A People Leaders Guide to Engaging Gen Z Employees

A People Leaders Guide to Engaging Gen Z Employees

Many of the workplace changes and transformations that were predicted not too long ago are happening right now. One of them is the significant demographic shift that is not changing the generational make up of the workforce but, with it, the way organizations must design its culture, ways of operating, leadership style, and everything in between.

In particular, the older members of the Generation Z, born between 1997 and 2012, are entering the workforce beginning to carve out their unique spaces, with their style, needs, motivations, experiences and more.

The "oldest" Gen Zer is 26 years old today and has already experienced 9/11 and the "war on terror", the massification of the internet, the rise of social media, the advent of the smartphone, the financial crisis of 2008-2009, the political shifts of the 2010s (particularly in America), the COVID pandemic, the invasion of Ukraine, the unraveling of the impacts of climate change and also the effects of the deepening of the economic inequality gaps.

Gen Zers will comprise 30% of the global workforce by 2030. But, these numbers only tell a part of the story. Given all that Gen Zers have experienced in a very short span of time, the accurate tale lies in the unique perspectives and values they bring to society and workplaces. And, the question becomes, are we prepared as leaders and organizations to engage with the most tech-savvy, socially conscious, and rapidly growing workforce segment?

Generation Z

Born amidst the explosion of technology and experiencing numerous global shifts firsthand, Generation Z is a unique amalgamation of resilience, innovation, and empathy. They've been at the heart of global crises such as economic recessions, climate change, and, most recently, a worldwide pandemic that has uprooted traditional work models. They have seen the world change and evolve rapidly, which has inevitably shaped their perspectives and expectations from the professional world.

Generation Z is a unique demographic cohort, the first to fully come of age in a digital era (sorry, Millennials - you are not really the "digital natives". Gen Zers and Alpha Gen are!). Internet accessibility, smartphones, and social media platforms have been integral to their upbringing, making them tech-savvy, socially aware, and remarkably adaptable, thus blurring the traditional lines between work and life.

Reports show that most Gen Zers believe that a company's technological savviness would influence their job interest. This statistic underscores the importance leaders must place on maintaining a technologically advanced workplace. Recognizing and understanding these traits is a vital initial step for leaders and HR professionals. Through this understanding, they can create an inclusive work environment that attracts, engages, and retains this crucial workforce segment.

In addition, and even more important than technology, Gen Zers highly appreciate diversity, equity, and inclusion. They prefer workplaces that represent a broad range of voices and experiences and are unafraid to question practices that don't align with their views on diversity and inclusivity.

Decoding Gen Z: Insights Beyond The Digital Realm

These are some of the unique ways to engage Gen Zers:

  • Always connected: Do you have the digital tools that Gen Zers can utilize for professional development? Born into a world where the internet is always within reach, Gen Zers are fluent with technology. This fluency stretches beyond merely using digital tools - they understand and leverage these platforms for personal and professional development
  • Ethical consumers and workers: Is your organization aligning its values with the expectations of Gen Zers? The Deloitte Global Millennial Survey highlighted that nearly half of Gen Zers respondents consider an organization's ethical and moral values when making job decisions. This generation doesn't compartmentalize their values - they extend these into their consumer habits and their expectations from their employers.
  • Desire to feel safe: how safe do Gen Zers employees feel in your workplace? Coming of age during economic instability has led to heightened importance placed on job security. Stability, for them, translates into fewer anxieties and an ability to plan for their future confidently.
  • Authenticity: does your leadership style resonate with Gen Z's need for authenticity? Gen Zers prizes authenticity. They prefer transparent interactions and leaders who aren't afraid to show vulnerability. Leaders who acknowledge their mistakes, ask for feedback and are forthright about their experiences command respect from this generation.

People Leaders: Charting the Course for Gen Z Engagement

When leading Gen Zers, a fresh strategy is in order. They're a different breed, a group requiring a custom-made approach to meet their unique demands. Don't get us wrong, though. They are as diverse of a group as any other generation and it would be a monumental mistake to lump them all together in the same pile, just like so many corporate leaders (and the media) tried to do for years for Millennials. Nevertheless, there are some unique ways that together can be very effective to engage Gen Zers. There isn't a "one-size-fits-all" (just like there wasn't for Boomers, Gen Xers, Millennials, or any other generation) and you will have to use a variety of strategies. But here you have some ideas:

