Generation myth report

MythMyth

The Generation Gap Market Research

Authors & Project Team:

Victoria Carbone

Silvia Azmitia

Jason Dunstone

Data collected:

March 2009

Square Holes in partnership with

Australian Institute of Management SA

Victoria Carbone has a background in anthropology and has directed ethnographic research

for a number of key clients. During her time at Square Holes she

has gained much experience in data analysis and report writing.

She has written reports for the following clients BreastScreen SA,

Department of Health, Fantastic Snacks, Adam Internet, Alfred

James, Business SA, Central Northern Adelaide Health Service,

Centennial Park, Chemplus, Hamilton Labs, Magic Millions, Rugby

7s and WorkCoverSA. Victoria holds qualifications in Anthropology.

Contribution to Generation Myth: project manager, analysis and co-author.

Silvia Azmitia has held branding and management positions at Red Bull and Grey Interactive

in South America. She joined Square Holes with extensive

experience in strategic use of research and consumer insight,

project management, guerrilla marketing, niche marketing and

online marketing. Silvia holds a Bachelor of Advertising and Public

Relations, and a Masters in Communications.

Contribution to Generation Myth: account manager and editor.

Jason Dunstone is the Founder and Managing Director of Square Holes. He started his

career in market research at TNS Melbourne in the early 1990s

and has since built an impressive list of corporate and government

clients. His corporate client base has included Telstra, Ford,

Coopers Brewery, SANFL and Hamilton Laboratories. Jason

founded Square Holes in late 2004, bored with traditional research

and with a hunger for change. Square Holes has grown to a

strong research team with a passion for supporting great

branding, advertising and digital. Jason holds qualifications in

Economics and Commerce.

Contribution to Generation Myth: project director and strategic input.

Square Holes is a progressive market research agency with a passion for supporting great

branding, advertising and digital. Based on a solid and reliable evidence base and marketing

intelligence [through surveys, focus groups and other approaches] we provide:

‘Illumination’ to inspire and guide

‘Testing’ for confidence and direction

‘Monitoring’ of impact and opportunities

For more information visit our website http://www.squareholes.com

This report is provided for information purposes only. Except to the extent permitted by law, no part of this report may be reproduced, published, adapted, distributed, stored in a retrieval system, transmitted or communicated for any commercial purpose [including education or training] without the prior written approval of Square Holes Pty Ltd. Any reference to the research findings contained in this report should state 'Source: report on Generation Myth Study [2009] by Squares Holes Pty Ltd and Australian Institute of Management SA' [Report].

Overview ............................................................................................. 1

Conclusions ......................................................................................... 3

Focus Group Findings .......................................................................... 9

Perceived ideal team ......................................................................... 11

Strengths of workplace ...................................................................... 12

Weaknesses of workplace .................................................................. 13

Workplace challenges ........................................................................ 14

Working together .............................................................................. 15

Survey Findings ................................................................................ 16

Workplace Segmentations ..................................................................... 17

Segment 1: Dynamo [18%] ............................................................... 18

Segment 2: Gimme [21%] ................................................................ 19

Segment 3: Plodders [21%] .............................................................. 20

Segment 4: Made it [40%] ................................................................ 21

Job Satisfaction .................................................................................... 22

Overall Job Satisfaction ..................................................................... 22

Likelihood of working for same employer ............................................ 23

Job security ...................................................................................... 24

Likelihood of finding another similar job ............................................. 25

Immediate Team .................................................................................. 26

Profile of direct manager ................................................................... 26

Work well with direct manager .......................................................... 27

Profile of team .................................................................................. 28

Work well with team ......................................................................... 29

Person you work ‘best with’ ............................................................... 30

Profile of person you work ‘best with’ ................................................. 31

Person you do not work so well with .................................................. 32

Profile of person you do not work so well with .................................... 33

Age of team ..................................................................................... 34

Important Workplace Aspects ................................................................ 35

Employer offerings ................................................................................ 36

Training and Development .................................................................... 38

Responsibility and Challenge ................................................................. 40

Employer Image ................................................................................... 42

Work-Life Balance ................................................................................. 44

Management ........................................................................................ 46

Work Environment ................................................................................ 48

Uniqueness .......................................................................................... 50

Working in South Australia .................................................................... 51

Working outside South Australia ........................................................ 52

Employee Profile ............................................................................... 53

Business Profile ................................................................................ 57

Appendices ....................................................................................... 59

Methodology ........................................................................................ 71

Questionnaire ....................................................................................... 74

1

Copyright 2009 Australia. Square Holes Pty Ltd and Australian Institute of Management SA

Overview

In the second half of 2007, Square Holes worked with the Australian

Institute of Management of South Australia and SA Great to conduct

research into the attitudes and needs of younger workers [aged under

40]. The workplace retention research project commenced with a series

of targeted focus groups, to allow some initial brainstorming of the topic

amongst young people employed in professional services, science and

technology and trades. The second stage of the project was an internet

survey of 800 South Australian employees aged under 40. This included

181 expatriate South Australians currently working interstate or overseas.

The survey was open to all levels of an organisation, ranging from

administration to upper management. It attracted open and honest

feedback from a wide selection of young people.

AIM SA, SA Great and Square Holes were thrilled with the response the

survey generated, and are appreciative of the enthusiastic support. Those

involved in the research were invited to attend a cocktail function on the

15th of October 2007 to hear the preliminary findings first hand and to

offer additional feedback. The results of the survey were presented at a

business luncheon on the 31st of October 2007 at the Hyatt Regency

Ballroom in Adelaide.

Building on the success of the 2007 study, AIM SA and Square Holes

explored broader issues in relation to the needs of differing groups of

workers. The particular relevance of this study is the ageing workforce.

This report presents the findings of this second project.

Other issues include …

1. Issues surrounding older workers and their impact on the workforce

2. Considering the issues from the perspectives of both the employer

[organisation] and employee [individuals]

3. Investigating some of the impediments [both perceived and real] to the

employment of older workers

4. Investigating the attitudes of individuals with regard to older workers in the

workforce

2


Three focus groups were conducted among members of AIM SA during

October 2008. The group composition was as follows...

1. 20-39 year olds

2. 40-55 year olds

3. 56+ year olds

An online survey was conducted from the 19th of February to the 5th of

March 2009 using the AIM database to administer an insightful study of

workplace culture.

In this study the approach of cluster analysis was employed to define four

unique groups of employees and managers [i.e. identical people within,

yet unique between the groups, how their attitudes, behaviours and

needs differ.]

This allows for a clear analysis of the types of employees, their needs and

their differences particularly amongst older and younger employees.

Questions explored the barriers in employing older staff and clear

directions for dealing with an ageing workforce.

“This research will look to expand on this previous work and provide South Australian managers

and leaders with relevant and important information on issues surrounding South Australia's

ageing workforce.”

Quantitative Sample Overview

Sample achieved 1053

Sample error +/- 3%

Questionnaire length 15 minutes

Collection Dates 15th Feb – 5th May 2009

3


Conclusions A reflection on the 2007 Gen X & Y research

Without question the biggest challenge facing employers is how to attract

and retain good staff. While some research has been previously

conducted, much of this lacks strategic focus on deep insight and valuable

actionable directions for employers. The 2007 research conducted by

Square Holes in collaboration with SA Great and the Australian Institute of

Management SA had a focus on Generation X and Y employees aged

under 40. A copy of the report can be downloaded from...

http://www.aimsa.com.au

Issues explored included aspects which are desired and demanded from

employers. Correlation and other analysis was conducted to reveal the

key drivers to attracting and retaining good staff. Five key messages for

employers emerged, and are listed to the left.

A great deal of interest was attracted from the research. With this some

discussion and curiosity surfaced as to the attitudes of employees beyond

the aged of 40. From this, Square Holes and the AIM [SA] are again

collaborating to delve deeper into the attitudes, needs and desires of

workers to provide insights and directions for employers.

Key findings... 1. Management culture is the area of greatest weakness yet it has the

strongest impact on overall job satisfaction and retention.

2. Younger South Australian employees and expatriate South Australians working elsewhere believe that management needs to take a long hard look at themselves and take more responsibility in attracting and retain the best.

3. Employees are prepared to wait for financial and other rewards of success, yet are highly confident and will leave employers unwilling to nurture and provide future opportunity for advancement and more responsibility.

4. Adequate investment in retaining quality younger employees is important. It's not just a job or about the money. With job satisfaction not directly linked with loyalty, the strategic focus should be on minimising the churn.

5. Strategic focus on the employer's company image is important. While this did not emerge as one of the top areas impacting job satisfaction, it did have the second largest impact on staff loyalty.

4


So, now for the 2009 research

The approach adopted in 2009 was identical to that of the 2007 study. A

series of focus groups [3] were conducted in October 2008 followed with,

the core of the study, an online survey of 1,053 South Australian workers

in February 2009.

Three focus groups were moderated by Jason Dunstone comprising of 20-

39 year olds; 40-55 year olds; and 56+ year olds.

It was interesting to note some clear differences between the groups. Of

particular note was the view that a successful workplace was more about

psychographics than demographics. The older two groups strongly

emphasised this point. They typically disputed the idea that differing age

groups may have issues working together.

From this key insight, emerged the challenge of how employers can build

a positive culture and attract and retain people with complimentary

psychographics.

As outlined in the body of the full report, Square Holes has explored

details of the attitudes of workers and how employers can develop an

attractive workplace. An analysis of how differing age groups compare,

including the needs of older 60+ year old employees is featured within

the report.

Also revealed as part of this research are four unique segments of

employees. While there are an overarching set of expectations of all

workers, including trust, respect and communication, the four segments

revealed [via the statistical technique cluster analysis] are as follows:

DYNAMO

[18%]

GIMME

[21%]

MADE IT

[40%]

PLODDERS

[21%]

A summary of the segments follow and are detailed in the body of the full

report, in short the segments are as follows:

1. Dynamo: The happiest, most loyal and secure employees. They are typically females

who want success in their careers and work well with management.

2. Gimme: Expect to be provided with all the perks, yet, they are the least loyal and are

least likely to work well with direct management.

3. Plodders: They have been employed for as long as ‘made it’ employees but have not

achieved the same successes.

