Center for American Progress (May 2009).
Klopfer, Eric, Scott Osterweil, Jennifer
Groff, and Jason Haas. The Instructional
Power of Digital Games, Social Networking,
Simulations, and How Teachers Can
Leverage Them. Massachusetts Institute of
Technology: The Education Arcade (2009).
Lenhart, Amanda, Kristen Purcell, Aaron
Smith, and Kathryn Zickuhr. Social Media
& Mobile Internet Use Among Teens and
Young Adults. Pew Internet and American
Life Project (February 3,2010).
Mr. Youth and Intrepid. Millennial Inc:
What Your Company Will Look Like When
Millennials Call the Shots. Corporate
white paper (2010).
NAS Recruitment. Generation Y: The
Millennials; Ready or Not, Here They
Come. Corporate white paper (2006).
Orrell, Lisa. Understanding the Digital
Generation. Panel Discussion at Global
Innovation Forum (2011).
Prensky, Marc. Digital Natives, Digital
Immigrants. On The Horizon (Volume 9,
Number 5, October 2001).
PricewaterhouseCoopers. Managing
Tomorrow's People. Corporate research
series (2010).
Rasmus, Daniel W. The Next-Generation
Workforce and Project Management.
NASA's Ask Magazine (2007).
Singer, Peter, Heather Messera, and
Brendan Orino. D.C.'s New Guard: What
Does the Next Generation of American
Leaders Think? Survey from Foreign
Policy at Brookings (February 2011).
Sweeney, Richard. Millennial Behaviors
and Demographics. New Jersey Institute
of Technology (2006).
Taylor, Paul and Scott Keeter, Editors.
Millennials: A Portrait of Generation Next.
Pew Research Center (February 2010).
a)
a
a
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Source Notes
Dan Schwabel,"Millennials vs. Baby Boomers: Who Would
You Rather Hire?" Time:Moneyland, 29 March 2012, http://
moneyland.time.com/2012/03/29/millennials-vs-baby-
boomers-who-would-you-rather-hire/.
2. The research methods used for this report included review-
ing a wide variety of open source publications, conduct-
ing focus groups and interviews with students and young
workers, and interviewing working managers and HR
professionals, mainly in the private, for-profit sector.
3. For more information on this topic, see Center for the Study
of Intelligence (CSI) Emerging Trends report Wireless in a
Networked World (Washington DC; Center for the Study of
Intelligence, 2012).
4. Alexia Tsotsis,"comScore Says You Don't Got Mail: Web
Email Usage Declines, 59% Among Teens!" 7 February
2011, http://techcrunch.com/2011/02/07/comscore-says-
you-dont-got-mail-web-email-usage-declines-59-among-
teens/. Total web e-mail usage was down eight percent
between November 2009 and November 2010, with a
59-percent decline in use in the 12-17 age group; 1-percent
among 18-24 year olds; 18-percent among 25-35 year olds;
8-percent among 35-44 year olds; and 12-percent among
the 45-54 demographic.
5. comScore,"Email Evolution: Web-based Email Shows Signs
of Decline in the U.S. While Mobile Email Usage on the
Rise," comScore press release, 20 January 2011, http://www.
comscore.com/Press_Events/Press_Releases/2011/1/Web-
based_Email_Shows_Signs_of_Decline_in_the_U.S._While_
Mobile_Email_Usage_on_the_Rise.
Plaxo Report cited by Mercyhurst.
6.
7.
8.
9.
2010 eMarketing Report cited by Mercyhurst.
http://millennier.com/wp-content/uploads/2010/09/PEW-
388x585.jpg
10. Pam Dyer, "How Can Brands Connect with the Facebook
Generation?" 12 June 2011, http://www.pamorama.
net/2011/06/12/the-facebook-generation-how-can-brands-
connect-social-media-marketing/.
