"To meet the expectations of Gen Z, companies must adapt. For companies aiming to attract, retain, and engage young employees, bridging generational gaps becomes essential to prioritise human connections and align with Gen Z's preferences."
By Raine St.Claire
Generation Z is projected to make up 27% of the workforce by 2025.
This generation is characterised by its remarkable diversity and has not only been shaped by these factors but has also actively participated in significant social movements and structural issues.
To meet the expectations of Gen Z, companies must adapt. For companies aiming to attract, retain, and engage young employees, bridging generational gaps becomes essential to prioritise human connections and align with Gen Z's preferences.
Engaging the Gen Z workforce
In their commitment to social change, Gen Z has taken on essential roles in various movements, fighting against racism, discrimination, sexual harassment, gun violence, and the escalating climate crisis. The widening income gap has also cast a shadow over upward social mobility, making it increasingly elusive.
The influence of Gen Z is shaping societal norms, impacting workplaces, and even affecting election outcomes. Within their professional roles, Gen Z employees bring their unique values and priorities, particularly their desire for transparent recognition and incentives. Their efforts are making a profound impact.
Understanding the new generation the power of purpose
A corporation's purpose, its raison d'être, emerges as the most potent tool for meeting the intrinsic needs of this new generation. Purpose guides decision-making, nurtures shared values, and facilitates individual mastery. Adapting the employee experience through the lens of purpose is essential. To effectively engage and motivate Gen Z workers, corporations need to understand their unique needs through a human-centric approach. The universal psychological needs of autonomy, belonging, and mastery have distinctive implications for these generations in the workplace.
Gen Z, raised with limitless access to information, seeks autonomy in decision-making. Encourage their motivation by adapting management styles, allowing room for exploration and process improvement. Leveraging their strengths, such as tech-savviness and social connectivity, aligns them with organisational vision and boosts engagement.
A deeper sense of connection is crucial for Gen Z. Studies show they view work as an extension of their identity and prefer organisations that share their values. Purpose acts as a rallying cry, fostering emotional connections among employees and with the company.