4. Made it: Typically comprise employees which have found success and contentment in

their careers. They are less superficial and are less likely to want company perks.

5


What makes a good work place?

It is interesting to reflect on the key factors of importance for workers.

Strong management was a unanimous demand of all employees

irrespective of age. This is consistent with the 2007 research.

Of the 95 factors tested, the top 5 across age and segments which are

important in attracting and retaining employees include:

1. Trust and respect in your abilities

2. Respectful management

3. Trustworthy management

4. Strong communications skills

5. Management has reasonable standards for output and workload

On the opposite end of the scale, the least important across age and

segments were as follows:

91. No fixed office / mobile office

92. Gift vouchers

93. Gym membership

94. Working outside

95. Equity or shares in the business [now, not in the future]

Also interesting, 64 of the 95 factors were viewed as important amongst

the majority in each of the four segments. Major differences emerged

primarily amongst the 20 factors noted below.

Dynamo Gimme Plodders Made it Paid paternity leave 92% 94% 10% 32%

Paid maternity leave 96% 95% 15% 41% Workplace has a child care centre or minding service 48% 75% 9% 14%

Car allowance 27% 85% 56% 33%

Events for staff and families 76% 83% 63% 28%

Relaxation areas 81% 79% 78% 29%

Vehicle lease paid by employer 18% 70% 43% 34%

An active social club 61% 70% 51% 18% Ability to purchase equity of shares in the business in the future 16% 66% 45% 17%

Offers break-away or creative areas for staff 87% 88% 80% 38%

Visible and well known employer amongst most Australians 73% 85% 86% 37%

Medical insurance paid 23% 72% 56% 23%

Company paid credit card 17% 66% 49% 23%

A partitioned area 60% 76% 62% 29%

Discount programs 34% 62% 49% 15%

Equity or shares in the business now 19% 57% 38% 15% Marketing and advertising that appeals to them 62% 79% 79% 36%

Relocation allowance 54% 80% 57% 38%

Reimbursement expense account 57% 91% 79% 51% Payment for overtime and additional hours worked 75% 83% 57% 44%

6


Satisfaction, loyalty and security

It is interesting that job satisfaction does not equate to job loyalty, this is

consistent with the 2007 research. Nine in ten of the employees surveyed

indicated that they were happy with their job, while around two in three

indicated job loyalty [likely to be with same employer in three years].

While the level of satisfaction and loyalty is generally consistent across

the age and segment groups there are some notable differences. This

includes a larger proportion of employees aged 60+ being happy and

smaller proportion loyal this may be influenced by their plans to retire.

The most loyal age group are those 40-59 years old; whilst ‘Gimme’

employees are the least loyal of the four segments.

Also notable is the high level of job security across the age and segment

groups, particularly given that the survey was conducted in early 2009 at

a time of much economic pessimism in the media. The majority still

considered their job security was high, slightly lower within the 60+ age

group.

Most also believed that they would be likely to find a similar job if they

were to lose their current job. While there was a general consistency

across the four segments, there were differences observed within age

groups. Perhaps not surprisingly, employees under 40 were more

optimistic than those aged 60+.

Happy Loyal * Secure in

current job

Likely to

find similar

job

Total 87% 64% 89% 80%

Age groups

Under 40 86% 57% 92% 84%

40-59 88% 69% 90% 75%

60+ 96% 52% 80% 64%

Segments

‘Dynamo’ 92% 66% 91% 83%

‘Gimme’ 83% 56% 88% 78%

‘Plodders’ 87% 67% 87% 82%

‘Made it’ 88% 66% 90% 77%

*Loyal = likely to be with same employer in three years

One in twenty employees are extremely

happy & extremely likely to be with their

employer in 3 years time

The percentage of employees who are extremely happy and extremely

likely to be with their employers in 3 years time was similar across age

[<40 7%; 40-59 10%; 60+ 8%] and the four segments, although the

Made it was slightly higher [Dynamo 7%; Gimme 7%; Plodders 7%; Made

it 11%].

7


The team

Direct managers are typically males aged 40-59. Most admit to working

well with their direct managers [91%], with this level highest amongst the

Dynamo segment [93%] and lowest amongst the ‘Gimme’ employees

[87%]. Half [45%] do not work so well with management.

Perhaps at least partially related, males aged 40-59 are those that others

work worst with. They are likely to be managers with conflicting work

ethic, poor communication skills and moody / argumentative dispositions.

There is an almost universal view that people work well within their teams

[98%]. These teams represent a mix of ages; although members aged

60+ were rare [6%]. Age was reported to have little influence on who

they worked best with. Most importantly, a similar work ethic was the

main factor.

Demographics of...

Under 40 40-59 60+ Female Male

Person work best with 51% 47% 2% 48% 52%

Person work worst with 42% 53% 5% 40% 60%

Direct Manager 23% 72% 6% 29% 71%

Team 47% 46% 6% 49% 51%

Person work ‘best with’:

25%

19%

14%

11%

Similar work ethic

Similar age

6% Mutual respect

Similar interests/personality

Communication skills

Person work ‘worst with’:

16%

12%

12%

10%

Conflicting work ethic

Age

3%

Different

personalities’

Poor communicator

Moody / argumentative

8%

7%

Not a team player

Rude / arrogant

When asked to describe their current and ideal team member age, the

current team age ranged from 27-53, with the ideal age ranging from 25-

48. The ideal manager was believed to be aged 34-51. This was generally

consistent across all age groups.

8


What are the key messages for SA employers?

1. Not all employees are the same, yet it’s not about age

The generation gap does not exist in the workplace as far as this research is concerned. Many respondents were even angry at an insinuation of an age difference. There are four unique

segments of employees, yet age and other demographics are of little, if any, relevance. While the four segments revealed are very interesting in terms of unique psychographics and

attitudes, they are compiled of people with diverse demographics. Similar work ethics are at the core of a strong workplace.

2. Management should stop shifting the blame

The 2007 research concluded that “management needs to take a long hard look at themselves” and that “attempting to shift the blame is viewed as unacceptable”. A consistent

response emerged in 2009. While other factors may come in to play, the single biggest reason for staff departures from an employer was poor management. Universally across all

segments, a respectful and trustworthy management were demanded in addition to a reasonable standard of output and workload.

3. Communication with staff is a weakness

Only second to strong management was the need for good staff communication. This was viewed as essential across all employees, yet typically a weakness across the research. Even

the happy and loyal staff often viewed communication with staff as a weakness. At times they were not kept informed of what was occurring and other times considered the lack of

communication linked to disrespect.

4. Job satisfaction does not equal loyalty

Even the happiest staff are not necessarily loyal. There is little difference between age groups and segments of employees with regard to loyalty. While 87% of employees are happy,

64% are likely to be with the same employer in three years. Consistent with the 2007 research amongst Gen X and Y staff, the 2009 research of all employees revealed only around 5-

10% of employees as extremely happy and extremely likely to be with the same employer in three years. In saying this, it does appear that staff aged 40-59 are slightly more loyal. Staff

aged 60+ appear to be the least loyal, although this could at least partly be attributed to a lower level of perceived job security and retirement plans.

5. Older staff are not that different Staff aged 60+ appear to be the least loyal, although this could at least partly be attributed to a lower level of perceived job security. Most have an enthusiastic attitude to work and are

not dissimilar to younger employees. They are often seeking professional development and challenges as are other employees. For many, they now have an invigorated relationship to

work and may be seeking a second, third or subsequent career change. There is generally an eagerness to work within a team of differing ages. They prefer managers aged 38-60.

9


Focus Group Findings

10


On Tuesday, 14th of October 2008 members of AIM, including employers

and employees discussed their work environments, team strengths and

weaknesses, the correlations between psychographics and generations

and the challenges of people in each age group [from Generation Ys to

Baby Boomers] in three focus groups.

The three groups consisted of:

1. 20-39 year olds

2. 40-55 year olds

3. 56+ year olds

Clear differences were observed between the three groups.

Of particular note was the view that psychographics rather than

demographics were consistently viewed as the key to a successful

workplace.

In the later two groups [40-55; 56+] there was a degree of disbelief and

even anger that people of differing age groups may have issues working

together.

The challenge from the initial focus group discussions is how to build a

positive culture and attract and retain people with appropriate

psychographics …. But, how do employers achieve this?

11


Perceived ideal team

The overriding image of an ideal team is one that is fun, organised and has a mix of skills. Listed below are other aspects that are perceived to make

up an ideal team.

Under 40 yrs:

People on the same wave length

Not regimented

More freedom

Ongoing training

Willingness to look outside the square

Diverse

Innovative

Safe place for discussion

40-55 yrs:

Equal contribution by all people

Willing to learn new things

Multi-skilled

Right attitude

‘The Right Fit’

Willingness to work as a team

Maturity of employees

Interested in company

56+ yrs:

Mix of skills

Right attitude and aptitude

Passionate

Organised

Respectful

Committed

Team fit

Different people with different traits

‘Different people with different traits;

Dreamers, implementers, drivers, leaders and strategists.’

[56+ years]

12


Strengths of workplace

Following on were discussions regarding the strengths of their workplaces. Most employees and employers said their teams were sociable, supportive,

and worked well together. Other strengths are listed below.

Under 40 yrs:

Communicate across all levels

Have individual goals

Work as a team

Sociable amongst each other

Respond well to crisis

40-55 yrs:

Communicate well

Care about their work

Focused

Problem solving skills

Sense of team

56+ yrs:

Attitude

Challenging

Reward effort and achievement

Leadership skills

Moral values

‘We communicate well,

Every day there is corridor chit chat and laughing.’

[40-55yrs]

13


Weaknesses of workplace

Although all three groups listed communication as a strength, all groups unanimously decided that communication was the main weakness of their

workplace; some said the increased use of emails and lack of verbal contact added to this problem. Furthermore, communication between layers of

management is a problem. Other weaknesses are listed below.

Under 40s:

Do not realise people’s skills

Individuals do too much

Lack of team work

Independent problem solving

Don’t act like a team

40-55 yrs:

Don’t explain expectations

Projects not coordinated well

Lack of confidence

Lack of support

Wide gap of experience

56+ yrs:

Too autocratic

Fear of making mistakes

Lack of opportunities

Lack of responsibility

Promptness of dealing with issues

‘The lack of communication. No one talks, they send emails.’

