Every generation changes the world of work, from the influx of women into the workforce during World War II to the way Millennials raised awareness of issues like mental health. But Gen Z is coming of age in the wake of an unprecedented pandemic, geopolitical turmoil, and at a time when the climate emergency poses an unprecedented threat to humanity. What they look for at work – and what they will not accept – is likely to have an enduring impact.
Gen Z is struggling with engagement at work and harnessing focused energies of this generation is No Joke! Gen Z garnered a reputation for mistrust of the status quo, disconnection, and impatience, demanding immediate action. Gen Z is projected to make up 27% of the global workforce by 2025 and has already disrupted the status quo. With their unparalleled technological prowess and unique set of values, they bring both excitement and challenges to the workplace.
According to a 2022 Gallup Poll, 54% of Gen Z employees, slightly higher than any other generation, are ambivalent or not engaged at work. As such, it is essential for managers to support their Gen Z employees and earn their full engagement. Here are seven strategies you can leverage to create a team dynamic of collaboration, commitment, and sustained motivation.
To earn the engagement of this group, it will be the need of the hour to build a sense of purpose and a values-based culture which can be leveraged to create a team dynamic of collaboration, commitment, and sustained motivation. Mentioned below are six futuristic people strategies that may be amplified to manage the workforce of tomorrow.
1. Career First – Show them paths to career progression to incentivize them
Gen Z is pragmatic and concerned with job security and advancement – it is no brainer that half of this generation has already witnessed that they or someone in their household had lost a job or taken a cut in pay because of the [COVID-19] outbreak.
Thus, understanding performance metrics, what good looks like, and how to overdeliver is key. As Gen Z are sharing salary information openly with one another, they expect their employers to share the information more openly and affirm organizational commitment to pay equity and career growth. Having conversations about salary and career progression in the open will go a long way with Gen Z.
2. Explain how their individual contributions matter
McKinsey research confirms Gen Z is a purpose-driven generation. Their desire to know how their individual contributions and role in the team help support the organization’s mission differentiates them. They make career choices and purchasing choices driven by the impact these make in the world.
Thus, managers should consider setting up sessions to speak about the team’s vision and impact on the organization. We all need to understand our roles and responsibilities to do our jobs, but Gen Z needs to understand how and why their role matters. HR to adopt the tact of “hyper-personalization” on the goal setting or OKRs will be one remedy here to keep them focused.
3. Provide autonomy at work
Having grown up with unfettered access to information, Gen Z seeks to make informed decisions on their own. They need room for experimentation to prove themselves. Thus, to keep them motivated, flex your management style and give them greater room and autonomy to explore and figure out improvements in work processes.
They might surprise you with a better outcome. Create opportunities for this workforce to lean-in on their strengths such as leveraging technology, social media and their desire for connection. It’s a new way to enroll them in your vision while driving engagement.
4. Feed forward dialogues
Provide extremely specific, constructive viewpoints (no feedback) to demonstrate that you are invested in their success. Elevate your discussions as coaching conversations rather than “tell” mode.
Support them by elevating their situational awareness. For many, this will be the first time working in person – “first job syndrome,” getting direct constructive feedback- “reverse mentoring,” and building professional relationships (only). They might not realize the impact of their actions on the broader team.
Consider having a group discussion or training on how to build resilience and emotional intelligence to succeed in the workplace and how to approach feedback as a life-long self-improvement journey.
5. Harness community and connection to engage and empower them
Author Haidt said: “The more connected a generation is, the more lonely it is.” While this is the most connected generation with technology, social media, and smartphones, Gen Z is also among the most isolated. Most Gen Z employees only know remote or hybrid ways of life. Thus, they have not had as many opportunities to forge deep professional relationships that are often created in person over a period.
HR may consider supporting this generation by creating a mentoring program with Millennial and Gen X employees to bridge across generations and boost meaningful collaboration across age cohorts. In addition, create a peer or buddy program where you pair Gen Z team members together so that they always have someone to contact for support.
This is mutually beneficial, as Gallup Research reports that having a best friend at work is key to employee engagement and job success. It is “strongly linked to business outcomes, including profitability, safety, inventory control and retention.”
6. Prioritize wellness and mental health to show you care
Mental health struggles are a crucial factor impacting Gen Z employees. Many experience anxiety and depression, which affects their work performance. Gen Z’s top wish for their leadership is that they care about well-being and mental health.
EQ and Empathy go a long way to create a shared connection and open avenues of communication and deeper conversation. Then, work to create a culture that allows for vulnerability, open communication, and makes time for mental recovery. Addressing what impacts the team will improve their overall effectiveness and allow you to manage timelines and priorities around mental wellness just as you would for physical illness.
Another opportunity is to offer and support mental health-related employee resource groups (ERGs). When supporting Gen Z employees from diverse backgrounds, it is critical to offer culturally diverse, marry your CSR and employee engagement calendars, to create a deep sense of purpose and belonging.
To empower your leaders to have these rich conversations, provide them with training opportunities to gain experience about mental health-related benefits and policies or communication tools with which they can effectively discuss mental health issues.
Final words
Gen Z can be engaged and retained with support in their professional development by demonstrating your investment in their success, flexing your management style, and communicating inclusively. After all, for Gen Zers, “actions speak louder than words.”
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