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Is Remote Work Failing Generation Z?

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When the pandemic arrived in 2020, everyone’s definition of work changed in a heartbeat. Most people headed home, leaving their offices, cubicles, water coolers, and daily commutes behind. After making it through that massive disruption, employers found an even tougher challenge on the other side. They’ve had to figure out how to sustain a positive, productive work culture outside of a shared space. Even now — more than 3 years later — many HR and business leaders still haven’t filled in the blanks. But the delay isn’t helping anyone, especially Generation Z.

What exactly is happening here? And what are the implications? Let’s take an in-depth look at what employers should consider…

Why Generation Z Matters

It’s not surprising to learn that what we know about Gen Z on the youngest members of our workforce.

Imagine starting your first adult job at home. You have no peer relationships or experience in how to navigate organizational life. Think about how overwhelming it would be to move through each day without knowing how to find context, where to look for the right resources, or who can most easily steer you in the right direction. But this has become a norm for all too many younger workers.

No one recruits people to fail. And despite a shaky economy, talent is increasingly hard to recruit and retain. So employers are understandably concerned about onboarding and upskilling Generation Z staff more effectively in today’s remote work environment.

What’s the Next Step for Employers?

Some organizations already had a head start on this new world order. For example, virtual teams have long been what we know about Gen Z. This company continues to improve remote work processes and systems. And recently, Buffer has focused on preventing issues that keep recent graduates from succeeding as new hires.

Buffer is the exception rather than the rule. Most companies had not considered challenges like these before the pandemic, so they were totally unprepared to support young hires in a remote climate. Now, organizations everywhere are actively seeking insights so they can make it work.

Unfortunately, useful data about key issues and best practices is still limited. But smart employers are thinking ahead, so they can minimize negative consequences. For instance, it’s especially important to consider how remote work potentially limits access to equitable opportunities for career growth and development among younger workers.

Here’s a central question to address: “Compared with recent generations, do our Gen Z employees have what we know about Gen Z and develop in their careers?”

Defining Generation Z

When talking about how young people are affected by remote work, we want to be clear. This group includes working-age people born after 1996. This aligns with Pew Research, which selected 1997 as the starting point. Before then, Gen Z was too young to be affected by political and cultural changes that notably influenced Millennials.

Currently, Gen Z and Millennials are experiencing very different life stages. Therefore, when researching these groups, it’s important to apply different measures of security, financial stability, and so forth.

For example, many Millennials are starting a family, buying a home, and settling down. Meanwhile, Gen Zs are finishing high school or college, moving out of their parent’s home, getting their first job, and becoming more independent.

Gen Zs are the definitive internet generation. All members of this cohort were born after the internet became widely available, and they came of age surrounded by the abundance and complexities of social media. Theoretically, Gen Zs are ready to thrive in a highly connected business world. But are they ready to thrive in a remote-first world? 

Remote Work Benefits for Generation Z

Remote work has created an unprecedented opportunity for people who want more autonomy because they can more directly manage their work schedule, location, office set-up, family time, and more. So understandably, remote work is popular among older workers who want to improve their work-life balance. But what about Gen Z?

Here are some reasons younger workers value remote work:

  • Lower commuting expenses
  • Less commute time (and more time for other priorities)
  • More professional opportunities for people with accessibility needs (when commuting is difficult or impossible)
  • More time/flexibility to pursue further education while earning an income
  • Potential to work for multiple employers at once (increase income and expand skills faster)
  • Likely exposure to a more diverse spectrum of people across roles and geographies (compared with onsite jobs)
  • Reduce the risk of toxic management (because behavior is captured in communication channels such as email, slack, and Zoom calls)
  • Freedom to reduce stress by taking breaks for self-care, or spending time with family/friends
  • Potential to start a family at a younger age (if desired) by leveraging flexible scheduling
  • Ability to take time for caregiving, if older or younger family members are at home

Remote Work Risks for Generation Z

Although Gen Z can benefit from remote work, there are downsides, as well: 

