Gen Z has made its way to the workforce with other expectations on what a good job should be. Younger employees are raising more questions concerning flexibility, purpose, management, development and work-life balance. They are not ready to believe that hard work is commitment due to long hours.
This is termed as a Gen Z issue. However, things are in fact more interesting. Individuals born in different periods have different expectations regarding work. Gen Z has joined the workforce in a time of technological transformation, an increase in the cost of living, the shift in thinking regarding careers, and more conscious of personal wellbeing.
Being aware of such differences enables employers to establish a workplace attracting and retaining younger talent.
Past generations were commonly educated that one had to sacrifice in order to have a successful career. Staying late, working with a single employer over a long period and prioritising work over personal plans might be regarded as commitment.
Trade-off is a question to many Gen Z workers.
The thing that they emphasise is not hard work, but the belief that one must always work hard before anything in life.
They desire being good at what they are doing, have a good salary and progress in their careers. However, they will also question how a job provides sufficient time to have relationships, health, and interests and a life beyond the workplace.
This does not imply that they are not ambitious. They simply have an expanded definition of success.
Gen Z experienced the use of smartphones, instant communication, online education, and online services. Verses of waiting days to obtain information may seem unnecessary considering that most information may be obtained within seconds.
This experience influences work expectations.
Employees desire straightforward digital systems, prompt communication, adaptable working devices and sensible processes. Younger employees wonder why things are done that way when an organisation is using outdated technology or they are involved in unnecessary paperwork.
They are less accommodating regarding inefficient systems with the justification that they have always been there.
The way things are managed is significant for the younger employees. A working environment where workers are supposed to obey commands without any consultation, can be frustrating.
Gen Z appreciates managers who are open and explain why things are the way they are, offer feedback, listen to employees and respect them.
They also feel freer posing questions such as why? However, questions can be asked to enable organisations realise issues that the older cultures in the workplace might have overlooked.
Good managers must not fear such questions. They must apply them to come up with improved conversations.
Salaries are still relevant particularly when living standards are high. However, it is not always the case that an employee is interested in working because of salary.
Several younger employees would want to know what their organisation is. They might be concerned how an organization treats its employees, clients, society and the environment.
They just wish having their work meaningful.
Having a definite purpose helps simplify routine tasks and make them inspiring.
Previous generations measured career success by long service in a single firm. Gen Z is not as likely to believe that working with a single employee is the safest way to go over decades.
Industries develop rapidly, skills are becoming outdated quickly and new opportunities emerge with the help of digital networks.
Younger employees might switch jobs because they think they have ceased learning or developing. That should not be automatically assumed by employers to disloyalty. Sometimes, it indicates there are gifted individuals desiring opportunities that they are not able to visualise currently.
When an employee is stuck in their job, it becomes unattractive. There is easy access to online courses, tutorials, communities and information in employing Gen Z. Learning does not have to be confined to formal classes.
This increases expectations regarding the development of professionals.
They will be inclined to remain when they have the opportunity to see how modern employment ties with future employment.
Employers are thus advised to discuss growth at an early age as opposed to when an employee has turned into an explorer.
Companies do not have to re-design each work environment for Gen Z. They must comprehend the demands of younger employees.
Effective communication, equal treatment, adaptable choices, effective technology, growth, and achievable workload are positive workplace behaviours to all individuals.
A significant error is considering Gen Z as a challenging generation which has to change. Each generation is working with different experiences. Employers have continuously been forced to adapt with societal changes.
Work is not something that is being rejected by Gen Z. It is challenging traditional concepts on what good work is supposed to be like. Such distinction matters significantly.
It is unlikely that the habits of one generation will be used to construct future workplaces. It will be influenced by amalgamating experiences, emerging technology, evolving demands and a greater discussion around the role of work in life.
For employers, it does not mean lamenting that young workers are not like them. One must realise why they are not similar and determine which changes can transform the workplace and make it favourable to everyone.
Gen Z might not desire working similarly as the past generations. This is not a weakness. It can indicate change of workplace itself.