[40-55yrs]

14


Workplace challenges

Overall, most agreed that psychographics such as one’s life stage had a stronger influence than age in determining workplace relations. For example,

many said that having a child was a unifying factor amongst workers. This was regardless of age, as parents varied widely in age.

Each focus group agreed that there were difficulties associated with each age group, broadly speaking. Some believed that younger employees are

more adaptable than older ones; whilst older employees are less transient and more loyal than younger ones. The perceived difficulties of each

age are listed below.

20-29 yrs:

Retention

High expectations

Attitude – They want it all now

Timeliness

Impatient

Unprepared

More vocal about their needs

Given too many opportunities

Haven’t seen a recession

30-39 yrs:

Starting a family-maternity leave

Trying to gain work-life balance

More inclined to vocalise

Considering changing career paths

40-49yrs:

Threatened by 30 year olds

Autocratic style

Considering changing career paths

50-59 yrs:

Fearful of change/settled

Considering their unfulfilled dreams

Mid-life crisis stage

Not good at asking for help

More inclined to take risks

60+:

Inability to use new technologies

Seat warmers

Waiting for retirement

Physically limited

15


Working together

Employees and employers were asked whether they believe people of all ages can work together and whether they can manage each other. The overriding

message that came through was that maturity, skills and one’s life stage were better determining factors than age in regards to whether this can be

achieved.

However, going by age, the younger focus group [under 40yrs] believed some teams would struggle to work together when there is an age gap exceeding

20 years. Similarly, a 20 year old would struggle to manage someone in their 50s or 60s.

The middle aged focus group [40-55 yrs] believed that people across all ages can work together. Their only hesitation was 20 year olds working with 60

years old. Furthermore, they believed that people across all age groups can manage each other.

The third focus group [56yr +] agreed with previous groups that people of all ages can work together, manage and be managed by others. However, they

also agreed with the younger focus group [under 40yrs], that a 20 year old would struggle to manage someone in their 50s or 60s, and vice versa.

16


Survey Findings

17


Workplace Segmentations

Overview

Within workplaces, different segments of employees exist. From this research, we have identified four main segments. The subsequent pages will further

define these segments by the top 5 issues that are of extreme importance to them. It is important to note that trust, respect and communication are

paramount to all segments. These aspects tie all segments together. The squares below illustrate the size of each segment.

DYNAMO

[18%]

GIMME

[21%]

MADE IT

[40%]

PLODDERS

[21%]

18


Segment 1: Dynamos [18%]

The ‘Dynamo’ segment comprises the happiest, most loyal and most

secure employees. They are typically females, under 40 years old, who

want success in their careers and work well with management. In

addition, this segment are the least likely to have worked outside South

Australia.

The ‘Dynamo’ segment finds the following issues of extreme importance:



3. Trust and respect in their abilities

4. Strong communication skills

5. Forward thinking and innovative management

Demographics

Under 40 65%

40-59 35%

60+ 0%

Male 44%

Female 56%

19


Segment 2: Gimmes [21%]

The ‘Gimme’ segment typically comprise of employees who want to be

provided with all the perks, such as expense accounts and car allowances.

Yet, they are the least loyal and are least likely to work well with direct

management. The majority of the ‘Gimme’ segment comprise of male

employees, under 40 years old, working in middle management roles.

The ‘Gimme’ segment finds the following issues of extreme importance:

1. Trust and respect in their abilities


3. Career development opportunities

4. Education and training

5. Places its employees needs as essential to business

success

Demographics

Under 40 65%

40-59 34%

60+ 1%

Male 67%

Female 33%

20


Segment 3: Plodders [21%]

The ‘Plodder’ segment typically comprise of male employees, over the age

of 40. They generally have families and work in first or middle

management roles. Importantly, they have been employed for as long as

‘made it’ employees but have not achieved the same successes.

The ‘Plodders’ segment finds the following issues of extreme importance:

1. Trust and respect in abilities



4. Management style that employees respect

5. A well respected and intelligent management

Demographics

Under 40 37%

40-59 55%

60+ 8%

Male 73%

Female 27%

21


Segment 4: Made its [40%]

The ‘Made it’ segment typically comprise of employees who have found

success and contentment in their careers. They are less superficial and

are less likely to want company perks or require their employer to have a

strong employer image. They work well with their team, yet feel less

confident about finding another similar or suitable job. The majority of

‘Made it’ employees are males in senior management roles.

The ‘Made it’ segment finds the following issues of extreme importance:

1. Trust and respect in abilities



4. Management with strong communication skills

5. Career development opportunities

Demographics

Under 40 44%

40-59 54%

60+ 3%

Male 72%

Female 28%

22


Job Satisfaction

Overall Job Satisfaction

With all aspects considered, the majority of employees [87%] are happy

in their current job; this includes 17% who are extremely happy.

Key Patterns:

Those aged 60+ are slightly happier with their current job

[96%] than those aged under 40 [86%]

Those in the ‘Dynamo’ segment are slightly happier [92%] than

those in the ‘Gimme’ segment [83%]

How satisfied are you in your current job?

Extremely

happy

Quite

happy

Quite

unhappy

Extremely

unhappy

Total 17% 70% 11% 2%

Age groups

Under 40 17% 69% 12% 2%

40-59 20% 68% 10% 2%

60+ 20% 76% 0% 4%

Segments

‘Dynamo’ 18% 74% 7% 1%

‘Gimme’ 13% 70% 16% 2%

‘Plodders’ 17% 70% 10% 3%

‘Made it’ 20% 68% 11% 2%

Extremely happy employees...

23


Likelihood of working for same employer

The majority of employees [84%] are extremely [46%] or quite likely

[39%] to be working for the same employer next year.

Three quarters of all employees [74%] are extremely [29%] or quite

likely [45%] to be working for the same employer in two years time.

Two thirds of all employees [64%] are extremely [21%] or quite likely

[43%] to be working for the same employer in three years time.

Key Patterns:

Nine in ten employees aged 40 to 59 [89%] are likely to be

working for the same employer next year

Almost half of ‘Gimme’ employees [44%] are unlikely to be

working for the same employer in three years time

Almost half of employees aged 60+ [48%] are unlikely to be

working for the same employer in three years time, this may

be attributable to nearing the age of retirement

Likely to be working for the same employer in...*

One year Two years Three years

Total likelihood

[ext. likely]

84%

[46%]

74%

[29%]

64%

[21%]

Age groups:

Under 40 83%

[43%]

70%

[24%]

57%

[15%]

40-59 89%

[51%]

78%

[36%]

69%

[26%]

60+ 72%

[40%]

68%

[20%]

52%

[12%]

Segments:

‘Dynamo’ 84%

[53%]

80%

[33%]

66%

[25%]

‘Gimme’ 77%

[37%]

66%

[25%]

56%

[19%]

‘Plodders’ 84%

[50%]

72%

[34%]

67%

[18%]

‘Made it’ 86%

[44%]

76%

[27%]

66%

[21%]

*These figures were calculated from the total sample

Extremely loyal employees...

24


Job security

The majority of employees [89%] are feeling extremely [25%] or quite

secure [64%] in their current job.

Key Patterns:

Three in ten employees in the ‘Dynamo’ segment [29%] feel

extremely secure in their current job

More than one quarter of those aged under 40 [28%] feel

likewise

One fifth of those 60+ [20%] feel insecure in their current job

Those who are feeling insecure in their current job [11%] were asked

their reasons. More than half of those who are feeling insecure [57%]

said it was due to the current economic downturn. Others said it was

due to their lack of skills [33%] and/or an unstable employer [27%].

Few [5%] said it was due to their age.

Extremely secure employees...

How secure do you feel in your current job?

Extremely

secure

Quite

secure

Quite

insecure

Extremely

insecure

Total 25% 64% 9% 2%

Age groups

Under 40 28% 64% 7% 2%

40-59 23% 67% 10% 1%

60+ 20% 60% 12% 8%

Segments

‘Dynamo’ 29% 62% 8% 1%

‘Gimme’ 24% 64% 8% 4%

‘Plodders’ 22% 65% 10% 3%

‘Made it’ 25% 65% 9% 1%

25


Likelihood of finding another similar job

The majority of employees are confident that if they were to lose their

current job they would find another similar or suitable job.

A total of 80% said it would be extremely [16%] or quite likely [64%]

that they would find another similar job.

Key Patterns:

A majority of those aged under 40 [85%] said they are likely to

find another similar job

More than one third of those aged 60+ [36%] said they are

unlikely to find another similar job

One quarter of ‘Made it’ employees [23%] said they are unlikely

to find another similar job

Those who said they are unlikely to find another similar job were asked to

provide their reasons. The economic downturn was the most common

reason [44%] amongst all concerned. This was followed by age [43%],

which was main reason amongst 95% of those over the age of 40,

including 64% of those over the age of 50. Lack of skills [14%] was

another reason; this was the reason provided by 57% of those over the

age of 40.

Likelihood of finding another similar job

Extremely

likely

Quite

likely

Quite

unlikely

Extremely

unlikely

Total 16% 64% 18% 3%

Age groups

Under 40 18% 67% 14% 1%

40-59 13% 62% 21% 4%

60+ 12% 52% 28% 8%

Segments

‘Dynamo’ 15% 68% 16% 1%

‘Gimme’ 16% 62% 19% 3%

‘Plodders’ 18% 64% 14% 4%

‘Made it’ 14% 63% 20% 3%

26


Immediate Team

Profile of direct manager

Respondents were asked the approximate age and gender of their direct

managers.

The majority of direct managers [72%] are aged 40 to 59. One quarter

[23%] are aged under 40 years old.

The majority of direct managers [71%] are male.

Demographic of direct manager

Total

Under 40 23%

40-59 72%

60+ 6%

Female 29%

Male 71%

27


Work well with direct manager

The vast majority of employees [91%] said they work extremely [42%] or

quite well [49%] with their direct manager/supervisor.

Key Pattern:

A slightly higher percentage of ‘Dynamo’ employees [93%] than

‘Gimme’ employees [87%] work well with their direct managers

How well do you work with your direct manager?

