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If you’re a human-resources professional, you’ve likely spent the last year combing through waves of data about Generation Z.
You probably know the facts: Gen Z includes an eye-popping 72.8 million people born between 1995 and 2010, and the generation’s first college-educated members have now begun hitting the workforce.
But attracting Gen Z is just one part of the challenge. The harder part is convincing them to stay. To do so, you must be prepared to answer their questions, such as How are you going to train me? How will you create a high-tech and high-touch work environment? How will you help me become a leader? What career path can you offer me? You can find answers by looking beyond the “generation” label and developing a workplace that teaches each employee how to work with others from different cultures, experiences and backgrounds.
Gen Z has often been compared to millennials. But that is a misconception because many of the people who research millennials or Gen Z are from older generations, and they see things from their perspective. So, when they look at millennials or Gen Z, they may focus too much on youth or a lack of work experience and miss the bigger picture.
To really analyze a generation, you need to look at the various habits of that generation, as shaped by the world in which they grew up. For example, someone from Generation X (people born between 1964 and 1979) probably had parents who were Baby Boomers (born between 1946 and 1963) and grew up in the 1980s, a time in which pensions were disappearing and when people started to realize you couldn’t work for one company forever. Those are things that profoundly shaped their views on work and life.
Millennials grew up in a time of prosperity, which filled them with optimism and allowed them the freedom to seek a higher sense of purpose, a collaborative environment and a desire to pursue self-development. Gen Z has grown up during the Great Recession, which means they saw their parents’ income fall by as much as 45% during their childhood.
Because of these influences, Gen Z has taken a millennials’ sense of optimism and combined it with realism. Gen Z seeks new challenges, but they’re more likely to seek the security of multiple roles with the same organization. Gen Z tends to be more independent, with 71% believing “If you want it done right, you have to do it yourself.” And although millennials were early adapters to social media and shared everything, Gen Z are digital natives who know the risks of over-sharing and are more selective in what they reveal about themselves.
But here’s the key similarity — and this is true for all generations. We want a workplace to conform to our needs. For Gen Z, that means finding a work environment that stresses personal interaction and digital access. They’ll seek a longer tenure with one company to reap the rewards of their investment, and they’ll want to advance quickly and efficiently through multiple roles. They’ll be willing to start at the bottom, and they’ll want a clear career path aimed at personal and professional growth. They’ll want to work independently and receive frequent feedback. They’ll want to work hard and get rewarded for their performance.
If your company doesn’t sound like it matches this description, then it’s time to change. That change can be scary, especially if you’re in an industry that doesn’t like change or risks. Maybe your industry tends to attract people who are deep thinkers, are conservative and move cautiously. Maybe you like to analyze. But you can’t analyze your way into the future. You must design your way into the future. You must engage with people.
Start by redesigning your business workflows, beginning with recruitment. Trying to recruit by using job descriptions or titles that haven’t changed since 1981 will be as helpful as trying to put an 8-Track Tape into an iPhone X. The way job descriptions were written 35 years ago won’t attract anybody today.
What Gen Z — and all generations — want to know beyond the job description is that they’re welcome and have a place where they can contribute in ways that are recognized as valuable to themselves and others. That starts during the interviewing process. The two biggest interviewing mistakes I see are companies that need employees so badly that they oversell, overpromise and under-deliver, or companies that automate so much of the selection process that they fail to make a personal connection.
Undervaluing the importance of the impression you give in the selection process groups you with every other company in the marketplace. Focusing more on that connection experience — even a little bit — can make a huge difference in both the quality of the candidates you attract and in how quickly new hires learn to be productive.
Think of interviewing as “client engagement.” So, if you’re interviewing eight people for one open job position, make it a priority to leave all eight interviewees with a good impression. That personal touch flips the script on today’s overly automated hiring processes.
Once you hire Gen Z, know you’re hiring a potential leader. Research indicates 72% of Gen Z high schoolers want to start a business. They are natural problem solvers, and they’ll look to you to learn how to lead. Help them accelerate their time to productivity by focusing on these five areas:
Although we can reshape our work environment to engage Gen Z, they also must be active participants. If you are a Gen Z who has recently entered the workplace, here are some helpful tips:
There’s an old saying in the corporate world: “It isn’t personal; it’s business.” Today, that line is woefully outdated, because everything is personal. We must make our work environment comfortable for all generations and to adjust to their needs, so everyone feels welcome to contribute.
Gen Z gives all businesses today the unique opportunity to reshape current roles and build a culture focused on engagement. But don’t do it just to appeal to Gen Z. Do it because it will help people from all generations work together and deliver true transformational change.