11. Janna Anderson and Lee Rainie,"Millennials will make on-
line sharing in networks a lifelong habit," Pew Internet and
American Life, 9 June 2010, http://www.pewinternetorg/
Reports/2010/Future-of-Millennials.aspx.
12. CISCO 2011 Annual Security Report, http://www.cisco.
com/en/US/prod/collateral/vpndevc/security_annual_re-
port_2011.pdf.
13. Douglas MacMillan,"Millennials: Savvy on Privacy," Business-
Week online, 26 May 2010, http://www.businessweek.com/
technology/content/may2010/tc20100526_876848.htm.
14. Lupita S-O'Brien, Pamela Read, Jaqueline Woolcott, and Chirag
Sha."Understanding privacy behaviors of millennials within
social networking sites!' Proceedings of the American Society for
Information Science and Technology 48(1):1-10, 2011.
15. Catharine Smith and Bianca Bosker,"Fired Over Twitter: 13
Tweets That Got People CANNED," Huffington Post, 25 May
2011, http://www.huffingtonpost.com/2010/07/15/fired-
over-twitter-tweets_n_645884.html#s112801&title=Cisco_
Fatty_Loses .
16. Fahmida Y. Rashid, "Enterprises Are Embracing BYOD, Not
Resisting It: Study," eWeek, 27 January 2012, http://www.
eweek.com/c/a/Mobile-and-Wireless/Enterprises-are-Em-
bracing-BY0D-Not-Resisting-lt-Study-699380/.
17. "Good Technology State of BYOD Report," /T World, http://
www.itworld.com/mobile-wireless/247888/good-technolo-
gy-state-byod-report.
18. Huang, Yan, Singh, Param Vir and Ghose, Anindya,"A
Structural Model of Employee Behavioral Dynamics in
Enterprise Social Media,"July 18, 2012, http://ssrn.com/ab-
stract=1785724 or http://dx.doi.org/10.2139/ssrn.1785724.
19. Anthony Ha,"Salesforce: Yes, Chatter really does improve
productivity," VentureBeat.com, 22 September 2010, http://
venturebeat.com/2010/09/22/salesforce-yes-chatter-really-
does-improve-productivity/.
20. Don Steinberg,"Zappos Finds a Use for Twitter. Really!" Inc
[online], 5 June 2008, http://www.inc.com/articles/2008/06/
zappos.html.
21. US Census Bureau,"An Older and More Diverse Nation by
Midcentury,"http://www.census.gov/newsroom/releases/
archives/population/cb08-123.html.
22. Eric Greenberg, Generation We: How Millennial Youth are(b)(3)
Taking Over America and Changing Our World Forever
(Emeryville, CA: Pachatusan, 2008), 21.
23. Wendy Wang, "The Rise of Intermarriage - Rates, Char-
acteristics Vary by Race and Gender," 16 February 2012,
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intermarriage/5/#chapter-4-public-attitudes-on-intermarriage.
24. Sarah Treuhaft and David Madland,"Prosperity 2050:.
Is Equity the Superior Growth Model?" 22 April 2011,
http://www.americanprogress.org/issues/economy/re-
port/2011/04/22/9405/prosperity-2050/.
25. Kevin Whitelaw,"Defining Diversity: Beyond Race and Gen-
der," 13 January 2010, http://www.npr.org/templates/story/
story.php?storyld=122327104.
26. David A. Hollinger, Postethnic America: Beyond Multicultur-
alism (New York: Basic Books, 2006).
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27. Tammy Erickson, "Your Diversity Officer Should Be a Cruise 41.
Director,"HBR Blog Network, 11 May 2011, http://blogs.hbr. 42.
org/erickson/2011/05/your_diversity_officer_should.html.
28. Dell's Commitment to Diversity and Inclusion, http://
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29. Amy Jacques (interview with Xerox Corporation's Corporate
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2010, Public Relations Tactics [online journal of the Public
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30. Nelly Furman, David Goldberg, and Natalia Lusin,"Enroll-
ments in Languages Other Than English in United States 44.