  1. Go Digital and embrace flexibility: Generation Z isn't tethered to the traditional 9-5 office setup. A survey from the Workforce Institute at Kronos found that Gen Z workers want flexibility, with 53% of respondents stating they prefer to work more hours over fewer days, while 35% prefer to make their hours. Raised in a digital world, they've got the tech-savviness to work anytime, anywhere. If we, as leaders, can champion remote work and flexible hours, we're hitting the right chord with Gen Z's work-life blend expectation.
  2. Crafting a culture that cares: Gen Zers seek more than just monetary compensation. They yearn for a sense of purpose, a connection to what they do. Let's demonstrate that our company values align with their world views. By championing Corporate Social Responsibility (CSR) initiatives, ethical conduct, and inclusivity, we show Gen Zers their work has a broader impact.
  3. Nurture the love for learning: A Gartner research states that 40% of Gen Z employees consider learning and development opportunities top considerations when selecting an employer. Gen Zers are a curious bunch with an appetite for knowledge. To retain them, we need to feed their hunger for learning with a mix of structured training programs, mentorship opportunities, and hands-on experiences come into play. It's about cultivating an environment where learning never stops.
  4. Emphasizing Transparency and Authenticity: Gen Zers crave honesty. They appreciate leaders who can show vulnerability and communicate openly. By making transparency a leadership hallmark, we create an environment of trust and engagement that Gen Z respects.

With the above in mind, it is crucial to run the following assessment:

  • Are you ready to promote remote work and flexible schedules?
  • How can you make Gen Z feel that their work matters?
  • Are you fostering an environment that fuels Gen Z's curiosity and ambition
  • How often do you engage in clear, candid, and regular communication?

The Role of HR in Engaging Gen Z

  1. Talent acquisition: HR teams are tasked with a new kind of talent acquisition, one where the organization's commitment to ethics, social justice, and climate action needs to shine through in job descriptions, interviews, and onboarding processes. The recruitment process should scream "we care about what you care about" to resonate with the socially conscious Gen Z.
  2. Learning and development: Gen Z comes with an innate curiosity and a hunger for growth. Our HR professionals must constantly innovate to feed this curiosity, offering a rich buffet of learning opportunities. From formal training and online courses to mentoring programs and peer-led workshops, HR teams should promote a culture that encourages continuous learning and skill enhancement.
  3. Policy-making: Gen Z is a generation that values flexibility and digital-friendly environments. HR leaders, you're the policy-makers who can turn these desires into reality. Think out-of-the-box, reimagine work schedules and promote remote work possibilities. Let's construct policies that accommodate and celebrate the digital adeptness of Gen Zers.
  4. Promoting Transparency: The word on the Gen Z street is 'authenticity.' They value honest, straightforward communication. So, let's tear down the walls, remove the jargon, and foster a culture where conversations flow freely. HR can pave the way for a transparent, inclusive culture that appreciates and welcomes feedback and candid discussions.

This is not an exhaustive list, but they are four pillars that can serve as a guide for HR professionals to usher in a work culture that doesn't just attract Gen Z but also motivates, engages, and retains them. The primary aim is establishing a workspace where Gen Z feels valued, heard, and empowered to drive change.

Moving Forward

Every generation brings its unique flavor to the workplace, and Gen Z is no exception. They're stepping onto the stage with their unique perspectives, tech-savviness, and a burning desire to make a difference in the world. As leaders and HR maestros, it's our role to guide, shape, and harness this energy to ensure our workplaces are diverse, inclusive, and, more importantly, future-ready.

The call to action here is clear. It's about appreciating Gen Z's distinct traits, embracing their aspirations, and weaving them into the very fabric of our organization to start the journey, not a quick fix. It's a process that demands continuous effort, evolution, and adaptability.

After all, it's not just about understanding Gen Z; it's about evolving with them.

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As a parent of two Gen Z’ers entering the workforce, this article nailed it. As a operations leader over three decades, this engagement isn’t limited to Gen Z.

BIKASH NAIK

Selection Specialist at IBM | Ex Unify Technologies | Ex IBM | B.Tech @GIET | M.Tech @IGIT | MBA @CUO in Finance and HR |

1y

#interested

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Tracie Sponenberg

Keynote Speaker | Former Chief People Officer, now Distribution industry consultant | Brand Partner | HR Tech & AI Advisor | Connector & Introvert | Fiercely People First

1y

Excellent article Enrique!

John Myers

People strategy and inclusion | WGEA gender equality | Closing the gender pay gap | Diversity, Equity & Inclusion (DEI)

1y

Great paper. Love the statement that "The primary aim is establishing a workspace where Gen Z feels valued, heard, and empowered to drive change.". Whilst a growing number of organisations communicate diversity, equity and inclusion in their vision, mission, and value statements very few incorporate DE&I into their group strategy effectively. Inclusion is neither evident in their group strategic objectives nor is anyone outside the C-Suite involved in the design of the strategy in any meaningful way. This causes an organisational disconnect between purpose and strategy. #strategicinclusion can provide the required alignment between people, purpose, and performance.

Charles Patterson

President & CEO @ Three Rivers HR Global Consulting LLC| Global Executive Search, Organizational Development(OD), HR Research and IT Consulting

1y

Great paper

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