The mobility generational gap

Younger workers are pushing many enterprises to embrace mobility solutions. These younger workers are often referred to as Gen-Y. However, since there is no precise definition for the Gen-Y cohort, I simply use the term “younger workers” in this post. Younger workers prefer instant/text messaging instead of e-mail, and they frequently use social networking services like Facebook, MySpace, and Friendster. They often prefer to use personal, consumer-oriented, devices (both laptops and handhelds) in the work environment and they adapt quickly to new technology.

In contrast, enterprises often describe how their older workers are sometimes slow to accept mobility solutions and how they rely almost entirely upon voice communications and e-mail. These workers often don’t see the benefit of instant messaging, and social networking. Interestingly, older workers are often in positions of authority that control staffing and budget, and they can therefore greatly influence mobility policy.

These different points of view between younger and older workers have created a mobility generational gap. Older workers sometimes see younger workers as being “spoiled” or “entitled”. Conversely, younger workers sometimes see older workers as a barrier to progress.

Enterprises should recognize the fact that a mobility generational gap can exist even between groups of younger workers, where there is as little as 5 years difference in age. This is because the Internet, mobile cellular services, mobile devices, social networking, wireless technology, and online usage norms, have evolved rapidly over the last 5 – 10 years. This can lead to a situation where some workers become “mobility laggards” while an advanced group of workers become “mobility leaders”.

It is not surprising that younger workers are more likely to take advantage of mobile services since they grew up in a world of pervasive mobile communication. However, it is interesting to see the degree to which age-based differences in mobility usage, proficiency, and expectations can create problems within the enterprise. In my discussions with enterprises I sense frustration and even shielded animosity that some employees have toward their co-workers.

Two distinct groups characterize the mobility generational gap. One group is comfortable with mobile technology, and uses that technology to integrate work and professional lives. The other group is less comfortable with the technology and tends to compartmentalize work and professional lives. As more mobile-savvy younger workers enter the workforce, the mobility generational gap will widen. As it widens, both groups may become more disconnected and distrusting of each other.

Enterprises should consider the following recommendations:

1. Recognize the extent to which a mobility generational gap exists in their workplace, and then put programs in place, such as mobility training, to help employees become proficient with mobile technology and services.
2. Re-think device use policies and take into consideration the expectations of younger workers for ubiquitous information access, collaboration services, and personal device usage within the enterprise.
3. Learn to manage and secure sensitive data on personal, consumer-oriented, devices. Carefully evaluate risk tolerance for each consumer device under consideration.