Today, many different areas of business face or will face Gen Z employees, but let's expand on one of the most important questions, are we ready to work with this generation of employees?
There are even four generations working in today's market. Generation Z (1997-2012) workers, Baby Boomers (1946-1964), X (1965-1980) and Generation Y/Millennials (1981-1996). Generation Z will soon overtake Generation Y, which has long been the most employed generation in the world. It is estimated that by 2025 For the Organization of Economic Cooperation and Development in the member countries they will make up 27 percent. the entire workforce.
Since attracting generation Z for many employers today means the need to better understand their values, expectations and priorities, let's try to distinguish what are the characteristics of this generation in the global context, how do they differ from other generations and what is their significance for the labor market? Provides interesting insights this article, so we summarize with our insights:
Digital literacy. Gen Z is the first truly digital generation that grew up immersed in technology and social media. They have strong digital skills and are fluent in the Internet, so it is especially important to provide them with the latest tools and technologies to increase their productivity, collaboration and project management.
Cooperation and values. Gen Z workers especially value diversity, inclusion and social justice. They are actively looking for a job that matches their values. In a general sense, they have a unique approach to career and thus define success in life and work differently. The fostered approach to cooperation, communication, and the pursuit of meaningful work is particularly in line with the growing demand for flexible working conditions and goal-oriented workplaces around the world. Of particular importance here are opportunities created by the employer to collaborate, share ideas and insights on projects and engage in cross-functional teams.
Entrepreneurship and learning. Generation Z is likely already challenging traditional hierarchies and advocating for diversity, equity and inclusion in the workplace. This generation encourages entrepreneurship and continuous learning. If companies learn to adapt to the expectations of Generation Z, harnessing their potential can contribute to a more dynamic, even more engaging work environment. In working on this issue, employers should actively encourage innovative thinking by allowing employees to propose and implement new ideas, thereby tapping into their creative reserve and strengthening employee engagement.
Communication challenges. Because Gen Z tends to prefer digital communication platforms such as instant messaging and social media, it can often be different from the established ways of communicating within a company. It often happens that colleagues find it difficult to "talk" to each other, especially during meetings "face to face" or on the phone, so in solving this issue it is especially important to systematically promote the balance of digital engagement and relaxation, which can help overcome these challenges in the long run.
Work-life balance. Gen Z places great emphasis on work-life balance and prioritizes personal well-being. They seek flexibility in their arrangements and especially value leisure activities, so balancing their desire to have a fulfilling personal life with the demands of work can be a challenge. We need a non-toxic work environment with less competition that promotes good relations within the company.
Career ambitions and the desire for quick results. With a strong desire for growth and career advancement, Gen Z can become frustrated if they perceive limited career and development opportunities within the company. They value continuous learning, company-provided training and desire clear career prospects. Instead of creating strict rules for the organization of work, encourage a combination of work and personal life, and if career opportunities are unclear, encourage communication about the possibility of achieving tangible results, because Generation Z may be more likely to be disappointed when the result "doesn't come quickly". If they can relate their tasks to the wider results of the company and see their impact, their motivation increases significantly and encourages them to continue working sincerely. In other words, here it is important for them to know how their work significantly contributes to the company's success by "connecting the dots" between their efforts and tangible results.
Gen Z sensitivity. Working with Generation Z often finds itself at the epicenter of the risk of work-related burnout, especially if it is more difficult for the employer to provide balanced work conditions. According to the insights of psychologist G. Buinickaitė in this article, it is often emphasized in society that the so-called Z generation is a real sensitive generation. It is true that not only the upbringing of young people or certain changes in society contributed to the formation of such norms, but also many other things, so, according to the psychologist, the sensitivity of the current generation can be understood from several perspectives. "First, they are believed to be quick to take offense even when they are not criticized. Second, they express their feelings very openly. They openly say when they are sad, uncomfortable, they want to leave a meeting or lectures, if they feel offended, they want safe corners in universities and offices, or to be warned if the topic will be of a difficult nature. Addressing the challenges and providing support for their mental and physical well-being is particularly important for employers to address this issue. Despite these challenges, after all, these employees often bring with them a positive outlook on life and new insights that can be useful both for their generation and for any other generation or for the overall well-being of the organization.
So what's tomorrow? Various surveys and studies conducted with Generation Z show that they are more comfortable working in search of the "right principle" compared to older generations of workers. This could mean that the prospects for engagement at work, along with the emergence of future generations, will be of great importance to those organizations willing to adapt and evolve. As younger workers bring a number of unique values, expectations and technological competencies to the workplace, only adaptable companies that foster a purpose-driven work culture through technology and encourage continuous learning will stay ahead.