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http://www.mla.org/pdf/2009_enrollment_survey.pdf, p. 3.
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Fast%20Facts%202011.ashx. 46.
32. Daniel Obst, Rajika Bhandari and Sharon Witherell,"I1E
Study Abroad White Paper Series: Meeting America's Global
Education Challenge - Current Trends in U.S. Study Abroad
&The Impact of Strategic Diversity Initiatives," May 2007, 47.
www.iie.org/en/Research-and-Publications/Research-Proj-
ects/�/media/Files/Corporate/Mem bership/StudyAbroad_
WhitePaper6.ashx, p.6.
33. Open Doors Data: "U.S. Study Abroad: Leading Destina-
tions," 2008-2010, http://www.iie.org/Research-and-Pub- 48.
lications/Open-Doors/Data/US-Study-Abroad/Leading-
Destinations/2008-10; and "International Students: Leading
Places of Origin," 2009-2011, http://www.iie.org/Research-
and-Publications/Open-Doors/Data/International-Students/
Leading-Places-of-Origin/2009-11.
34. Karin Fischer, "Northeastern, Once Local, Goes Global - 49.
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ty/125959/.
35. Linda K. Stroh, International Assignments: An Integration 50.
of Strategy, Research, and Practice (Mahwah, NJ: Lawrence
Erlbaum Associates, 2005). 51.
36. Ibid.
37. Bart Becht, "Building a Company Without Borders;' Harvard
Business Review; April 2010, 88(4):103-106.
38. PwC [formerly known as PricewaterhouseCoopers Interna-
tional],"Early PwC International Challenge (EPIC) pro-
gramme: The route to a fulfilling career," 16 October 2010, 52.
http://www.pwc.com/gx/en/careers/early-pwc-internation-
al-challenge-programme.jhtml.
39. Lisa Daniel, "Recruiters Recall Patriotism of Post-9/11
America," US Department of Defense American Forces Press 53.
Service, 8 September 2011, http://www.defense.govinews/
newsarticle.aspx?id=65272.
40. Ibid.
Ibid.
Joe Light, "Google Is No. 1 on List Of Desired Employers,"
Wall Street Journal [online], 21 March 2011, http://online.
wsj.com/article/SB100014240527487035124045762087021
15862760.html.
Mark F. Bernstein, "A changing view: As attitudes toward
government and public service evolve, so does the Wood-
row Wilson School," 10 May 2006, http://www.princeton.
edu/�paw/archive_new/PAW05-06/13-0510/features_govt.
html. Quote is from Fatema Gunja, who worked at the
ACLU before going to Princeton, the interned at the
Afghanistan desk at the State Department. She described
herself as wanting to find a "post-9/11 foreign policy" job
after graduation.
Ibid.
Shelly Cryer,"Recruiting and Retaining: The Next Genera-
tion of Nonprofit Sector Leadership,"The Initiative for
Nonprofit Sector Careers, January 2004, http://www.nation-
alserviceresources.org/files/AR_NextGenofNPSectorLeader-
ship_2006_Scryer.pdf.
Deloitte Development LLC,"2010 Deloitte Volunteer IM-
PACT Survey," 2010, http://www.deloitte.com/assets/Dcom-
UnitedStates/Local%20Assets/Documents/us_2010Deloitte
VolunteerIMPACTSurveyDatatables_043010.pdf.
Nick Paumgarten,"Food Fighter: Does Whole
Foods' C.E.O. know what's best for you?" New
Yorker, 4 January 2010, http://www.newyorker.
com/reporting/2010/01/04/100104fa_fact_
paumgarten#ixzz29UNa2WnC
comScore, "It's a Social World: Social Networking Leads
as Top Online Activity Globally, Accounting for 1 in Every
5 Online Minutes," comScore press release, 21 December
2011, http://www.comscore.com/Press_Events/Press_Re-
leases/2011/12/Social_Networking_Leads_as_Top_On-
line_Activity_Globally.
comScore, "It's a Social World: Top 10 Need-to-Knows
About Social Networking and Where It's Headed," comScore
report, 2011, http://www.comscore.com/content/down-
load/12135/231287/fileiTop_10_Need-to-Knows_About_
Social_Networking_and_Where :it_is_headed.pdf.