  • More obstacles to informal learning. Fewer chances to overhear and join relevant conversations, discuss questions in the hall and on breaks, or be invited to meetings and activities on-the-fly
  • Fewer 1-on-1 relationship-building opportunities
  • Lack of face-to-face community connections
  • Risk of isolation
  • Missed opportunities for on-the-job learning (skills and institutional knowledge)
  • More difficulty finding support networks and career networks
  • Threats to personal time (Digital days at home may start earlier and end later than normal)
  • Potential for increased stress if micromanaged from a distance
  • Zoom and screen fatigue
  • Pressure to create a proper workspace, even if it’s not affordable for a young person
  • Higher out-of-pocket expenses (equipment/workspace, internet, phones, hardware)
  • Regular remote office distractions that affect focus and concentration (for example, neighborhood construction, power outages, housemates)
  • Greater burnout risk (from a persistent lack of boundaries, unclear scheduling, or unrealistic expectations)

Long-Term Equity Implications 

Some of the problems noted above could have a serious, lasting impact on young workers’ professional and personal lives. For example, without in-office experience, Gen Z staff are more likely to suffer from a lack of mentorship, advancement opportunities, informal learning, and professional community.

In addition, remote and hybrid work models often blur the lines between home and work. If you’re home, you could be working. And if you’re working, you could be doing something else. Distractions are all around. Is this decision fatigue or a lack of discipline? When remote workers don’t separate these roles at the start of their careers, boundary issues can potentially follow them all the way to retirement.

That’s why it’s especially important for business leaders, managers, and older team members to understand why remote Gen Z workers need extra support to establish a foundation for success.

Remote Work FAQs

Why Do Employers Oppose Remote Work?

Some employers don’t support virtual teams because they have multiple business concerns. They may expect the worst: weaker productivity, collaboration, informal learning, and a loss of tribal knowledge. Or they may be concerned about employee wellbeing: increased isolation, stress, and disengagement.

Has Remote Work Decreased Productivity?

Depending on an organization’s workload and scheduling, remote work can lead to a decrease in productivity. Employees may be more distracted when working remotely, or if their workspace is chaotic they struggle to focus.

Many other factors can reduce productivity in a remote or hybrid work setting, so this is an important consideration to discuss openly on an ongoing basis.

Why Is Remote Work So Exhausting?

Remote work can feel exhausting, especially if you haven’t established a clear separation between work space and home space. Juggling these blurred lines can add a psychological load that increases stress and eventually leads to exhaustion.

Setting People Up for Success

Given what what we know about Gen Z and remote work, how can employers create a culture that helps young workers feel comfortable working at your organization? It may seem like in-office work is the best answer for anyone at the start of their career. However, some digital solutions can make remote-first teams feel more connected, supported, and included. For example:

  • Establish consistent office hours
  • Encourage everyone to rely on collaborative communication tools
  • Practice knowledge sharing as a way of working
  • Build and promote remote-first mentorship programs
  • Regularly ask Gen Z workers and managers open-ended questions about what is working (and what is not)
  • Schedule periodic digital water cooler chats and invite everyone to suggest agenda ideas

It’s important for leaders to build on what many of us have learned about remote and hybrid work over the past few years. Challenge yourselves and others to think outside the box. Put yourselves in the shoes of each employee — not just younger people — and think of ways to help everyone feel more connected and included. Experiment. Hold on to what works, and integrate it into your culture.

Image by Vladim Kluchnik

Attract the Best: Help Gen Z Workers Thrive in the New Workplace Normal

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According to CNBC Make It, “Millennials and Gen Z currently account for slightly over a third of the workforce.” In the next decade, they expect that figure “to shoot up to 58 percent, making the youthful generations the most dominant in the workplace.” So how can employers help Gen Z workers thrive?

Members of Generation Z are the youngest group in the current workforce. Many Gen Z workers’ first work experience abruptly ended or was postponed altogether when the COVID-19 pandemic hit. To reboot their careers, they’ll lean on companies that feature modern recruitment techniques, flexible work, and opportunities for advancement.

As an employer, you will have to plan how you can best create an inviting and welcoming work environment for Gen Z employees. You’ll also need to think about how you can prepare them for thriving through future uncertainties. To help get these thought processes started, here are four ways businesses can help Gen Z workers thrive in the new workplace normal.