Extremely

well

Quite

well

Not very

well

Not at all

well

Total 42% 49% 7% 2%

Age groups

Under 40 43% 48% 7% 2%

40-59 44% 48% 7% 1%

60+ 44% 48% 8% 0%

Segments

‘Dynamo’ 44% 49% 6% 1%

‘Gimme’ 39% 48% 11% 3%

‘Plodders’ 44% 47% 7% 3%

‘Made it’ 42% 52% 6% 1%

28


Profile of team

Employees were asked the age and gender of their team. There is an

average of 10 people in a work team, with an average of 6 males and 5

females.

The majority of the team [93%] are under the age of 60; including 46%

aged 40 to 59, and 47% under 40 years old.

Fewer team members [6%] are over 60 years old.

Demographic of team

Total

Under 40 47%

40-59 46%

60+ 6%

Female 49%

Male 51%

29


Work well with team

The vast majority of employees [98%] said they work extremely [48%] or

quite well [50%] with their team.

Key Patterns:

Three fifths of those aged 60+ [60%] work extremely well with

their team

Similarly 53% of ‘Made it’ employees work extremely well with

their team

How well do you work with your immediate team?

Extremely

well

Quite

well

Not very

well

Not at all

well

Total 48% 50% 2% 0%

Age groups

Under 40 46% 52% 2% 0%

40-59 50% 49% 1% 0%

60+ 60% 40% 0% 0%

Segments

‘Dynamo’ 50% 47% 2% 1%

‘Gimme’ 45% 53% 2% 0%

‘Plodders’ 40% 58% 1% 0%

‘Made it’ 53% 45% 1% 0%

30


Person you work ‘best with’

Employees were asked to think of one person in their team that they work best with. Following this, they were asked why they work well with this person.

The vast majority [97%] were able to do so. One in four of those [25%] said they work well with this person because they share a similar work

ethic/approach to their work. These reasons are illustrated below.

25%

19%

14%

11%

Similar work ethic

Similar age

6% Mutual respect

Similar interests/personality

Communication skills

31


Profile of person you work ‘best with’

Subsequently, employees were asked to describe this person in their team

that they work well with.

This person was typically under 40 years old [51%], and first

level/middle management [58%].

Key Pattern:

Those under 40 are likely to work best with a female [55%]

Demographic of person you work ‘best with’

Total Under 40 40-59 60+

Under 40 51% 62% 36% 40%

40-59 47% 37% 61% 56%

60+ 2% 2% 4% 4%

Female 48% 55% 54% 52%

Male 52% 39% 44% 48%

32


Person you do not work so well with

Employees were asked to think of one person in their team that they do not work so well with. Following this, they were then asked why they do not work

well with this person. The majority [92%] were able to do so. These reasons are illustrated below.

16%

12%

12%

10%

Conflicting work ethic

Age

3%

Different

personalities

Poor communicator

Moody / argumentative

8%

7%

Not a team player

Rude / arrogant

33


Profile of person you do not work so well with

Subsequently, employees were asked to describe this person in their team

that they do not work so well with.

This person was typically over the age of 40 [58%], male [60%] and

first level/middle management [45%].

Demographic of person you do not work well with

Total Under 40 40-59 60+

Under 40 42% 46% 39% 29%

40-59 53% 50% 55% 72%

60+ 5% 4% 6% 0%

Female 40% 41% 41% 52%

Male 60% 42% 41% 32%

34


Age of team

Employees were asked the approximate age of the youngest and oldest

people in their team. On average, the youngest person is 27 years old,

whilst the oldest person is 53 years old.

Key Patterns:

The largest age gap was amongst employees over 60; their

teams have an average of 32 years difference

There was consistency amongst the ideal age of employees

amongst all segments

Older employees have older ideal ages for team members and

managers

Subsequently, employees were asked if someone new joins their team,

what would be their ideal minimum and maximum age to best fit in with

the current team.

On average, the ideal youngest age of a new team member would be

25 years old; whilst the ideal maximum age would be 48 years old. On

average, the ideal youngest age of a new manager would be 34 years

old; whilst the ideal maximum age would be 51 years old.

Current and ideal average age of team

Current team: Total Under 40 40-59 60+

Youngest person 27 26 29 31

Oldest person 53 51 55 63

New team member:

Ideal minimum age 25 24 27 30

Ideal maximum age 48 46 50 57

New manager:

Ideal minimum age 34 32 36 38

Ideal maximum age 51 50 53 60

35


Important Workplace Aspects

The following tables* illustrate the importance of aspects relating to:

*It is important to note that the following tables only show key aspects, please refer to Appendices for full tables

Work

environment

Work-life

balance

Management

Salary

package

Employer

image

Responsibility

and challenge

Training and

development

36


Employer offerings

Important aspects of salary package amongst age groups

Employees were asked to rate the level of importance of various aspects

relating to salary package.

The most important aspects amongst employees include:

1. Education and training [97%]

2. Career development opportunities [97%]

3. Flexibility in hours worked [97%]

Key Pattern:

Payment for overtime and additional hours worked is less important

[32% importance] amongst those over the age of 60

Please refer to Appendices for full, unedited tables

Importance of salary package [extremely + quite important]

[Extremely + quite important] Total Under 40 40 - 59 60+

Education and training 97% 98% 96% 92%

Career development opportunity 97% 98% 96% 88%

Flexibility in hours worked 97% 97% 96% 92%

Salary above average 87% 88% 86% 72%

Time in lieu 85% 89% 82% 72%

Bonus based on individual

performance 78% 81% 74% 68%

Reimbursement expense

account 66% 66% 65% 80%

Payment for overtime and

additional hours worked 62% 71% 53% 32%


Very important Less important

37


Important aspects of salary package amongst segments

The following table illustrates the importance of issues relating to salary

package amongst each segment group.

Key Patterns:

Payment for overtime and additional hours worked is less important

[44% importance] amongst the ‘Made it’ group.

A car allowance is more important amongst ‘Gimme’ [85% importance]

than ‘Dynamo’ [27%] or ‘Made it’ [33%] segment groups.

Please refer to Appendices for full, unedited tables.

Importance of salary package

[Ext. + quite important] ‘Dynamo’ ‘Gimme’ ‘Plodders’ ‘Made it’




Time in lieu 89% 96% 85% 77%

Pay / salary is above average compared with other employers

88% 99% 89% 78%

Salary sacrifice options 81% 95% 82% 67%

Bonus based on individual performance 77% 94% 86% 65%

Payment for overtime and additional hours worked

75% 83% 57% 44%

Bonus based on company performance 59% 87% 77% 50%

Reimbursement expense account 57% 91% 79% 51%



38


Training and Development

Important aspects of training and development amongst age groups


relating to training and development.

The most important aspects include:

1. Close development relationship with manager/s [98%]

2. Regular ‘constructive’ performance reviews [94%]

3. Ability to attend 1-3 day external courses [93%]

Key Pattern:

Paid time off to undertake tertiary studies is less important [44%

importance] amongst those over the age of 60


Importance of training and development

[Ext+ quite important] Total Under 40 40 - 59 60+

Close development relationship with manager 98% 98% 97% 96%

Regular 'constructive' performance reviews 94% 95% 92% 88%

Ability to attend 1-3 day external courses 93% 93% 93% 84%

Paid to attend conferences 90% 90% 90% 80%

Formalized internal education programs 88% 90% 86% 84%

Paid to attend industry and business networking events 86% 86% 86% 84%

Mentoring program 83% 85% 81% 88%

Tertiary studies paid for by employer 78% 80% 76% 64%

Paid time off to undertake tertiary studies 76% 79% 73% 44%


39


Important aspects of training and development amongst segments

The following table illustrates the importance of issues relating to training

and development amongst each segment group.

Key Patterns:

The ability to attend 1-3 day courses is more important amongst ‘Gimme’

segment group than other groups

Similarly, mentoring programs are more important amongst ‘Gimme’

segment group than other groups

Tertiary studies are less important amongst ‘Made it’ segment group


Importance of training and development


Close development relationship with manager 99% 100% 98% 95%










40


Responsibility and Challenge

Important aspects of responsibility and challenge amongst age groups


relating to responsibility and challenge.


1. Trust and respect in your abilities [100%]

2. Diversity of responsibilities [99%]

Key Pattern:

Many aspects relating to responsibility and challenge are important to

employees across all age groups


Importance of responsibility and challenge

[Ext. + quite important] Total Under 40 40 - 59 60+

Trust and respect in your abilities 100% 100% 100% 100%

Diversity of responsibilities 98% 98% 98% 100%

Encourages you to work as a team 97% 97% 97% 100%

Taking on higher level complex tasks 97% 97% 98% 100%

Future opportunity for advancement etc 97% 99% 95% 88%

Allows you to be creative 97% 97% 97% 100%

Ability to have strategic input into business 94% 93% 95% 100%

Opportunity to work with senior management 94% 93% 94% 96%

Reward for successfully completing complex tasks 93% 95% 90% 84%


41


Important aspects of responsibility and challenge amongst segments

The following table illustrates the importance of issues relating to

responsibility and challenge amongst each segment group.

Key Pattern:

A reward for successfully completing complex tasks is slightly less

important amongst the ‘Made it’ segment group


Importance of responsibility and challenge

[Ext + quite important] ‘Dynamo’ ‘Gimme’ ‘Plodders’ ‘Made it’


Future opportunity for advancement etc 98% 100% 95% 95%






Reward for successfully completing complex tasks 95% 97% 97% 86%



42


Employer Image

Important aspects of employer image


relating to employer image.


1. Employer that places its employees needs as essential to business

success [99%]

2. Strong business performance [95%]

3. A vision/mission you believe in and support [95%]

Key Pattern:

An employer with marketing and advertising that appeals to them is

slightly more important amongst those over the age of 60 [76%] than

those 40-59 years old [58%] or younger [59%]


Importance of employer image


Places its employees needs as essential to business success

99% 99% 98% 96%

Strong business performance 95% 95% 95% 96%

A vision / mission you believe in and support 95% 93% 96% 92%

Contributes to the community 89% 86% 93% 88%

A reputation as an employer of choice 87% 85% 88% 92%

Visible and well known employer within your industry

84% 85% 83% 84%

Visible and well known employer amongst most Australians

65% 66% 64% 64%

Marketing and advertising that appeals to you 59% 59% 58% 76%


43


Important aspects of employer image amongst segments


employer image amongst each segment group.