Site analytics performed December 9, 2011, at http://www.
compete.com.
For example, more than 70-percent of the US Congress
is active on Twitter and, according to Edelman Digital's
2011 Capital Staffers Index [http://www.edelmandigital.
com/2011/12/07/2011-capital-staffers-indexa there has
been a meteoric rise in the use of social media channels to
shape policy and engage with constituents.
Educause Center for Applied Research,"ECAR National
Study of Undergraduate Students and Information Technol-
ogy," 2011, http://net.educause.edu/ir/library/pdf/ERS1103/
ERS1103W.pdf, p. 15.
Jennifer Preston, "Rules to Stop Pupil and Teacher From Get-
ting Too Social Online;' New York Times, 17 December 2011,
http://www.nytimes.com/2011/12/18/business/media/rules-
to-limit-how-teachers-and-students-interact-online.html?_r=0.
54
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54. Simon Mackie, "Supporting MillenniaIs in the Work- Peter Drucker, Managing in the Next Society (New York: St.
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55. George Musser, "The Origin of Cubicles and the Open-Plan Mekayla Castro, "Beyond Generational Differences: Bridg-
Office7 Scientific American [online], 17 August 2009, http:// ing Gender and Generational Diversity at Work," Catalyst,
www.scientificamerican.com/article.cfm?id=the-origin-of- September 2010, http://www.catalyst.org/publication/446/
cubicles-an. beyond-generational-differences-bridging-gender-and-
56. Morten T. Hansen and Herminia lbarra,"Getting Collabora- generational-diversity-at-work.
tion Right;' HBR Blog Network, 16 May 2011, http://blogs.hbr. 71. The Recruiters Network, a free association of HR profession-
org/cs/2011/05/getting_collaboration_right.html. als, defines employee value proposition as "a measurement
57. Vinesh G. Oommen, Mike Knowles, and Isabella Zhao, of the balance between what an employee receives from
"Should health service managers embrace open plan work their employer in return for their performance on the job. In
environments? A review,"Asia Pacific Journal of Health Man- other words, it is the 'get' versus the 'give: If in the employ-
agement, 3(2):37-43 (2008). ees' minds they'gef rewards equal to or exceeding what
58. Reed Hastings,"Netflix Culture: Freedom and Responsibil- they 'give,' the company will tend to have more satisfied
ity,"PowerPoint presentation, 2009, accessed at http://www. employees and increased retention." http://www.recruiter-
slideshare.com on 15 January 2012. snetwork.com/articles/a�rticle.cfm?1D=1456
59. Adam Richardson, "Inventing the Collaborative Workspace;' 72. Kathy Kibbe, Laura Sejen, Kathryn Yates. "Why an Employee
HBR Blog Network, 21 November 2011, http://blogs.hbrorg/ Value Proposition Matters: Creating Alignment, Engagement
cs/2011/11/inventing_the_collaborative_workspace.html. and Stronger Business Results."Towers Watson webcast,
60. Ibid. October 13,2010; slides available at www.slideshare.net.
61. Anne-Laure Fayard and John Weeks, "Who Moved My Cube?" 73. "Orrick Announces New Talent Model;' Orrick, Herrington &
Harvard Business Review, 89(7/8):102-110 (Jul/Aug 2011). Sutcliffe press release, 1 July 2009, http://www.orrick.com/
62. Nicholas Carr,"Put the Cost Back in Communication;' New news_events/releases.asp?action=article&articleid=8981;
York Times [online], 16 December 2011, http://www.ny- corresponding document available at http://www.orrick.
times.com/roomfordebate/2011/12/05/should-workplaces- com/fileupload/3092.pdf.