Four Ways Businesses Can Help Gen Z Thrive

Gen Z workers are changing the way companies recruit, retain, manage, and develop their employees. The next generation of workers fosters an entirely different set of values, needs, and priorities than their millennial, Gen Y, or baby boomer cohorts. These include high demand for flexibility, a modern benefits package, and a desire for independent work models, among other values.

To help Gen Z workers thrive in the new workplace normal, here are four things you can do right now:

Implement advanced technology.

Generation Z grew up with technology a part of their everyday lives. The way they connect, communicate, and navigate this world depends on their efficient use of the best technology offered. An employer that provides high-quality technology to Gen Z aids their comfortability, productivity, and enthusiasm for their job duties.

However, it’s best to implement advanced technology while still prioritizing the impact of face-to-face collaboration with other workers. Inc. states that “More than 90 percent of Generation Z prefer to have a human element to their teams, either working solely with innovative co-workers or co-workers and new technologies.”

With the Gen Z workforce priding themselves on being highly tech-savvy, you must meet their technology expectations throughout your company:

  • Productivity tools like Google Suite and Trello
  • Collaboration tools like Slack and Asana
  • Business software like Quickbooks and Hubspot
  • New computer monitors and/or portable laptops for remote workers
  • Tablets and updated cell phones
  • Updated shipping stations
  • New and efficient manufacturing equipment

Create flexible work schedules and job descriptions.

Gen Z workers support companies that see the value in flexible work schedules and adaptable job descriptions. When employers don’t confine this young generation of workers to an office, traditional 9-5 schedule, or monotonous job descriptions, their productivity soars.

Companies scattered around the world were experimenting with fully remote work and hybrid schedules before the COVID-19 pandemic. Statewide stay-at-home orders issued across the country fast-tracked a full implementation, and business owners were pleasantly surprised in terms of engagement, work quality, and profitability.

Avoid workplace burnout, absenteeism, and presenteeism by offering the option to work from anywhere in some capacity. Go a step further and provide potential workers the opportunity of freelance, contract, or part-time work should it fit their needs better. You’ll soon see a return on investment in the form of productivity and cost efficiencies.

Understand their values.

When the company they work for understands what they value, Gen Z workers thrive in the new workplace normal. Trust, pay, and culture are currently some of the essential values of Gen Z workers:

  • Trust matters because it drives the workforce and company forward
  • Pay because they value financial wellness
  • And culture because they appreciate a positive, supportive work environment

You should also build a diverse and inclusive workforce to retain Gen Z workers. They value working with people of all ages, genders, cultural backgrounds, economic statuses, and so forth. After all, every aspect of diversity brings a unique element to the team. They’re also attracted to companies actively improving social and environmental challenges like:

Speak with each of your employees. Find out what’s most important to them. Then restructure job descriptions based on said values to attract more top talent, drive performance, and enhance innovation.

Offer intentional career development.

With a rapidly changing workforce, it’s now considered a requirement to enable workers’ development personally and professionally. While baby boomers put the ball in their company’s court as far as professional development, Gen Z workers feel responsible for their growth and advancement.

They’re enthusiastic about advancing their skill set and receiving feedback that challenges and elevates them. Sixty percent of Generation Z-ers want weekly, if not daily, check-ins from their manager. They want to work for companies that also understand that skills require constant nurturing. And Gen Z migrates toward employers that deliberately focus on effective talent development. So ensure you’re offering employees various training opportunities – in-person and virtually. And give them the option of mentorship, guided self-education, formal training by a company leader, and an occasional direct connection to founders and executives

Are You Ready to Help Gen Z Workers Thrive?

The youngest generation is taking over the workforce at a rapid rate. Want to attract the best of them? Want to help Gen Z workers thrive in our new workplace normal? Offer talent development opportunities, understand their unique values, create flexible work schedules and duties, and implement advanced technology throughout your business.

Photo: Tumisu

Recruit Top Talent With Tuition Assistance Programs

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What do Apple, Disney, Verizon, Google, and Starbucks have in common? They’re all multi-billion dollar companies, and they all offer tuition reimbursement to their employees. And they’re showing that a company benefits by paying fees for their employees’ education. Tuition assistance is a win for both employers and employees.