Key Patterns:

The ‘Gimme’ segment find most of the aspects relating to employer

image more important than other segments

A visible and well know employer amongst most Australians is less

important amongst the ‘Made it’ segment [37%]

Similarly, an employer with marketing and advertising that appeal to

them is less important amongst the ‘Made it’ segment [36%]


Importance of employer image


Places its employees needs as essential to business success

99% 100% 99% 97%





Visible and well known employer within your industry

88% 95% 92% 72%

Visible and well known employer amongst most Australians

73% 85% 86% 37%



44


Work-Life Balance

Important aspects of work-life balance amongst age groups


relating to work-life balance


1. Has a reasonable view of hours worked per week [97%]

2. Has a family friendly policy [87%]

3. Allows working from home [83%]

Key Patterns:

Paid paternity leave is less important amongst those over the age of 60

years old [24%] than those under 40 [69%]

Similarly workplaces with child care centres are less important amongst

those over the age of 60 years old [20%] than those under 40 [42%]

Importance of work-life balance


Has a reasonable view of hours worked/week 97% 97% 97% 88%

Has a family friendly policy 87% 85% 88% 84%

Allows working from home 83% 85% 81% 72%

A supportive policy for time off for sick children 79% 81% 78% 52%

Staff and management informal lunches 75% 80% 68% 68%

Flexibility in hours to fit with picking-up children 74% 79% 69% 56%

Paid maternity leave 61% 76% 43% 36%


Paid paternity leave 55% 69% 40% 24%

Workplace has a child care centre 34% 42% 25% 20%



45


Important aspects of work-life balance amongst segments

The following table illustrates the importance of issues relating to work-

life balance amongst each segment group.

Key Patterns:

Workplaces with a reasonable view of hours worked per week are

important amongst all segments.

Paid maternity leave is more important amongst the ‘Dynamo’ segment

group [96%] than the ‘Plodders’ segment [15%]

The ‘Gimme’ segment also believe a family friendly policy [98%] and a

supportive policy for time off for sick children [97%] are important

Paid paternity leave is less important amongst the ‘Plodders’ segment

[10%]; similarly workplace childcare centres are less important amongst

this group [9%]

An active social club is less important amongst ‘Made it’ segment [18%]

than ‘Gimme’ segment [70%]


Importance of work-life balance


Has a reasonable view of hours worked/week 99% 100% 96% 94%






Staff and management informal lunches 88% 88% 77% 57%



An active social club 61% 70% 51% 18%

Workplace has a child care centre 48% 75% 9% 14%


46


Management

Important aspects of management amongst age groups


relating to management.

Key Pattern:

All aspects relating to management are important amongst employees of

all ages, especially respectful and trustworthy management


Importance of management

[Ext. + quite important] Total Under

40 40 - 59 60+

Respectful management 100% 100% 100% 100%

Trustworthy management 100% 100% 100% 100%

Strong communications skills 99% 100% 99% 100%

Has reasonable standards for output and workload 99% 99% 100% 100%

Treats you as an individual 99% 99% 99% 100%

Well respected and intelligent 99% 99% 99% 100%

Management structure allows input from staff 99% 99% 99% 100%

Management willing to delegate responsibilities 99% 99% 99% 100%

Forward thinking and innovative management 99% 98% 99% 100%

A style that you respect 99% 99% 98% 100%


47


Important aspects of management amongst segments


management amongst each segment group.

Key Pattern:

All aspects relating to management are important amongst all segments


Importance of management




Encourages staff to feel happy 100% 99% 99% 96%

Management structure that allows input from all staff 100% 100% 99% 97%





Good team coordinator 99% 100% 98% 97%



48


Work Environment

Important aspects of work environment amongst age groups


relating to work environment.

Most important aspects include:

1. An environment that encourages staff to be productive [98%]

2. Comfortable [97%]

3. Safe [97%]

Key Patterns:

All employees aged 40-59 [99%] believe it is important that their work

environment encourages staff to be productive

Quiet areas are slightly less important amongst those over the age of 60

[64%]


Importance of work environment


An environment that encourages staff to be productive

98% 97% 99% 96%

Comfortable 97% 97% 97% 96%

Safe 97% 97% 96% 88%

A casual and friendly work environment 96% 96% 95% 88%

An environment that encourages staff to be creative

90% 89% 91% 92%

Car parking available for staff 77% 78% 77% 72%

Quiet areas 76% 76% 76% 64%


49


Important aspects of work environment amongst segments

The following table illustrates the importance of issues relating to work

environment amongst each segment.

Key Patterns:

All of those in the ‘Dynamo’ segment [100%] believe a comfortable

workplace is important

Relaxation areas are less important [29%] amongst those in the ‘Made it’

segment


Importance of work environment


Comfortable 100% 99% 99% 94%

An environment that encourages staff to be productive

99% 99% 98% 95%

Safe 99% 98% 96% 94%


An environment that encourages staff to be creative

92% 96% 92% 84%

Quiet areas 89% 90% 79% 57%


Modern office design 79% 82% 75% 53%

Car parking available for staff [or paid by employer]

75% 91% 85% 67%


50


Uniqueness

Uniqueness of your workplace

The vast majority [93%] were able to describe a unique feature of their workplace. One in five of those [18%] said their workplace was unique due to the

age/life stage of employees. Other unique features are illustrated below.

6%

18%

17%

11%

7%

6%

Age / Life Stage

Gender/ Female

Knowledgeable

Experience

Ability / Skills

Communication

51


Working in South Australia

The vast majority of respondents [99%] currently work in South Australia. Furthermore, 95% were able to describe why they work in

South Australia rather than interstate or overseas.

Reasons:

Family/friends [42%]

‘Good place to raise a family’

Grew up here [14%]

‘Always lived in SA, don’t want to move’

Enjoy living/working here [14%]

‘I enjoy living in South Australia’

Lifestyle [13%]

‘Lifestyle and relaxed approach’

Affordable [3%]

‘Cost of living’

‘South Australia is the greatest place in the world to live and work.’

52


Working outside South Australia

Despite this, half [53%] have worked outside of South Australia in the

past. This is more significant amongst those in the ‘Gimme’ [58%],

‘Plodders’ [55%] and ‘Made it’ segments [55%] than those in ‘Dynamo’

segment [42%]

Of those who have worked outside of South Australia, 78% worked

interstate and 50% worked overseas. On average, those who have

worked outside of South Australia did so for an average of 8 years.

Those over 60 were more likely to have worked outside South Australia.

WORKED OUTSIDE OF SOUTH AUSTRALIA

Worked

outside SA

Worked

interstate*

Worked

overseas*

Total 53% 78% 50%

Age groups

Under 40 43% 69% 56%

40-59 54% 79% 48%

60+ 84% 86% 38%

Segments

‘Dynamo’ 42% 71% 59%

‘Gimme’ 58% 77% 49%

‘Plodders’ 55% 78% 46%

‘Made it’ 55% 81% 50%

*Those who have worked outside South Australia in the past

Worked outside of South Australia in the past....

Employee Profile

54


The following charts provide a detailed illustration of the employee and segment profile for this Generation Gap study.

There was a fairly even distribution of age groups amongst employee respondents; with an equal number of employees under the age

of 40 [50%] and over the age of 40 [50%]. Following this, respondents were asked how old they felt. Interestingly, the majority

[77%] feel under the age of 40 years. This is mainly attributable to their health/fitness [48%] and having children [21%].

Similarly, there is a fairly even distribution of household compositions, young families [27%] to mature couples/singles [20%].

There was a skew in gender; with two thirds male [66%] and one third female respondents [34%].

Employees surveyed have been working for an average of 20 years and in this time have had an average of 5 jobs. The majority of

employees [69%] earn over $60,000; this includes two fifths [41%] who earn $60,001 to $80,000.

The majority of employees are employed in a management position [77%] including 22% in senior management/CEO positions. The

employees are HR consultants [7%], administrative assistants [4%] and accountants [3%].

More than half of employees [56%] hold a bachelors degree or higher. High school is the highest level of education amongst one

fifth of employees [22%].

55


28%

25%

11%

12%

18%

36%

41%

26%

32%

33%

22%

20%

34%

31%

28%

13%

14%

21%

23%

19%

8%

Dynamo

Gimme

Plodders

Made it

Total

AGE[n=1053]

18-29 30-39 40-49 50-59 60-69

44%

67%

73%

72%

66%

56%

33%

27%

28%

34%

Dynamo

Gimme

Plodders

Made it

Total

GENDER

Male Female

8% 9%

14%

6%

7%

9%

20%

18%

12%

15%

16%

30%

29%

29%

27%

28%

29%

33%

46%

48%

41%

5%

Dynamo

Gimme

Plodders

Made it

Total

ANNUAL HOUSEHOLD INCOME[n=1053]

Up to $40,000 $40,001 to $50,000 $50,001 to $60,000$60,001 to $80,000 More than $80,000 Refuse to say

14%

14%

10%

11%

12%

26%

26%

9%

14%

18%

26%

30%

25%

27%

27%

12%

12%

14%

17%

14%

6%

6%

15%

10%

9%

15%

12%

27%

22%

20%

Dynamo

Gimme

Plodders

Made it

Total

HOUSEHOLD COMPOSITION

Young single/s Young couple Young family

Middle family Mature family Mature couple/single

56


21%

24%

27%

20%

22%

6%

15%

19%

13%

20%

17%

42%

38%

39%

43%

41%

17%

15%

15%

14%

15%

Dynamo

Gimme

Plodders

Made it

Total

LEVEL OF EDUCATION

High school Apprentice VET qualification

Bachelor degree Masters or higher Refused/Don't know

6%

5%

10%

15%

19%

23%

18%

33%

33%

41%

35%

36%

20%

25%

17%

18%

20%

18%

21%

13%

13%

16%

17%

5%

4%

7%

8%

Dynamo

Gimme

Plodders

Made it

Total

MANAGEMENT ROLE

CEO/MD Senior managementFunctional management First level managementOffice administration/Junior Refused/Don't know

Business Profile

58


The following charts provide a detailed illustration of the business profile

for this survey.