ban-e-mail-37/the-curse-of-free-communication. 74. US Department of Education National Center for Education
63. Gad Levanon, Ben Cheng, and Jeremy Goldman, "U.S. Work- Statistics, http://nces.ed.gov/.
ers Delaying Retirement," The Conference Board Executive 75. Catherine Rampell,"Instead of Work, Younger Women Head
Action Series No. 350, May 2011, http://www.financial- to School;' New York Times, 29 December 2011 [page Al];
finesse.com/wp-content/uploads/2012/01/US_workers_de- also online at http://www.nytimes.com/2011/12/29/busi-
lay_retirement.pdf ness/young-women-go-back-to-school-instead-of-work.
64. Lauren Riefflin,"U.S. Homes Expected to Lose Nearly $700 html?_r=0.
Billion in Value in 20117Zi/low Blog, 22 December 2011, 76. Katharin Peter, Laura Horn, and C. Dennis Carroll, "Gender
http://www.zillow.com/blog/2011-12-22/u-s-homes-ex- Differences in Participation and Completion of Undergradu-
pected-to-lose-nearly-700-billion-in-value-in-2011/ ate Education and How They Have Changed Over Time;'
65. Marilyn Geewax, "Americans' Savings Offer Little Shel- National Center for Education Statistics, NCES: National
ter for Rainy Day;' NPR Weekend Edition, 15 Novem- Center for Education Statistics Report #2005-169; February
ber 2009, http://www.nprorg/templates/story/story. 2005, http://nces.ed.gov/pubs2005/2005169.pdf.
php?storyld=120397501. 77. Stephanie Ewert,"Male and Female Pathways through
66. Elizabeth Ody,"Wells Fargo Says 80 May Be the New 65 for Four-Year Colleges: Disruption and Sex Stratification in
Retirees;' Bloomberg [online], 16 November 2011, http:// Higher EducationrAmerican Educational Research Journal
www.bloomberg.com/news/2011-11-16/wells-fargo-sur- 47(4):744-773 (December 2010).
vey-says-80-may-be-the-new-65-for-retirement-age.html. 78. John R. Reynolds and Stephanie Woodham Burge,"Educa-
67. "Retirement: Working Longer is Plan A. But Where's Plan tional expectations and the rise in women's post-secondary
B?" 18 May 2011, http://www.foxbusiness.com/personal- attainments;' Social Science Research 37(2):485-499 (June 2008).
finance/2011/05/18/retirement-working-longer-plan- 79. Brian A. Jacob, "Where the boys aren't: non-cognitive skills,
wheres-plan-b/ttixzz29Z8SAQ00. returns to school and the gender gap in higher education,"
68. Nick Cronin, "Labor Efficiency: The Next Great Internet Economics of Education Review 21(6):589-598 (December 2002).
Disruption;' TechCrunch, 4 February 2012, http://techcrunch. 80. "Female power; Women in the workforce," The Economist
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disruption/. www.economist.com/node/15174418.
69. "In the Next Society, the biggest challenge for the large 81. US Department of Labor Bureau of Labor Statistics, "Women
company-especially the multinational-may be its social in the Labor Force: A Databook (2010 Edition), December
legitimacy: its values, its mission, its vision. Increasingly, 2010, http://www.b1s.gov/cps/wlf-databook2010.htm.
in the Next Society's corporation, top management will, in
fact, be the company. Everything else can be outsourced:'
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82. It should be noted that males and females typically occupy
different types of management roles. For example, accord-
ing to the US Bureau of Labor Statistics, women are far
more likely than men to be managers in human resources,
medicine and health services, community and social
services, event planning, and education�whereas men
are far more likely than women to be managers in opera-
tions, industrial production, construction and engineering,
financial analysis, and networks and computing systems
administration.
83. "Female Fortune 500 CEOs At Record High,"Huffing-
ton Post, 26 October 2011, http://www.huffingtonpost.
com/2011/10/26/female-fortune-500-ceos_n_1034081.html .
