Gen Y, defined as workers born between 1980 and 1988, may have the reputation for being technologically savvy, but they were found to be the age group with the lowest usage of workplace communication tools, according to Randstad USA's annual survey, World of Work (formerly Employee Review), conducted by Harris Interactive®.

The "power-users" proved to be the "Matures," the oldest generation (workers born between 1900 and 1945), who were well into middle age when the personal computer was introduced, and the youngest of whom were 50 years old when business discovered the Internet.

For 8 consecutive years, Randstad USA, a global workforce solutions company, has explored top business issues and evolving workplace trends that affect employers and employees. In its 2007 World of Work survey, Randstad focused on employee productivity, retention, and morale.

"Working Matures seem to look for challenge and, more than younger generations, value the freedom to efficiently manage their workload, and their active use of new technology enables a more flexible work schedule with maximum career engagement," said Genia Spencer, managing director of operations and human resources, Randstad USA. "Conversely, younger generations could be more effective and have greater flexibility if they took more advantage of technology."

But people are more important than technology when it comes to productivity. In 2007, employees' efficiency and output replaced technology as the key source of productivity gains, according to the survey.

The newest technologies designed for increased efficiency and convenience, such as video/Internet/telephone conferencing and PDAs with telephone and Internet capabilities, are being used the least, Ranstad found.

Communication tools currently used for work, by generation (%)	Gen Y	Gen X	Baby Boomers	Matures
Desktop computer	71	75	81	87
Landline phone	67	81	84	87
Facsimile	52	65	74	78
Mobile/Cell phone	46	65	66	73
Laptop computer	26	41	44	43
PDA with phone and Internet	6	15	14	11

While communication tools help employees improve their performance, interpersonal communication gives employees a greater sense of involvement, strengthens workplace culture and increases motivation to stay with the company. It is a common perception that most people don't leave a company or a job -- they leave their managers. That means a positive employee-supervisor relationship is as important to retention as it is to productivity, especially in light of the looming worker shortage.

According to the Census Bureau, the number of retiring Baby Boomers (born between 1946 and 1964) will continue to grow steadily until 2030, when one U.S. resident in five will be older than 65 years of age, compared to one in eight now. However, the generations who stand to benefit the most from the job opportunities care the least. Half of Gen X (born between 1965 and 1979) and merely 36% of Gen Y employees feel the shortage is a reality compared to Matures and Boomers, at 69% and 68%, respectively.

"The survey indicates that more than half of American workers are looking for new jobs, a red-flag and opportunity for employers to focus on growing and developing valued employees," said Spencer. "The goal is for employers to motivate employees to stay and progress with the company."

However, employers are not leveraging these opportunities and instead are sending a jaded message to employees about their value to the company. While retaining and motivating employees is important to employers (76%), they would rather hire someone externally (72%) than train (67%) or promote (60%) current workers to replace departing retirees.

Among the workplace trends identified by the survey:

• Job Hunts Escalate: In 2003, one-third (33%) of employees thought it was a good time to look for new job opportunities. In 2007, more than half (55%) feel it's a good time to start looking.
• Morale on the Rise: Since 2002, employers have had a higher opinion of company morale than their workforce. Yet from 2002 to 2005, employers' morale declined 30 points (85 to 55%) and employees' morale dropped 17 points (57% to 40%). Since 2005, there has been a jump in perceived morale among both employers (66%) and employees (51 %).
• Lack of Faith in Management: Faith in top management and their ability to make good decisions has dropped. From 2003 to 2007, employees reported increased doubts about their top management (18% to 27%) and supervisors (15% to 23%).
• Career vs. Job: More than 85% of employers and 60% of employees view their current work as a career as opposed to "just a job," a number that has consistently increased since 2001. In 2001, 57% of all respondents viewed their work as a career vs. 71% in 2007.

• Working Longer, Harder: Employers are working longer hours than employees. Only 26% of employers work fewer than 40 hours a week with 65% averaging 41 to 60 hour weeks. Among managers, 9% admit to putting in more than 61 hours per week.
• Doing What It Takes: Moee than 80% of employers and 63% of employees work as many hours as it takes to get the job done.
• Hold the Stress: Financial rewards or extra time off are powerful tools in convincing people to work longer hours, but money isn't nearly as effective a cure for stress. Employees report they are much more willing to work more hours for more money rather than endure a more stressful job for financial rewards.