A Growing Trend in Employee Benefits

Tuition assistance programs are a type of employee benefits in which the employer pays for a predetermined amount of continuing education costs for their employees. Assistance may come in the form of reimbursements for tuition, fees, and books.

Some employers may opt to cover the full cost associated with the education, while others may choose to pay a portion. Some might pay upfront; others per course/semester.

To protect themselves from employees taking advantage of the program and leaving the company, employers take various measures, such as requiring the beneficiaries of the program to remain in the company for a specified time — or be required to reimburse the company for part of the fees paid on their behalf.

The Benefit for Companies

As skilled talent becomes harder to find, many companies are looking to grow from within. As of 2018, 85% of US employers surveyed were offering tuition assistance to some or all employees, according to a study by WorldatWork. Here’s what companies gain:

1. Reduced Tax Burden

Companies with tuition assistance policies for their employees can benefit from tax breaks. That’s because money spent on paying employee education expenses is tax-deductible if it meets the IRS requirements.

Under section 127 of the Internal Revenue Code, an employer can deduct up to $5,250 per year for each employee that qualifies and participates in the employer’s education assistance plan.

With the US government facilitating the implementation and adoption of tuition assistance programs, there is no reason for an organization not to take advantage of this opportunity.   

2. Free Part-time Work (Depending on a Company’s Tuition Assistance Policy)

Besides the tax break, companies can also get free part-time work and increased brand awareness by offering tuition reimbursement.

For example, Finnegan, a Washington-based law firm that specializes in intellectual property law has an attractive reimbursement program that covers 100% of employee’s tuition fees.

To qualify for the program, staffers must work as “student associates” while they attend law school. This program is a win-win for all; the company gets part-time work from the student and the student gets free tuition. What’s not to like, especially if you’re going to a top law school like Harvard on someone else’s dime.

According to BLS, lawyers make $122,960 on average but can expect to pay anywhere from $12,000 to $70,000 for the LLM (Master of Law) program. But with a tuition reimbursement program, like the one for Finnegan, the cost can be reduced to nil.

3. Help Businesses Attract Top Talent

It’s no secret that every company wants to attract, recruit, and retain top talents.

To achieve this, many companies offer attractive benefits and perks. Some will opt for vacation days, others gym membership, and a few will stick to industry-standard salaries.

But when you look at the various generational cohorts in the workplace (Gen X, millennials, and Gen Z), you may come to realize that you’re not giving your employees what they actually want. For instance, millennials comprise a majority of the American workforce.

That means for a business to have the people it needs, it may need to fish from the millennials pond. And to attract and retain millennials, you’ll want to give them what motivates them most. And that is, you guessed right: tuition reimbursement.

Don’t take our word for it. In a recent Gallup’s survey on ‘The State of the American Workforce,’ 45% of millennials said they would change their current jobs for one that offers tuition reimbursement. By comparison, 24% of baby boomers and Gen Xers said they won’t change jobs on the basis of tuition reimbursement alone.

4. Helps Employers Reduce Turnover

Offering tuition assistance helps to reduce employee turnover and the associated costs.

And there is no better example to bring this point home than the case of Cigna, which was published by the Lumina Foundation.

From 2012 to 2014, Cigna Corporation invested millions of dollars in tuition assistance through its Education Reimbursement Program (ERP). By the end of 2014, ERP resulted in a staggering 129% increase in ROI as a result of the avoided talent management and recruitment costs.

When a company invests in its employees’ development and success, the employees feel obliged to reciprocate by helping the company grow. In a nutshell, a tuition reimbursement program fosters a sense of loyalty between the employee and the employer.

Wrapping Up

Tuition assistance provides an effective way for employers to nurture their employees’ skills through continuing education programs. 

But as businesses and schools around the world cancel physical meetings in response to COVID-19, in-class learning is emerging as one of the hardest-hit activities. However, businesses can’t afford to put capability building on hold. 

To foster employee development in the midst of COVID-19, employers can encourage their employees to do remote learning by offering tuition reimbursement programs. With remote learning, completions can be done from any location, and what better time than now when employees can’t do their normal jobs?