84. Claire Cain Miller, "Search and Replace," New York Times,
23 August 2012 [page B1]; also online as "In Google's In-
ner Circle, a Falling Number of Women," 22 August 2012,
at http://www.nytimes.com/2012/08/23/technology/
in-googles-inner-circle-a-falling-number-of-women.
html?pagewanted-----all.
85. Jacob Rascon, "Jobs Report: Men win big, take traditionally
female jobs,"KFOX14 News (online), 3 January 2012, http://
www.kfoxtv.com/news/news/men-take-most-jobs-includ-
ing-traditional-women-job/nGDn9/.
86. Jennifer Turano,"Two Workers, Wearing One Hat:' New York
Times, 4 October 2009 [page BU8]; also online 3 October 2009
at http://www.nytimes.com/2009/10/04/jobs/04pre.html.
87. Time Warner Career Development, "Breakthrough Leader-
ship Program:' http://www.timewarner.com/careers/work-
ing-with-us/career-development/.
88. VOLVO Group Sustainability Report 2010,"Women on the
Board:' http://reports.volvogroup.com/en/SocialResponsi-
bility/Diversity.html.
89. Leslie Kwoh,"Reverse Mentoring Cracks Workplace," Wall
Street Journal (online), 28 November 2011, http://online.wsj.
com/article/SB100014240529702037648045770600514610
94004.html.
90. Ibid.
91. Cynthia L. Ogden, PhD; Margaret D. Carroll, MSPH; Lester R.
Curtin, PhD; Molly M. Lamb, PhD; and Katherine M. Flegal,
PhD, "Prevalence of High Body Mass Index in US Children
and Adolescents, 2007-2008,"JAMA 303(3):242-249 (20
January 2010), http://jama.jamanetwork.com/article.
aspx?articleid=185233.
92. Centers for Disease Control and Prevention, "Childhood
Obesity Facts:' 7 June 2012, http://www.cdc.gov/healthyy-
outh/obesity/facts.htm.
93. R. Unger, L. Kreeger, and K. Christoffel,"Childhood obesity:
Medical and familial correlates and age of onset," Clinical
Pediatrics 29(7):368-373 (July 1990).
94. Centers for Disease Control and Prevention, "Attention-
Deficit/Hyperactivity Disorder (ADHD)�Data and Statistics,"
12 December 2011, http://www.cdc.gov/ncbddd/adhd/
data.html.
95. Bridget M. Kuehn,"Increased Risk of ADHD Associated With Early
Exposure to Pesticides, PCBsrJAMA 304(1):27-28 (7 July 2010).
96. Brett Reisman Greenberg, "How to recognize depressive
disorders in children and adolescents:' JAAPA: Journal of the
American Academy of Physician Assistants 22(3):38-42 (March
2009); available online at http://media.haymarketmedia.
com/documents/2/depressive0309sans_1355.pdf.
97. Uma Rao, Constance Hammen, and Shannon Daley,"Con-
tinuity, of depression during the transition to adulthood:
a 5-year longitudinal study of young women," Journal of
the American Academy of Child and Adolescent Psychiatry
38(7):908-15 (July 1999).
98. Gordon Harper, Andrea Marks, and W. Michael Nelson III,
"Teen depression: Overlooked and undertreated,"Patient
Care 36(12):37 (October 2002).
99. Andrew Jacobs, "The Adderall Advantage," New
York Times (online), 31 July 2005, http://www.ny-
times.com/2005/07/31/education/edlife/jacobs31.
html?pagewanted=a11.
100. Lauren Carroll, "Conduct policy changes reflect drug abuser
The Chronicle - The Independent Daily at Duke University, 6
September 2011, http://www.dukechronicle.com/article/
conduct-policy-changes-reflect-drug-abuse.