A wide range of industries were included in this survey; such as

government administration [15%], finance and insurance [12%] and

manufacturing [10%].

Two thirds [67%] of businesses employ more than 100 full time staff.

This is followed by businesses which employ 51 to 100 [13%], 11 to 50

[12%] and 6 to 10 full time staff [5%]. 6%

5%

6%

4%

5%

7%

6%

6%

5%

7%

8%

3%

6%

6%

5%

7%

6%

13%

9%

11%

9%

10%

11%

10%

12%

11%

13%

11%

12%

25%

13%

8%

14%

15%

Determined

Give me

Disillusioned

Made it

Total

INDUSTRYEducation ConstructionElectricity, Gas and Water Supply Health and community Services Manufacturing Finance and Insurance Government Administration

6%

7%

5%

5%

12%

9%

13%

13%

12%

9%

11%

13%

16%

13%

70%

68%

68%

65%

67%

Determined

Give me

Disillusioned

Made it

Total

NUMBER OF FULL TIME STAFF

Less than 5 6 to 10 11 to 50 51 to 100 More than 100

Appendices


Employer offerings

Important aspects [extremely + quite important] Total Under 40 40 - 59 60+




Salary above average compared with other employers 87% 88% 86% 72%

Time in lieu 85% 89% 82% 72%



Professional memberships paid 66% 71% 61% 72%



Payment for overtime and additional hours worked 62% 71% 53% 32%



Job share 40% 43% 37% 32%





Ability to purchase equity of shares in the business in

the future 32% 34% 30% 24%

School fee subsidy 31% 35% 28% 12%

Equity or shares in the business now 29% 30% 29% 24%

Gym membership 27% 31% 23% 8%

Gift vouchers 25% 26% 24% 16%

61


Important aspects [extremely + quite important] ‘Dynamo’ ‘Gimme’ ‘Plodders’ ‘Made it’




Time in lieu 89% 96% 85% 77%

Pay / salary is above average compared with other employers 88% 99% 89% 78%



Payment for overtime and additional hours worked 75% 83% 57% 44%

Professional memberships paid 66% 87% 72% 51%



Job share 56% 58% 36% 22%



School fee subsidy 30% 55% 27% 21%


Gym membership 24% 48% 30% 14%

Gift vouchers 24% 47% 29% 11%


Equity or shares in the business now 19% 57% 38% 15%



Ability to purchase equity of shares in the business in the future 16% 66% 45% 17%

62


Training and Development


Close development relationship with your manager[s] 98% 98% 97% 96%










Close development relationship with your manager[s] 99% 100% 98% 95%









63


Responsibility and Challenge






Future opportunity for advancement and more responsibility 97% 99% 95% 88%




Reward you for successfully completing complex tasks 93% 95% 90% 84%

Opportunity to deal with clients 85% 83% 87% 100%

Opportunity to deal with major clients independently 81% 80% 83% 96%

Managing other staff 79% 80% 77% 76%



Future opportunity for advancement and more responsibility 98% 100% 95% 95%






Reward you for successfully completing complex tasks 95% 97% 97% 86%


Opportunity to deal with clients 87% 92% 90% 77%

Opportunity to deal with major clients independently 83% 92% 82% 73%

Managing other staff 81% 92% 78% 70%

64


Employer Image


Places its employees needs as essential to business success 99% 99% 98% 96%




Cares for the environment 89% 87% 92% 88%


Visible and well known employer within your industry 84% 85% 83% 84%

Visible and well known employer amongst most South Australians 72% 72% 72% 80%




Places its employees needs as essential to business success 99% 100% 99% 97%





Cares for the environment 92% 95% 94% 81%

Visible and well known employer within your industry 88% 95% 92% 72%

Visible and well known employer amongst most South Australians 77% 87% 88% 52%



65


Work-Life Balance


Has a reasonable view of hours worked in an average week 97% 97% 97% 88%




Provides paid time off from time-to-time in addition to annual leave allowances 76% 81% 71% 56%

Staff and management regularly meet for informal lunches, drinks etc 75% 80% 68% 68%

Flexibility in hours to fit with picking-up and dropping off children 74% 79% 69% 56%






Workplace has a child care centre or minding service 34% 42% 25% 20%

66



Has a reasonable view of hours worked in an average week 99% 100% 96% 94%




Flexibility in hours to fit with picking-up and dropping off children 92% 93% 56% 60%



Staff and management regularly meet for informal lunches 88% 88% 77% 57%


Provides paid time off from time-to-time in addition to annual leave 84% 94% 75% 62%



Workplace has a child care centre or minding service 48% 75% 9% 14%

67


Management














Management that have staff development as a primary focus 98% 98% 97% 96%

Fun and personable management 95% 95% 94% 92%

68













Management that have staff development as a primary focus 99% 100% 98% 96%



Fun and personable management 97% 98% 99% 89%

69


Work Environment


An environment that encourages staff to be productive 98% 97% 99% 96%

Comfortable 97% 97% 97% 96%

Safe 97% 97% 96% 88%


An environment that encourages staff to be creative 90% 89% 91% 92%

Car parking available for staff [or paid by employer] 77% 78% 77% 72%

Quiet areas 76% 76% 76% 64%



Your own office 57% 53% 63% 56%


Open-plan office space 38% 44% 31% 36%

Working outside 28% 30% 26% 8%

No fixed office / mobile office 22% 23% 20% 16%

70



Comfortable 100% 99% 99% 94%

An environment that encourages staff to be productive 99% 99% 98% 95%

Safe 99% 98% 96% 94%


An environment that encourages staff to be creative 92% 96% 92% 84%

Quiet areas 89% 90% 79% 57%



Car parking available for staff [or paid by employer] 75% 91% 85% 67%


Open-plan office space 52% 53% 46% 16%

Your own office 48% 77% 67% 47%

Working outside 28% 51% 28% 14%

No fixed office / mobile office 23% 36% 24% 11%

71


Methodology

A total of 1053 online surveys were completed by employees. The

online questionnaire was formulated and launched from the Square

Holes facility on Regent Street North in Adelaide in March 2009. The

approach was identical to that of the SA Great, AIM ‘retention study’

in 2007, which was conducted to research the attitudes and needs of

younger workers.

The questionnaire was based on exploring broader issues in relation

to the needs of differing groups of workers. Issues explored include

age, demographic difference and how employers can work towards

creating a harmonious work team.

Following collection of the data, cross tabulations and cluster

analysis were produced using the statistical package SPSS.

Cluster analysis is a statistical technique used to segment the

sample. For scientific details of cluster analysis, refer to the website

http://www.statsoft.com/textbook/glosfra.html. The website explains

the technique...

“Cluster analysis is an exploratory data analysis tool which aims

at sorting different objects into groups in a way that the degree

of association between two objects is maximal if they belong to

the same group and minimal otherwise.”

This report summarises the findings of the total sample and each of

the four clusters identified.

72


Confidence interval

Figures throughout this report are subject to a confidence interval.

The margin of error for this study is +/- 3%, as the sample is 1053.

For example, if 50% of the population sample [n=200] gave a response, the actual confidence interval would be between 43% and 57%. Movements

beyond this are statistically significant.

73


About Square Holes Square Holes is a

progressive market

research agency with a

passion for supporting

great branding,

advertising and

digital. We provide

‘illumination’,

‘testing’ and

‘monitoring’ based on solid and reliable evidence and

marketing intelligence using surveys, focus groups and

other methods of gathering insights.

Branding: we love emotive brands. Not logos or nice

names, but ‘brands’ with heart and soul. Brands that spark

emotions and underpin consumer identity. A cult-like

connection. Square Holes has a passion for supporting

emotive brands.

Advertising: we love inspiring advertising. The big

problem is inspiring advertising is rare. Way too much

advertising is mediocre or even pointless. Consumers are

inspired by advertising with imagination. Square Holes has

a passion for supporting inspiring advertising.

Digital: we love empowering digital media. It is not about

talking to. It is about engaging with. You do not have a

captive audience. Digital media is largely confused and

misguided. Imagination is essential. Square Holes has

passion for supporting empowering digital media.

Why Square Holes?

1. We are passionate about being the strategic

voice of consumers [not commodity or factory

researchers]

2. We are specialists in branding, advertising

and digital media [not generalists]

3. We are creative in our approach to research,

staff and outputs [not the same as other

research firms]

4. We are solid in the evidence we collect to

support our consulting [not guided by

unsubstantiated opinions or advice]

5. We attract the best clients and staff

6. We are the best at what we do

7. We understand our clients

8. We provide professional service

Research: We do awesome market research. Great

research is rare. Not all research is equal. It is typically

without vision or imagination. Research is about

empathising with consumers, observing and truly hearing

and engaging with their opinions.

Insight: We provide great insight. Consumer insight

does not have an on-off switch. It should be continuous,

agile and proactive. What was hip a few months ago may

now be passé. What was never possible is now an

opportunity. Success is about being the best not one of the

best.

Engagement: We engage with consumers. We

empower and embrace consumers. Powerful engagement

tools, video, digital media, social networking… The new

consumer is about ‘me’.

Consulting: We are the voice of consumers. Our

mandate is to keep things real. To cut the bullshit. Allow a

window into the consumers’ truth. Tens of thousands of

consumers talk to us every year about brands, advertising

and digital media. Our team are in-tune with consumer

trends, media and culture.

Passion: Square Holes has a passion for research to

inspire creativity allow clarity and support commitment.

Square Holes a passion for partnering with clients to inspire

creativity allow clarity and support commitment.

Square Holes has a passion for engaging consumers, to

inspire creativity allow clarity and support commitment.

Square Holes has a passion for guiding clients to inspire

creativity allow clarity and support commitment.


Questionnaire


THE GENERATION GAP

Text for email:

In the second half of 2007, Square Holes worked with the Australian Institute of Management South Australia and

SA Great to conduct research into the attitudes and needs of younger workers [under 40 years of age]. The

workplace retention research project commenced with a series of targeted focus groups, held to allow some initial

brainstorming of the topic amongst young people representing professional services, science and technology and

trades. The second stage of the project was an internet survey of 800 South Australian employees aged under 40.

