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Generation Z is now an established part of the workforce, working alongside Millennials and older generations. As their presence continues to grow, understanding their workplace expectations is becoming increasingly important for organizations.
Watch this video by Sofia Grey, where she explains who these young people are. It’s pretty exciting.
The conventional theory behind generational difference in personalities and motivation is that, each generation is shaped by unique events and conditions resulting in the different ways in which they view the world. This in turn leads to a unique set of behaviors and attitudes. In this blog, we will explore the personality traits of Gen Z, and learn how modern HR technology can help manage the pool of this budding professionals.
Realistic and Pragmatic
According to I4CP’s report, Generation Z: What Employers Need to Know, Gen Z has experienced a post-9/11 childhood combined with the Great Recession, the war on terrorism, school shootings, and climate change, just to name a few markers. They believe that if you’re going to survive or even thrive, you better get real about what it’s going to take. 72% of Gen Z survey respondents said that corporate responsibility is very important to them. And over half (60%) of the Gen Z survey participants said, they would stay at a company for 10 years or more.
Takeaway: Gen Z is looking for long term stability and companies can instill this confidence by a little-bit modification in the onboarding process. During hiring and onboarding, the opportunities of learning and professional development can be discussed with them. HR managers can introduce them with long-serving employees and allow them to work closely with a variety of people and to move up to more responsible positions.
Competitive Racers
The I4CP also observes that parents have instilled the immense sense of independence in their Gen Z kids, which they had learnt during the great recession. As a result, Gen Z is highly competitive and impatient with the speed in which organizations operate. They want to work smarter, not harder. Now if baby boomers expect Gen Z to work 80-hour per week, they are being unrealistic. Gen Z believes that there’s no reason to work 80 hours a week, which means (to them) people are not working smart, expectations haven’t been managed, and the right processes and procedures are not in place.
Takeaway: To streamline processes, Gen Z may excessively rely on analytic tools. It is also pertinent to mention here that half of Gen Z survey respondents prefer their own private work space and 35% mentioned that they would not share work space at all. Does this imply that HR managers may require to devise separate work culture for millennials and Gen Z?
Always Connected
Always connected via advance technology, is the dominant nature of Generation Z. They are the first generation born into a world where every physical aspect (people and places) has a digital equivalent. They have been raised on the ubiquity of mobile phones and have never known a world without the internet. They assume a steady stream of information. The I4CP report precisely explains, “The more high-tech they become, the more they will likely want high-touch.” For example, when it comes to communication at work and feedback from their bosses, 78% say they prefer face-to-face communication, and 85% say that it needs to be straightforward, constructive communication.
Takeaway: HR managers should embrace an HRMS which could keep the Gen Z workforce always connected. There must be separate space for casual and formal communications.
Conclusion
Organizations today bring together multiple generations, including Gen Z, with different expectations, experiences and working styles. Understanding these differences can help HR create more inclusive practices, strengthen collaboration and build a more productive workplace.