101 Margaret Talbot, "Brain Gain: The underground
world of'neuroenhancing'drugsr The New York-
er, 27 April 2009, http://www.newyorker.com/
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102. Molly Young,"Kickstart My Heart: Adderall Days:' n+1 (on-
line magazine), 23 January 2008, http://nplusonemag.com/
kickstart-my-heart.
103. Stephanie Armour, "Workplaces quit quietly ignoring
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usatoday30.usatoday.com/money/workplace/2006-08-21-
depressed-usat_x.htm?csp=3.
104. "Johnson & Johnson Merges Health, Wellness, and Safety
and Likes the ResultsrMental Health Works (online publica-
tion of the American Psychiatric Association and the Ameri-
can Psychiatric Foundation), 2005, http://www.workplace-
mentalhealth.org/mhwistqtr2005.
105. "From Incentives to Penalties: How Far Should Employers
Go to Reduce Workplace Obesity?"Knowledge@Wharton,
9 January 2008, http://knowledge.wharton.upenn.edu/
article.cfm?articleic1=1876.
106. Barbara Sahakian and Sharon Morein-Zamir,"Professor's
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107. Peter A. Rogerson and Daejong Kim, "Population distribu-
tion and redistribution of the baby-boom cohort in the
United States: Recent trends and implications:' PNAS: Pro-
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15324 (25 October 2005); also available online at http://
www.pnas.org/content/102/43/15319.1ong.
108. National Alliance for Caregiving in collaboration with AARP,
"Caregiving in the US, 20097 http://www.caregiving.org/
data/Caregiving_in_the_US_2009_full_report.pdf.
109. US Department of Health & Human Services Administration
on Aging,"Projected Future Growth of the Older Popula-
tion," 23 June 2006, http://www.aoa.gov/aoaroot/aging_
statistics/future_growthffuture_growth.aspx.
110. Ibid.
56
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111. Lisa Belkin,"When Mom and Dad Share It All," New
York Times (online), 15 June 2008, http://www.ny-
times.com/2008/06/15/magazine/15parenting-t.
html?pagewanted=a11.
112. This difference reflects women's greater likelihood of work-
ing part time, but even among full time workers (i.e., >35
hours per week), men worked slightly longer than wom-
en-8.3 hours compared to 7.8 hours. (Source: US Depart-
ment of Labor Bureau of Labor Statistics, "American Time
Use Survey Summary 2011 Results," 22 June 2012, http://
www.b1s.govinews.release/atus.nr0.htm; referenced values
are reflected in "Table 4. Employed persons working and
time spent working on days worked by full- and part-time
status and sex, jobholding status, educational attainment,
and day of week, 2011 annual averages," http://www.b1s.
govinewsselease/atus.t04.htm.)
113. National Alliance for Caregiving and Center for Productive
Aging, Towson University, "Corporate Eldercare Programs:
Their Impact, Effectiveness, and the Implications for Em-
ployers," February 2008, http://www.caregiving.org/data/
LifeCare_Study_2008.pdf.
114. Ken West, "How baby boomers juggle caring for kids and
aging parents," St. Louis Post-Dispatch (online), 17 February
2011, http://www.stItoday.com/lifestyles/health-med-fit/
golden-age/how-baby-boomers-juggle-caring-for-kids-
and-aging-parents/article_c2b07338-2686-5e43-bbl 8-
d3e11a7ea121.htnnl.
115. Dan Schwabel,"The Beginning of the End of the 9-to-5
Workday?" Time:Moneyland, 21 December 2011, http://mon-
eyland.time.com/2011/12/21/the-beginning-of-the-end-of-
the-9-to-5-workday/.
116. Families and Work Institute,"Maryella Gockel, Flexibility
Strategy Leader�Ernst &Young LLP,"http://www.fami-
liesandwork.org/site/events/wIla/site/honorees/2008bios/
gockel.html.
