Generation Z: What to expect?
Generation Z, born in the years 1990-2000, is now arriving on the job market. Beyond prejudice, how can you take the specific characteristics of these young employees into account and successfully integrate them into your business?
Generation Z—born in the years 1990-2000—is starting to enter the working world. Integrating the members of this generation—known as the “Millennials” for being born near the dawn of the new millennium—is not without difficulty. One logistics platform manager, for example, had to invent a points system to make sure that his young subordinates arrived on time—a problem he had never previously encountered to that extent. Another manager was irked at being contradicted by a new recruit in front of his team and direct superior. A senior official regrets: “They don’t have any respect for authority, unless they think you can help them in their career.” Is this a generational gap issue or do young people simply have a problem adapting to the demands of the working world? How does this generation differ from its predecessors? Why does it provoke so many irritated reactions in the workplace?
To answer these questions, the authors of What Millennials Want from Work conducted a study of 25,000 Millennials in 22 countries. The objective was to identify who these Millennials really are and to understand how to help them successfully enter the workforce. A first observation shows that this generation, exposed to diversity and the whole world from a very tender age, is fairly homogeneous from one country to another. The newest generation also seems to be much more complex and rich than appears on the surface. Do young people seem disengaged? It actually turns out that they want motivating work that offers development opportunities and lets them make an impact on society. They want to be autonomous, recognized and able to benefit from flexibility in organizing their time. Who wouldn't subscribe to such demands? Indeed, preceding generations share the same legitimate expectations.
The apparent paradoxes specific to the new generation certainly pose a true integration challenge. But some inherent features of this generation turn out to be key drivers that can facilitate necessary business transformation. Generation Z has assets that it doesn’t always know how to put to good use. How can you help your youngest employees make the most of these assets?
the synopse (8 p.)
VisitorI want to buy
this synopsis (8 p.)
Dare talk about prejudices
To manage diversity effectively, it is necessary to dispel the taboo that often surrounds prejudices. How can we identify them and counter their harmful effects?
Fostering a more inclusive culture
Diversity, equity and inclusion are invaluable and complementary assets for companies. But converting good intentions into concrete action is far from easy. How can we move forward while avoiding missteps?
Not Everyone Gets a TrophyBruce Tulgan
Better understanding the behavior of generation Z and taking it into account in one's managerial practices.
What Millennials Want from WorkJennifer J. Deal, Alec Levenson
A survey conducted among many generation Z employees, which allows to better identify the behaviors and expectations of these Millennials.
La Grande InvaZion
A study of generation Z to gather their expectations vis-à-vis the world of work—which serves to debunk some common preconceptions!
Millennials: Burden, blessing, or both?Joanna Barsh, Lauren Brown, Kayvan Kian
This article shows that businesses can gain from relying on Millennials to help their organizations change for the better. It also provides practical tips.
Génération Z : comment manager les moins de 20 ans ?Francis Méléard
Managers of generation Z are advised to be flexible concerning work methods, but intractable on the objectives to be reached, and present for their team members over time.