Opinion: Gen Zers are confusing employers – here’s what to know

Generation Z contradicts itself – according  to multiple recent studies and synopses, anyway.

For example, one analysis says Gen Zers rank professional development high and they’re hungry for it, while another gives low ratings for their motivation and effort. Another study says they’ll stay loyal to a company that invests in them, and yet they’re statistically the least engaged at work than any other generation.

So, what to make of this youngest, and highly populated, generation? You’re likely working with some or will be soon, perhaps hiring or managing them.

Pew Research Center – which has done extensive studies on the generations, particularly millennials, aka Generation Y – defines Gen Z as those born in 1997 or later. Some researchers cut off the birth years at 2012 (the recognized start of Generation Alpha). So, today, the oldest among them are turning 26.

I’ve received multiple recent story pitches from national outfits centered on understanding this generation. That’s not surprising, considering Gen Z cumulatively is projected to earn $33 trillion, or a quarter of all income globally, by 2030, according to fintech company Kasasa.

As the post-millennial generation, they are different. Think about this: Coming of age in the aftermath of the Great Recession, Gen Zers have been influenced by a global pandemic, nonstop social media, political and social divisiveness, and environmental and racial movements.

These things matter in the workplace. A Deloitte study puts it this way: “Entire industries and businesses will rise and fall in the wake of the Generation Z.”

My experience has been positive. Perfect? No, but that can’t be said of any generation.

The same can’t be said of a survey of 1,300 managers and business leaders conducted by ResumeBuilder.com.

The findings were harsh:

• 49% say it’s difficult to work with GenZ all or most of the time – and the top reasons are they lack technological skills, effort and motivation.
• 65% say they more commonly need to fire GenZers than employees of other generations.
• 12% have fired a GenZer less than one week after their start date.

But there is hope – which, coincidentally, is an identified trait of Gen Zers.

Harvard Business Review earlier this year published seven strategies for managers to connect with and leverage the values of this young, working generation:

1. Increase information-sharing to alleviate fears of uncertainty.
2. Show them paths to career progression to incentivize them.
3. Explain how their individual contributions matter.
4. Give them room for autonomy to keep them motivated.
5. Provide specific, constructive feedback to demonstrate that you are invested in their success.
6. Harness community and connection to engage and empower them.
7. Prioritize wellness and mental health to show you care.

These tips are good for any generation in the workplace, and your business may already be able to check off some from the list. But it does pinpoint the ideals key to Gen Z at their work and in their world.

Because to them, the world is in their hands. For the time being.

Springfield Business Journal Editorial Vice President Eric Olson can be reached at eolson@sbj.net.