AIM SA, SA Great and Square Holes were thrilled with the response the survey generated, and are appreciative of

the enthusiastic support.

A copy of the Retention Survey Critical for SA Managers and Employers can be found on the AIM SA

website, www.aimsa.com.au.

Building on the success of the 2007 study, Square Holes is now working with AIM SA to explore broader issues in

relation to the needs of differing groups of workers. The independent research will be in regard to people working

together within the workplace. Issues to be explored include age, demographic differences and how employers

can work towards creating a harmonious team.

You are invited to participate. To qualify, you need to be aged over 18 years of age and be in paid employment.

The survey will take approximately 15 minutes to complete. After completing the full survey, you will go into a

draw to win an AIM SA training voucher valued at $2,000 or one of three AIM SA training vouchers valued at $500.

……………………………….

Screener A:

ARE YOU 18 YEARS OR OLDER? S

1 Yes

2 No – terminate survey

Screener B:

ARE YOU CURRENTLY IN PAID EMPLOYMENT? S

1 Yes

2 No – terminate survey


JOB SATISFACTION

1. OVERALL, WITH ALL ASPECTS OF YOUR POSITION CONSIDERED, HOW HAPPY ARE YOU IN YOUR

CURRENT JOB?

1 Extremely happy

2 Quite happy

3 Quite unhappy

4 Extremely unhappy

HOW LIKELY ARE YOU TO BE WORKING FOR THE SAME EMPLOYER IN …

2. ONE YEAR …

1 Extremely likely – go to Q3

2 Quite likely – go to Q3

3 Quite unlikely – go to Q5

4 Extremely unlikely – go to Q5

3. TWO YEARS …




4 Extremely unlikely – go to Q5

4. THREE YEARS …




4 Extremely unlikely - go to Q5

5. HOW SECURE DO YOU FEEL IN YOUR CURRENT JOB?

1 Extremely secure – go to Q7

2 Quite secure – go to Q7

3 Quite insecure

4 Extremely insecure

6. WHY IS THIS?

1 Economic downturn

2 Lack of skills

3 Unstable employer

4 Age

5 Other [specify]

7. IF YOU WERE TO LOSE YOUR CURRENT POSITION, HOW LIKELY WOULD IT BE THAT YOU WILL FIND

ANOTHER SIMILAR OR SUITABLE JOB?



3 Quite unlikely

4 Extremely unlikely


8. WHY IS THIS?

1 Economic downturn

2 Lack of skills

4 Age

5 Other [specify]

TEAM – your immediate team

9. WHAT IS THE APPROXIMATE AGE OF YOUR DIRECT MANAGER OR SUPERVISOR? S

1 18-29

3 30-34

4 35-39

5 40-49

6 50-59

7 60-69

8 70+

10. ARE THEY...S

1 Male 2 Female

11. OVERALL, HOW WELL WOULD YOU SAY THAT YOU WORK WITH YOUR DIRECT MANAGER OR

SUPERVISOR? S

1 Extremely well

2 Quite well

3 Not very well

4 Not at all well

12. HOW MANY PEOPLE WORK WITHIN YOUR USUAL TEAM? [RATHER THAN YOUR BUSINESS UNIT THESE

ARE THE PEOPLE YOU WOULD WORK WITH CLOSELY WITHIN A TYPICAL WEEK ]

[specify]

13. HOW MANY...

Males [specify]

Females [specify]

14. HOW MANY...

18-29 [specify]

30-39 [specify]

40-49 [specify]

50-59 [specify]

60-69 [specify]

70+ [specify]


15. OVERALL, HOW WELL WOULD YOU SAY THAT YOU WORK WITH YOUR TEAM?

1 Extremely well

2 Quite well

3 Not very well

4 Not at all well

16. WE WOULD LIKE YOU TO THINK OF ONE PERSON IN YOUR TEAM YOU WORK ‘BEST WITH’. WHY DO YOU

WORK WELL WITH THIS PERSON?

[specify]

17. WHAT IS THEIR...

Age [specify]

Gender [specify]

Position [specify]

18. WE WOULD LIKE YOU TO THINK OF ONE PERSON IN YOUR TEAM YOU WORK ‘NOT SO WELL WITH’. YOU

MAY LIKE THIS PERSON, YOU MAY JUST FIND THEM A LITTLE MORE DIFFICULT THAN OTHERS. WHY DO

YOU NOT WORK SO WELL WITH THIS PERSON?

[specify]

19. WHAT IS THEIR...

Age [specify]

Gender [specify]

Position [specify]

20. IN YOUR CURRENT TEAM, WHAT IS THE APPROXIMATE AGE OF?

The youngest person in the team [specify]

The oldest person in the team [specify]

21. IF SOMEONE NEW JOINS YOUR TEAM [NEW TEAM MEMBER OR NEW MANAGER JOINING THE TEAM],

WHAT WOULD BE THEIR IDEAL MINIMUM AND MAXIMUM AGE TO BEST FIT IN WITH THE CURRENT

TEAM?

New team member

Ideal minimum age [specify]

Ideal maximum age [specify]

New manager

Ideal minimum age [specify]

Ideal maximum age [specify]


WHAT’S IMPORTANT IN YOUR WORKPLACE?

EMPLOYER OFFERINGS

22. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING OFFERINGS IN ENCOURAGEING

YOU TO STAY WITH AN EMPLOYER OR MOVE TO ANOTHER EMPLOYER? THESE MAY OR MAY NOT BE

OFFERED BY YOUR CURRENT EMPLOYER. Rotate order

EXTREMELY IMPORTANT

QUITE IMPORTANT

NOT IMPORTANT / DON’T CARE

ABILITY TO PURCHASE EQUITY OF SHARES IN THE BUSINESS IN THE FUTURE

1 2 3

BONUS BASED ON COMPANY PERFORMANCE 1 2 3

BONUS BASED ON INDIVIDUAL PERFORMANCE 1 2 3

CAR ALLOWANCE 1 2 3

CAREER DEVELOPMENT OPPORTUNITY 1 2 3

COMPANY PAID CREDIT CARD 1 2 3

DISCOUNT PROGRAMS 1 2 3

EDUCATION AND TRAINING 1 2 3

EQUITY OR SHARES IN THE BUSINESS NOW 1 2 3

FLEXIBILITY IN HOURS WORKED 1 2 3

GIFT VOUCHERS 1 2 3

GYM MEMBERSHIP 1 2 3

JOB SHARE 1 2 3

MEDICAL INSURANCE PAID 1 2 3

PAY / SALARY IS ABOVE AVERAGE COMPARED WITH OTHER EMPLOYERS 1 2 3

PAYMENT FOR OVERTIME AND ADDITIONAL HOURS WORKED 1 2 3

PROFESSIONAL MEMBERSHIPS PAID 1 2 3

REIMBURSEMENT EXPENSE ACCOUNT 1 2 3

RELOCATION ALLOWANCE 1 2 3

SALARY SACRIFICE OPTIONS 1 2 3

SCHOOL FEE SUBSIDY 1 2 3

TIME IN LIEU 1 2 3

VEHICLE LEASE PAID BY EMPLOYER 1 2 3


TRAINING AND DEVELOPMENT

23. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING TRAINING AND DEVELOPMENT

ISSUES IN ENCOURAGEING YOU TO STAY WITH AN EMPLOYER OR MOVE TO ANOTHER EMPLOYER?

THESE MAY OR MAY NOT BE OFFERED BY YOUR CURRENT EMPLOYER. Rotate order

EXTREMELY IMPORTANT

QUITE IMPORTANT


ABILITY TO ATTEND 1-3 DAY EXTERNAL COURSES 1 2 3

CLOSE DEVELOPMENT RELATIONSHIP WITH YOUR MANAGER[S] 1 2 3

PAID TIME OFF TO UNDERTAKE TERTIARY STUDIES 1 2 3

FORMALISED INTERNAL EDUCATION PROGRAMS 1 2 3

MENTORING PROGRAM 1 2 3

REGULAR ‘CONSTRUCTIVE’ PERFORMANCE REVIEWS 1 2 3

PAID TO ATTEND CONFERENCES 1 2 3

PAID TO ATTEND INDUSTRY AND BUSINESS NETWORKING EVENTS 1 2 3

TERTIARY STUDIES PAID FOR BY EMPLOYER 1 2 3

RESPONSIBILITY AND CHALLENGE

24. HOW IMPORTANT OR UNIMPORTANT IS EACH OF THE FOLLOWING RESPONSIBILITY AND CHALLENGE

ISSUES IN ENCOURAGEING YOU TO STAY WITH AN EMPLOYER OR MOVE TO ANOTHER EMPLOYER?

THESE MAY OR MAY NOT BE OFFERED BY YOUR CURRENT EMPLOYER. Rotate order

EXTREMELY IMPORTANT

QUITE IMPORTANT


ABILITY TO HAVE STRATEGIC INPUT INTO BUSINESS 1 2 3

ALLOWS YOU TO BE CREATIVE 1 2 3

DIVERSITY OF RESPONSIBILITIES 1 2 3

ENCOURAGES YOU TO WORK AS A TEAM 1 2 3

FUTURE OPPORTUNITY FOR ADVANCEMENT AND MORE RESPONSIBILITY 1 2 3

MANAGEING OTHER STAFF 1 2 3

OPPORTUNITY TO DEAL WITH CLIENTS 1 2 3

OPPORTUNITY TO DEAL WITH MAJOR CLIENTS INDEPENDENTLY 1 2 3

OPPORTUNITY TO WORK WITH SENIOR MANAGEMENT 1 2 3

REWARD YOU FOR SUCCESSFULLY COMPLETING COMPLEX TASKS 1 2 3

TAKING ON HIGHER LEVEL COMPLEX TASKS 1 2 3

TRUST AND RESPECT IN YOUR ABILITIES 1 2 3


EMPLOYER IMAGE

25. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING EMPLOYER IMAGE ISSUES IN