Photo: Free To Use Sounds

My Job Search During COVID-19: Keep Dreaming

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Hey, all. 2019 graduates. Recent 2020 graduates. Early-hires. Young professionals. Those who have been laid off. Those in furlough. Those on unemployment. I know it feels like everyone is looking for a full-time job (or any job right now). As a recent graduate from SUNY New Paltz, who majored in journalism and minored in Spanish — and experienced the job market during a pandemic, I’ve learned this: don’t let a virus dash your hopes for a dream job.  I’ll share some of my own takeaways to keep your dreams alive during this time. 

1. Start with introspection. 

Did I solely want to be a reporter/journalist, or was I open to ideas where I could potentially use my journalism skills in other fields? I encourage you to ask yourself what skills you want to keep building on. That will lead you to answering what other roles you’re open to exploring. And it led me to understand that writing, reading and researching have been in all the jobs I’ve ever loved and grew from. Those skills and passions needed to be integrated in the job I chose for the future too. Then I asked myself: Did I solely want a full-time job or was I interested in part-time or freelance work to get my foot in the door? Keeping the answers to these questions in mind helped me widen my search, and apply to jobs more focused on the quality of work than the quantity of jobs. That way I’d still be able to make a stable living even if the full-time jobs weren’t coming. 

2. Use all the job boards.

I looked for jobs in my field via Linkedin, Twitter, Indeed, Glassdoor, PND: Philanthropy News Digest, and Idealist because as aggregators, all the potential jobs were in one place. Generally, Linkedin and Twitter are great social media tools to follow the company for job posting updates and connect with potential employers. Indeed allows you to customize job alerts that land in your inbox and provides resources about all-things career-related. Glassdoor is useful for learning about company culture, salary, and benefits offered. PND and Idealist make reaching out to the employer and applying abundantly clear: who to email, who to address your cover letter to, and how/where to submit. 

3. Go long and go hard.

I applied for dozens of writing jobs in a total of 10 months since graduating. A Google Sheet titled, “Dynahlee Padilla Job Shopping,” was my BFF (thanks to an alumna and friend who tipped me). This sheet included the company name, title of the role, date I applied, compensation if stated, the name of the contact/hiring manager, and link to the original job posting. This structure helped me keep track of who I needed to follow up with, who I should be connecting with on social media, and the types of jobs I was looking for. It served as my timeline of progress.

4. Find a good fit.

Yes, we all need to be working for a company that’s a good fit. Can you see yourself enjoying the role based on the job posting and any interviews you’ve participated in? Can you see yourself doing the responsibilities asked of you well and with passion? Do you agree 110 % with every part of the company’s mission statement and values? Can you see yourself grow with the company now and later? I once went all the way to D.C.  to interview — for a Booking Producer role at a media company with an extremely conservative perspective, and I knew right away it wasn’t right for me. So, don’t compromise your values to fit in. You can choose to be a part of the company, the same way it can choose and consider you to join the company. 

5. Keep your resume, your professional and personal story on paper, crystal clear. 

Maintain a resume that’s up-to-par: education, succinct summary, publications/achievements, language skills, and relevant experiences that relay your skills in chronological order from the most-recent. Include keywords that target the roles you are looking for. When I worked at ABC’s “7 on Your Side” as an intern (post-grad), I learned that data journalists were trending in the media industry, so I tagged the word “data” and “producing” onto experiences that included those skills to stay on potential media companies and employers’ radar. Also, update your resume (and your LinkedIn) as soon as you begin a new role. Always proofread, and have editors in your trusted circle review for you. And for recent grads, add a “Professional Experience” headline — because now you are a professional — still learning but not a student.

6. Cover letter

A cover letter should never be optional. Job postings often say that, but as I’ve learned on TalentCulture, sometimes job postings are poorly written or generic or do not meet the needs of the company. Include a compelling signature with contact info. Use this piece of writing and ready-to-go clips/samples as your power tools to stand out! 

7. You’re not done yet.

Getting a callback or interview doesn’t mean the work is done. Continue to apply for other jobs, because in this particular economy and market, we never know where these opportunities might take us. 

