Highlights
- According to Deloitte in 2022, around 40 percent of Gen Zs would like to leave their jobs within two years, indicating that fulfilling their aspirations is not easy.
- Gen Z has grown up in a digitally evolved world, where their opinions are instantly amplified online, which has given them a natural sense of entitlement.
- Gen Z is very clear about their work-life balance and does not hesitate to reject toxic work environments.
- While Gen Z may lack strong interpersonal connections, they make up for it with their strong social activism.
At the workplace, the youngest generation, Gen Z, is challenging their managers. They are proving to be more difficult to handle than the millennials, with their tendency to quit silently, their social activism, and their emotional sensitivity. But amidst all of this, could they also be giving us, the older generations, a wake-up call?
By 2025, Gen Z will make up 27 percent of the global workforce. According to Deloitte in 2022, around 40 percent of Gen Zs want to leave their jobs within two years, which indicates that fulfilling their aspirations is not an easy task. However, in our haste to label them as different, we may miss out on their immense talent.
One in five Gen Zs in the world lives in India, and by 2030, they will make up 50 percent of India’s population. In 2023, Deloitte found that work is central to shaping the identities of 49 percent of Indian Gen Zs.
Enough has been said about the factors influencing Gen Z’s behavior in the workplace. They are the first generation to grow up in a digital world, with a natural affinity for technology. They have witnessed global unrest on a scale never seen before, from the pandemic to geopolitical conflicts, capricious economies, and climate change. The Covid lockdowns have shaped their college years or their first jobs, exposing them to the challenges of remote work and the loneliness it can bring.
Employers are now getting to know Gen Z better. It is important to give them what global consultant McKinsey calls ‘main character energy’ rather than treating them as ‘non-player characters’. Some strategies have proven effective.
Gen Z’s awkwardness in the workplace, particularly their lack of soft skills like networking, interpersonal communication, constructive criticism, and teamwork, can be attributed to their remote initiation during the pandemic. To address this, employers are providing more in-person training opportunities, including interactions with senior executives. If Gen Z wants to speak truth to power, they must learn how to communicate like leaders.
Growing up in a digitally evolved world where their opinions are instantly amplified online has given Gen Z a sense of entitlement. According to Deloitte, 50 percent of Gen Z worldwide believes that online experiences can substitute for in-person experiences, and 48 percent spend more time on social media than in the physical world. Employers are harnessing this confidence by matching Gen Z with mentors and projects that allow them to take initiative and gain visibility.
Research shows that information makes Gen Z feel in control of their work. By practicing two-way communication, consistent feedback, fair recognition, and clearly articulating task goals and responsibilities, employers can meet Gen Z’s need to understand the impact of their actions in real time and alleviate their anxiety.
Gen Z’s entrepreneurial spirit is being nurtured through flexible work schedules and opportunities for diverse roles within companies. Rather than assigning them rigid profiles, it is better to give them early exposure to different roles to help them discover their strengths. According to a ThoughtExchange survey, nearly 80 percent of Gen Z prefer a job that allows them to develop various skill sets. Online upskilling opportunities play a crucial role in satisfying their curiosity.
However, their desire for autonomy should not be misconstrued as a call for isolation. It is important for employers to address Gen Z’s overall well-being, beyond just productivity. Gen Z is more aware of the need for work-life balance and is not afraid to reject toxic work environments. To counter the effects of constant screen time and social distancing, it is crucial to create official social events and encourage professional relationships to flourish.
What Gen Z may lack in interpersonal connections, they more than make up for with their strong social activism. They advocate for transparency, equity, diversity, and climate consciousness. This has prompted employers around the world to rethink their company cultures and reassess outdated practices.
According to Deloitte, 77 percent of Gen Z believe it is important to work for employers whose values align with their own. They also consider a company’s ethics and social impact when forming opinions about it. Therefore, it is essential for employers to not only highlight Gen Z’s impact on the company but also how their role contributes to the greater good.
Corporate India is already making significant changes. They are extending diversity hiring beyond just women to include transgender individuals, hiring happiness mentors, prioritizing the use of sustainable materials and waste recycling, and dismantling traditional hierarchies.
Let’s not forget what these digital natives bring to the table – a deep understanding of digital information, connectivity, and gadgets. They have the potential to solve the talent gap highlighted in surveys like the one conducted by Amazon Web Services and Gallup, which found that while 97 percent of Indian companies believe digital skills are essential, 88 percent struggle to find the right talent.
Gen Z’s sense of purpose, their call for openness, honesty, and fairness, their courage to speak up, and their need for work-life balance can inspire older generations to do better. We must be willing to defend the moral narrative of our businesses and abandon outdated and discriminatory practices in order to retain and lead this generation towards becoming strong and capable leaders. Who knows, some members of Gen Z may even mentor us with their unique world view.
About the author: Indrani Chatterjee is the Group Chief People Officer at Allcargo Group.
DISCLAIMER: The views expressed are solely those of the author, and ETHRWorld does not necessarily endorse them. ETHRWorld is not responsible for any direct or indirect damage caused to any person or organization.