117. Schwabel,"Beginning of the End of the 9-to-5 Workday?"
118. Bill McGuire, "Public College Costs Surge 8.3-percent,"ABC
News (online), 26 October 2011, http://abcnews.go.com/
blogs/business/2011/10/public-college-costs-surge-
8-3-percent/.
119. Federal Advisory Committee on Student Financial Assis-
tance (ACSFA), "The Rising Price of Inequality: How Inad-
equate Grant Aid Limits College Access and Persistence,"
ACSFA�Washington DC, June 2010, http://chronicle.com/
items/biz/pdf/acsfa_rpi.pdf.
120. Mary Pilon,"Student-Loan Debt Surpasses Credit Cards;'
Wall Street Journal Real Time Economics (blog), 9 August
2010, http://blogs.wsj.com/economics/2010/08/09/student-
loan-debt-surpasses-credit-cards/.
121. Jenna Johnson, "One trillion dollars: Student loan debt
builds toward yet another record," Washington Post Campus
Overload (blog), 19 October 2011, http://www.washing-
tonpost.com/blogs/campus-overload/post/one-trillion-
dollars-student-loan-debt-builds-toward-yet-another-
record/2011/10/19/gIQAbUoJyL_blog.html.
122. This estimate assumes the Stafford Federal Loan fixed inter-
est rate of 6.8%, no fees, and a loan term of 10 years.
123. US Department of Labor Bureau of Labor Statistics,"Employ-
ment and Unemployment among Youth Summary721 Au-
gust 2012, http://www.b1s.govinews.release/youth.nr0.htm.
124. Heidi Shierholz, Natalie Sabadish, and Hilary Wething, "The
Class of 2012: Labor market for young graduates remains
grim," Economic Policy Institute, 3 May 2012, http://www.
epi.org/publication/bp340-labor-market-young-graduates/.
125. Peter J. Reilly, "Student Loan Problems - Help to Avoid De-
fault;' Forbes (online), 27 October 2011, http://www.forbes.
com/sites/peterjreilly/2011/10/27/student-loan-problems-
help-to-avoid-default/.
126. Tamar Lewin, "Student Loan Default Rates Rise Sharply
In Past Year," New York Times, 13 September 2011 [page
A14]; published online 12 September 2011 at http://www.
nytimes.com/2011/09/13/education/13loans.html.
127. Walter Hamilton, "Student debt pushing more people
toward bankruptcy, lawyers say," Los Angeles Times (online),
7 February 2012, http://articles.latimes.com/2012/feb/07/
business/la-fi-student-loan-bankruptcy-20120208.
128. Claudio Sanchez, "How Has Student Loan Debt Shaped Your
Life?" NPR's Talk of the Nation, 31 October 2011, http://www.
npr.org/2011/10/31/141870267/how-has-student-loan-
debt-shaped-your-life.
129. Cryer,"Recruiting and Retaining: The Next Generation of
Nonprofit Sector Leadership!'
130. Non-base pay components of compensation could include
financial benefits for single parents, wellness and transpor-
tation reimbursements, and alternative work arrangements
(e.g., option to telecommute to work on a flexible schedule
to reduce costs of child care and commuting).
131. Vijay Govindarajan and Julie B. Lang, "Southwest Airlines
Corporation,"Tuck School of Business at Dartmouth William
F. Achtmeyer Center for Global Leadership, 2002, http://
mba.tuck.dartmouth.edu/pages/faculty/chris.trimble/osi/
downloads/20012_SouthwestCase.pdf.
132. National Institutes of Health Office of Intramural Training
& Education Undergraduate Scholarship Program, 17 April
2012, https://www.training.nih.gov/programs/ugsp.
133. Existing loan forgiveness programs fall into four categories:
1) programs designed to improve recruitment of federal
employees; 2) programs designed to increase recruitment
and retention of certain classes of workers serving target
populations (e.g., children in low-income families); 3)
programs designed to encourage graduates of specific uni-
versities to pursue public service careers; and 4) volunteer-
service based programs.
134.
(b)(3)
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4 .;
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