Brockville, September 20 - As "Generation Z", or people born from 1995-2010 enter the professional workforce overtaking baby boomers, the professional norms seen in past generations begin to change. Organizations may see Gen Z as young and inexperienced, but have a set of attributes that will benefit organizations. As a human resource management professional moving into the workforce, we must be prepared to navigate the changes that Gen Z brings to retain and develop the workforce, which will carry our economy for the foreseeable future.

Some of the most prominent characteristics of Gen Z will change the workforce include;

Digital Expertise

After growing up in a time of technological growth, Gen Z has been defined as flexible and resilient. They are the first generation who have lived with the Internet and are confident in their technological abilities.

Change Drivers

Gen Z has seen multiple socioeconomic changes in their lifetime. From the 2008 global recession to the COVID-19 pandemic, there has been an increased appreciation of job stability, with an emphasis on self-care and work-life balance. With growing wage disparity and concerns about living costs, money is a prominent factor in career progression. Gen Z has also inherited complex problems such as climate change and racial injustice, with a deep care for an organization's corporate social responsibility.

Entrepreneurship

Gen Z has a strong entrepreneurial spirit, leading to the rise of young and amateur businesspeople. An interconnected technological world has allowed Gen Z to move into territories where, in the past, the barriers were too high to enter and reserved for those with wealth and expertise. Many express interest in starting their own business to help initiate change, and enhance adaptability. the questioning past systems allow for room for invention and revolution.

Pragmatism

Gen Z are self-drivers, due to their experience with rapid technological growth. Adopting a strong sense of self-agency, they have the skills to figure out problems and question how things have been done in the past. They are concerned with efforts' usefulness, making them valuable to any organization. Their characteristic of questioning how things have been done in the past helps organizations move forward to modern processes. However, this also means that Gen Z does not always consider older generations' experts.

Gen Z is optimistic that they will be prepared to weather the workforce. However, they are less confident that HR leaders will do the same effectively.

Here are some ways that HR leaders can prepare for Gen Z include:

Communication and Transparency

Gen Z requires a strong sense of contact and clearness between themselves and the management of an organization. Having a structured job description that defines job responsibility and delivering feedback on how their contributions influenced the organization will alleviate their worries about not fulfilling objectives or underperforming in their positions. Additionally, information sharing is vital to alleviate their fears of uncertainty, as they have experienced mass layoffs in the COVID-19 era.

Career Development

Gen Z worries jobs will lack growth opportunities. Institutions must enclose career progression and be invested in the success of their employees to incentivize and engage workers. Due to their entrepreneurial spirit, organizations must support progressive growth to retain Gen Z employees. For example, Gen Z is interested in on-the-job learning and education programs.

Many Gen Z are interested in operating a part-time venture, and having flexibility in their position will help fulfill this entrepreneurial need.

An organization can continue to offer a work-from-home model, helping employees create realistic schedules and ensure they are taking on an appropriate number of assignments.

Human Connection

Although the hybrid model is becoming the norm for organizations and preferred by much of the workforce, organizations must still balance technology and human connection. Gen Z is well accustomed to communicating through online platforms, but many prefer face-to-face interactions. Management must be careful not to favour those who work in person and to ensure that hybrid and online workers are included and valued. A sense of community in an organization is essential to engage and empower employees. To prioritize mental health and wellness among their employees, organizations can use a people-centred approach and a precedent of communication and transparency.

"Gen Z has already shaken things up, but they're not here to break things. They bring a unique blend of talent and bold ideas that can rejuvenate any workforce," comments Geoffrey Scott, senior hiring manager at Resume Genius on the topic of Gen Z's place in 2024's workplace. HR professionals must adapt to the unique characteristics and expectations as Gen Z dominates the workforce. Organizations that understand and support the values of this generation will be better positioned to retain talent, drive innovation, and remain competitive in an evolving marketplace.

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