The workplace landscape is changing. As you've probably noticed already- young people are taking over; with many workplaces hiring more workers born between 1997-2013 (also known as Generation Z/Gen Z).
Consider that youth unemployment is at its lowest for over twenty years. BUT, hold the applause, as this should be put against the backdrop of the increased employment opportunities post-COVID, and the fact that 16-24 year olds still hold the top spot for the most unemployed.
Okay, sorry fellow Gen Zers, maybe that was bad of me to build you up just to tear you down. However, all is not lost...
So, what can we expect?
The main noticeable (and probably most obvious) aspect of Gen Z's in the workforce is their lack of work experience. Accompanying this is a decreased desire to complete repetitive tasks; offset by having a strong adoration for continual progression and innovation. Gen Zers also have an amplified need for support and additional training/development, and subsequently, when these needs are not met, the response is to seek alternative employment (thus making them hard to retain). The positive aspects of Gen Zers, if I do say so myself, include the ability to embrace technology and utilise its capabilities to ignite change. They also have a stronger attitude towards socio-political issues (climate change, racism, gender identity, etc.) and a determination to drive change.
What can employers do to help?
Appreciate that talent takes time to develop The fundamental flaws with the employment process is the idea that applicant experience is taken at face value (on a CV or interview), and if not articulately communicated, can often be overlooked. Dr Carol Dweck (an expert in psychological traits) highlights this masterfully in Mindset, as Dweck posits that people often take time to develop and require support from others to develop high-value traits (such as a growth mindset), that they may not already possess.
Employers should develop talent links with universities
By harnessing the pool of talent that exists within higher education, employers can create direct links into jobs within their organisation, which Deloitte suggests will allow Gen Zers to be matched to the most suitable roles (based on a combination of mindset and skill set).
This may also indirectly contribute to more equitable workforces, as these talent pools that feed directly into roles would place less importance on the recruitment process, and allow more opportunities regardless of age, gender or race. Be willing to accept change
From both a organisational culture and technological perspective, workplaces can harness the qualities of Gen Z by embracing change. Now I don't mean sacking every employee over the age of fifty, but I do mean listening to suggestions that could improve ways of working.
This advice also applies to Gen Zers, as there is a long road of development and career progression ahead, requiring as much support as possible. By taking every chance to listen to our peers, embrace feedback and take positive action to actively improve ourselves; we can take steps towards personal and organisational change.
Setting 'realistic job previews'
Without being too much of a nerd (emphasis on the 'too much'), there have been multiple academics highlighting the necessity to prepare younger generations for the world of work. But that's what work experience is for... And to a certain point, I do agree. But it has to go deeper than that. Schroth notably listed multiple 'job previews' which can prepare young people for the world of employment:
⌛ Set expectations for working hours, travel, and working conditions
😊 Positive and negative aspects associated with the role and working for the organisation
👩💼 Positive and negative aspects of working for the manager
🌱 Workplace culture, potential for growth, and career path
It seems pretty obvious, doesn't it? But it's something that educational institutes have never really got right (at least in the UK that is).
So what's the problem..?
Well, speaking from experience (but by no means being a spokesperson for Gen Zers), the areas of difficulty were mainly in the job application stages. I think we're all familiar with the experience paradox by now, and if you're not, you're in a very enviable position..
Also, as much as I hate using the social media card, it's a contributing factor in these unrealistic expectations of working life (influencer/celebrity lifestyles, etc.), especially when coupled with the younger demographics dominating social media usage. Additionally, Gen Z have been ready for the next stage of technology in the workplace for some time now. The pandemic gave a taster of hybrid roles, and an increased utilisation of technology, but there has always been hesitation when it comes to fully committing to digitalising the workplace. Perhaps the time to embrace change is now.
Concluding thoughts
Employers need to do a better job of nurturing talent to ensure that Gen Z are given the best chance of succeeding in the workplace.
There is also a responsibility from educational institutions to align skills and paint a realistic picture of the working world. These expectations by no means have to be limiting, but there is a real opportunity to funnel talent evenly across an array of industries, and eliminate the likelihood of staff/talent shortages.
There is also a responsibility from Gen Zers to be strong-willed, have a determined mindset and an unrivalled desire to achieve. Easier said than done, but when has anything ever been easy (flips back to notes on the chaotic last two years).
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