8. You’re really never done.

Remember: job hunt is like dating. Brace yourself for rejection. Many times, we’ll get ghosted. Sometimes we’ll get led on — to nothing. So keep applying, and keep dreaming. And don’t stop. Ever. Check in with your own network and build on it — colleagues, friends, alumni, professors, family members. I reach out to my network often, especially during these times, because cultivating relationships are important to me — and not only when you need or want something. I usually ask: How are you doing? What are you working on? And then include, by the way — “I am working on this, and still looking for this. I’d love to get your thoughts. And keep in touch.” 

9. Have faith and focus. 

Make sure you check LinkedIn and job portals like you check Instagram, or any other platform you are obsessed with. Be obsessed. Your dreams will come true if you put in the time and energy to stay focused and follow through. 

10. Landed a remote job? Here’s how to shine. 

Let’s say you’ve got a job — but you’re not going anywhere but home. You can shine anyway. Be vocal with those you live with about the space, time, and tools you need in your home to work productively — not just busily. Natural lighting, a comfy chair, and privacy works for me.

Talk with your employer about your needs. I moved out-of-state amid the health crisis, which wasn’t easy. I spoke to my immediate supervisor and others I work with and got a few extra days off to get settled. 

It’s OK to feel overwhelmed. There are various crises happening while our lives are still happening. So, take actual breaks. Step away from the screen. Do breathing exercises, stretches, therapy coloring, a walk/run — whatever works for you. Take the time to process what you are feeling and become recharged. And keep dreaming! New goals await. 

Photo: Nick Kane

#WorkTrends: How to Make Your Work Culture Rock

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What does a person do when the pressure is on them? That’s what NY State Governor Andrew Cuomo asked in his daily press conference on March 26. The same could be asked of our organizations. In her #WorkTrends conversation with workplace culture expert Jim Knight, Meghan M. Biro started by thanking everyone working today — particularly those of you in HR and management who are doing your best to keep your people safe. This is a transformation no one asked for — a sudden and mandatory shift to remote, to flexible schedules, to sitting in kitchens, to navigating new platforms and software, and to trying to virtually and digitally maintain the values of a workplace. What enables that to happen is culture.

Jim built his career as part of the Hard Rock International brand, creating award-winning training programs to catalyze learning and growth. He’s also the author of the bestselling Culture That Rocks: How to Revolutionize Your Company’s Culture. 

As he and Meghan started jamming on the concept of culture, it was clear they agree that culture is anything but a logo or a color scheme. “It’s always going to be about the people that are currently working in the business at that moment….at the core it starts with each individual with their own unique behaviors, and then when you put them together, if you’ve got similar values and shared experiences, that’s when the culture becomes more robust.”

Meghan pointed out that it’s often a challenge for organizations to find out who their rock stars are — and noted that we often know who the innovators and key players are “in our gut,” aside from the data. Jim added that often, the great ones may be flying right under the radar. Finding them is a matter of looking for those great qualities even before they walk in, and then giving them a culture that brings those to the fore, that celebrates those behaviors.“ Then you can keep them because frankly, they’re a bit in love. And part of that culture has to be wanting to help the world, support the greater good — and be larger than your product or service, both agreed. In other words, your culture has to rock — and that’s when you’ll see people lean into the pressure, take on the challenges, and truly lead.

Listen to the full conversation and see our questions for the upcoming #WorkTrends Twitter Chat. And don’t forget to subscribe, so you don’t miss an episode. 

Twitter Chat Questions

Q1: Why do many organizations struggle with creating a great work culture?  #WorkTrends
Q2: What internal and external strategies can improve work cultures? #WorkTrends
Q3: What can leaders do to help organizations improve their work culture? #WorkTrends

Find Jim Knight on Linkedin and Twitter

Photo: mentatdgt

Cultivating Employee Trust in Today’s Workplace

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Trust plays a role not just in employee recruitment and retention, but in everything from the benefits employers offer to their cultural norms. As leaders welcome Gen Z  into the workplace, they’re learning that this generation insists on transparency and trust in a way that prior ones simply did not.

Frankly, today’s employees have high expectations. Edelman’s 2020 Trust Barometer found that 73% expect to have the opportunity to help shape the future of society. The same percentage say they expect to be included in company planning. 

Evident among younger employees, in particular, are four trust-related trends:

1. Flexible work is becoming a table-stakes benefit. 

The giant leap that technology has made over the last decade means most employees are now able to work from home. Many now see that as a right rather than a privilege earned with trust.

