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:
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:
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With the above in mind, it is crucial to run the following assessment:
The Role of HR in Engaging Gen Z
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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Operations Leader
1yAs 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.
Selection Specialist at IBM | Ex Unify Technologies | Ex IBM | B.Tech @GIET | M.Tech @IGIT | MBA @CUO in Finance and HR |
1y#interested
Keynote Speaker | Former Chief People Officer, now Distribution industry consultant | Brand Partner | HR Tech & AI Advisor | Connector & Introvert | Fiercely People First
1yExcellent article Enrique!
People strategy and inclusion | WGEA gender equality | Closing the gender pay gap | Diversity, Equity & Inclusion (DEI)
1yGreat 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.
President & CEO @ Three Rivers HR Global Consulting LLC| Global Executive Search, Organizational Development(OD), HR Research and IT Consulting
1yGreat paper