ENCOURAGEING YOU TO STAY WITH AN EMPLOYER OR MOVE TO ANOTHER EMPLOYER? THESE MAY OR

MAY NOT BE OFFERED BY YOUR CURRENT EMPLOYER. Rotate order

EXTREMELY IMPORTANT

QUITE IMPORTANT


A REPUTATION AS AN EMPLOYER OF CHOICE 1 2 3

A VISION / MISSION YOU BELIEVE IN AND SUPPORT 1 2 3

CARES FOR THE ENVIRONMENT 1 2 3

CONTRIBUTES TO THE COMMUNITY 1 2 3

MARKETING AND ADVERTISING THAT APPEALS TO YOU 1 2 3

PLACES ITS EMPLOYEES NEEDS AS ESSENTIAL TO BUSINESS SUCCESS 1 2 3

STRONG BUSINESS PERFORMANCE 1 2 3

VISIBLE AND WELL KNOWN EMPLOYER AMONGST MOST AUSTRALIANS 1 2 3

VISIBLE AND WELL KNOWN EMPLOYER AMONGST MOST SOUTH

AUSTRALIANS

1 2 3

VISIBLE AND WELL KNOWN EMPLOYER WITHIN YOUR INDUSTRY 1 2 3

WORK – LIFE BALANCE

26. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING WORK-LIFE BALANCE ISSUES IN



EXTREMELY IMPORTANT

QUITE IMPORTANT


A SUPPORTIVE POLICY FOR TIME OFF FOR SICK CHILDREN 1 2 3

ALLOWS WORKING FROM HOME 1 2 3

AN ACTIVE SOCIAL CLUB 1 2 3

EVENTS FOR STAFF AND FAMILIES 1 2 3

FLEXIBILITY IN HOURS TO FIT WITH PICKING-UP AND DROPPING OFF

CHILDREN

1 2 3

HAS A FAMILY FRIENDLY POLICY 1 2 3

HAS A REASONABLE VIEW OF HOURS WORKED IN AN AVERAGE WEEK 1 2 3

OFFERS BREAK-AWAY OR CREATIVE AREAS FOR STAFF 1 2 3

PAID MATERNITY LEAVE 1 2 3

PAID PATERNITY LEAVE 1 2 3

PROVIDES PAID TIME OFF FROM TIME-TO-TIME IN ADDITION TO ANNUAL

LEAVE ALLOWANCES

1 2 3

STAFF AND MANAGEMENT REGULARLY MEET FOR INFORMAL LUNCHES,

DRINKS ETC.

1 2 3

WORKPLACE HAS A CHILD CARE CENTRE OR MINDING SERVICE 1 2 3


MANAGEMENT

27. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING MANAGEMENT ISSUES IN



EXTREMELY IMPORTANT

QUITE IMPORTANT


A STYLE THAT YOU RESPECT 1 2 3

ENCOURAGES STAFF TO FEEL HAPPY 1 2 3

FORWARD THINKING AND INNOVATIVE MANAGEMENT 1 2 3

FUN AND PERSONABLE MANAGEMENT 1 2 3

GOOD TEAM COORDINATOR 1 2 3

HAS REASONABLE STANDARDS FOR OUTPUT AND WORKLOAD 1 2 3

MANAGEMENT STRUCTURE THAT ALLOWS INPUT FROM ALL STAFF 1 2 3

MANAGEMENT THAT HAVE STAFF DEVELOPMENT AS A PRIMARY FOCUS 1 2 3

MANAGEMENT WILLING TO DELEGATE RESPONSIBILITIES 1 2 3

RESPECTFUL MANAGEMENT 1 2 3

TREATS YOU AS AN INDIVIDUAL 1 2 3

TRUSTWORTHY MANAGEMENT 1 2 3

WELL RESPECTED AND INTELLIGENT 1 2 3

STRONG COMMUNICATIONS SKILLS 1 2 3

WORK ENVIRONMENT

28. HOW IMPORTANT OR UNIMPORTANT ARE EACH OF THE FOLLOWING WORK ENVIROMENT ISSUES IN



EXTREMELY IMPORTANT

QUITE IMPORTANT


A CASUAL AND FRIENDLY WORK ENVIRONMENT 1 2 3

A PARTITIONED AREA 1 2 3

AN ENVIRONMENT THAT ENCOURAGES STAFF TO BE CREATIVE 1 2 3

AN ENVIRONMENT THAT ENCOURAGES STAFF TO BE PRODUCTIVE 1 2 3

CAR PARKING AVAILABLE FOR STAFF [OR PAID BY EMPLOYER] 1 2 3

COMFORTABLE 1 2 3

MODERN OFFICE DESIGN 1 2 3

NO FIXED OFFICE / MOBILE OFFICE 1 2 3

OPEN-PLAN OFFICE SPACE 1 2 3

QUIET AREAS 1 2 3

RELAXATION AREAS 1 2 3

SAFE 1 2 3

WORKING OUTSIDE 1 2 3

YOUR OWN OFFICE 1 2 3


UNIQUENESS

29. WHAT MAKES YOU UNIQUE TO OTHER EMPLOYEES IN YOUR WORKPLACE? THIS MAY BE DIFFERENCES

DUE TO YOUR AGE, GENDER, STAGE OF LIFE OR OTHER FACTORS? Record up to three

[specify]

[specify]

[specify]

PROFILE QUESTIONS

NOW JUST A COUPLE OF DETAILS ABOUT YOURSELF FOR ANALYSIS PURPOSES…

30. WHAT IS YOUR AGE GROUP?

1 18-29

3 30-34

4 35-39

5 40-49

6 50-59

7 60-69

8 70+

31. HOW OLD DO YOU ‘FEEL’ IN REGARDS TO YOUR BODY, MIND AND SOUL?

1 18-29

3 30-34

4 35-39

5 40-49

6 50-59

7 60-69

8 70+

32. IF YOU FEEL YOUNGER THAN YOUR AGE, WHAT IS THE REASON FOR THIS?

[specify]

33. IF YOU FEEL OLDER THAN YOUR AGE, WHAT IS THE REASON FOR THIS?

[specify]

34. WHAT BRACKET WOULD YOUR PERSONAL ANNUAL INCOME FALL INTO?

1 UP TO $20,000

3 $20,001 TO $30,000

4 $30,001 TO $40,000

5 $40,001 TO $50,000

6 $50,001 TO $60,000

7 $60,001 TO $80,000

8 MORE THAN $80,000

10 Refuse to say


35. ARE YOU …

1 Male

2 Female

36. WHICH OF THE FOLLOWING BEST DESCRIBES YOUR HOUSEHOLD COMPOSITION?

1 Young single person living alone

2 Young single share house

3 Young couple

4 Young family, with all children primary school aged or younger

5 Middle family, with child still living at home high school aged or older

6 Mature family, with all children living at home older than high school age

7 Mature couple

8 Mature single

37. WHAT IS YOUR HIGHEST EDUCATION LEVEL?

1 High school

2 Apprentice

3 VET qualification

4 Bachelor degree

5 Masters or higher

6 Refused/Don’t know

38. WHAT IS YOUR OCCUPATION?

[specify]

39. WHICH OF THE FOLLOWING APPLY TO YOU … S

1 CEO/MD

2 Senior management [i.e. regional/divisional manager]

3 Functional management [unit / area]

4 First level management [i.e. office manager/shift supervisor]

5 Office administration

6 Assistant/Junior

7 Refused/Don’t know


40. WHAT INDUSTRY SECTOR WOULD YOU DESCRIBE YOUR EMPLOYER AS BEST FITTING? S

1 Accommodation, Hospitality

2 Agriculture, Forestry and Fishing

3 Communication Services [i.e. postal]

4 Construction

5 Cultural and Recreational Services

6 Education

7 Electricity, Gas and Water Supply

8 Finance and Insurance

9 Government Administration

10 Defence

11 Health and community Services

12 Manufacturing

13 Mining

14 Personal Services [i.e. cleaning]

15 Property Services

16 Business Services [i.e. legal, accounting

services]

17 Retail Trade

18 Transport and Storage

19 Wholesale Trade

20 Other [specify]


41. HOW MANY FULL-TIME EQUIVALENT STAFF DOES YOUR EMPLOYER HAVE?

1 Less than 5

2 6-10

3 11-50

4 51-100

5 More than 100

42. WHAT IS YOUR EMPLOYER’S POSTCODE? – THE OFFICE YOU WORK FROM

1 [specify]

2 Don’t know

43. HOW MANY YEARS HAVE YOU BEEN IN EMPLOYMENT?

[specify]

44. HOW MANY JOBS HAVE YOU HAD IN THIS TIME?

[specify]

45. DO YOU CURRENTLY WORK IN...S

1 South Australia

2 Interstate – Go to Q49

3 Overseas – Go to Q49

46. WHY DO YOU WORK IN SOUTH AUSTRALIA RATHER THAN INTERSTATE OR OVERSEAS?

[specify]

47. HAVE YOU WORKED OUTSIDE OF SOUTH AUSTRALIA IN THE PAST? S

1 Yes

2 No - Go to Q50

48. WHERE HAVE YOU WORKED? M

1 Interstate

2 Overseas

49. HOW MANY YEARS HAVE YOU WORKED OUTSIDE SOUTH AUSTRALIA?

[specify]


50. WOULD YOU BE WILLING TO BE RECONTACTED TO EXPAND ON ANY OF THE RESPONSES YOU

HAVE OFFERED? S

1 Yes

2 No – Go to Q52

51. PLEASE CONFIRM YOUR CONTACT DETAILS BELOW. YOUR DETAILS WILL BE TREATED WITH THE

UTMOST CONFIDENTIALITY BY SQUARE HOLES. THE CONTACT DETAILS WILL NOT BE LINKED TO

YOUR RESPONSES AND WILL ONLY BE USED TO CONTACT YOU TO EXPAND ON YOUR OPINIONS

AND/OR TO INVITE YOU TO AN EVENT.

Name

Phone

52. DO YOU KNOW ANYONE ELSE WHO MAY BE ABLE TO COMPLETE THE SURVEY? IF YOU DO, PLEASE

TYPE THEIR EMAIL ADDRESSES BELOW.

ON BEHALF OF THE AUSTRALIAN INSTITUTE OF MANAGEMENT SA AND SQUARE HOLES WE

WOULD LIKE TO THANK YOU FOR YOUR TIME IN COMPLETING THIS SURVEY. YOUR

RESPONSES WILL REMAIN ANONYMOUS.