According to FlexJobs, which leases coworking space to companies, 80% of the 7,300 surveyed workers said they’d be more loyal to their employer if it gave them flexible work options. More than half (52%) have attempted to negotiate such arrangements themselves.

It’s understandable that many employers are hesitant to give workers total freedom to work when and where they want. But technology — the very thing that has made this trend possible in the first place — can also be used to create accountability. Communication platforms like Slack show when workers are online, and time-tracking tools can ensure they spend their time in ways that are actually valuable to the company. 

2. Employers and employees are monitoring each other’s online activity.

It’s been true for some time that employees and employers research the other online before a hire is made. But now, they’re scouting each other’s social media accounts on a near-daily basis.

The question in many HR circles is no longer whether to hire someone because of past social media posts, but whether new ones might be worth firing someone over. And it’s no longer just illegal activity that raises eyebrows: Employees and employers are on the lookout for bigotry, culturally insensitive comments, and even relationships with questionable individuals. 

Make clear to employees that your company is watching, but do so in a positive, uplifting way. From brand accounts, interact with employees’ social profiles. Go ahead and share that post from a worker who just ran a 5K. If they ask for contractor recommendations for an upcoming roof repair, why not comment with a referral to someone who re-shingled the office?

3. Diversity is gaining attention as a professional-development advantage.

The broader the range of backgrounds a company has, the more its members can learn from one another. As people learn from each other, they build trust — gaining insights into their work and seeing the world from another’s perspective can strengthen ties. Tracey Grace, CEO of IBEX IT Business Experts, credits the company’s diverse workforce with “keeping the company fresh and me growing.”

SurveyMonkey data suggests that Gen Z employees understand this as well. Almost three times as many members of diverse companies told the pollster they plan to stay with their current employer for five years or more.

Reiterate that mentorship programs are open to everyone, and try to pair diverse mentors and mentees. Encourage women and members of racial minorities, in particular, to pursue growth in technical fields, where they’re often underrepresented. 

4. Workers aren’t waiting around for things to get better.

Employment tenures have been trending downward for years. Just 10% of Baby Boomers have left a job for mental health reasons. But according to a survey of 1,500 young people from Mind Share Partners, three-quarters of Gen Zers asked have done so.

Every role at every company will experience stress at some point. But while older generations could be trusted to tough it out at least for a few months, many younger workers react by immediately sharpening their resume.

Make company challenges an open conversation. Encourage workers to speak up if they are struggling. Be generous with support, whether through a part-time helper or additional development opportunities, when asked for it. 

Everywhere you look, distrust has redefined the ways employees and employers interact with one another. But many of the changes it’s produced are clearly not: Flexible work environments encourage people to work when and where they feel most comfortable. Growth opportunities can and should be given to everyone so they can both earn trust with others and extend trust in return. If distrust is what it takes to get to happier workplaces, then so be it. 

 

Photo: John Schnobrich

Soft Skills Aren’t Optional: How to Teach Them Well

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When you hire employees, especially Generation Z and the youngest millennials, you’re investing in the future of your organization. Contributing to their development is one of the smartest investments you can make. But too many companies overlook the basics when it comes to learning and development. 

If you only focus on training to meet the specific tasks and requirements of a given job, you may be developing your employees as much as you think you are. Particularly when it comes to new employees switching to an unfamiliar role, or just-hired younger employees new to the workplace, they may lack foundational abilities you now take for granted. A study by the CollegeBoard found that employers find 26.2% of college students lack sufficient writing skills — and one fourth are generally poor communicators. 

So before you train for job-related tasks, make sure your employees have these essential skills. Call them soft skills, call them life skills, or call them basic work skills, but these four are not only critical for success in your organization, but throughout a career. And whether the training is up to managers, team leaders or anyone else there are a number of tools to help get your employees up to speed:

1. Time Management

Of all the skills employees can and should have, time management is one of the most vital, no matter what the position or task. This is really a group of skills, including knowing how to prioritize, create a list of must-dos, create a workable schedule, delegate tasks, and know how to create downtime. All of these add up to employees being able to work efficiently and manage their time productively.

The best time managers are those who are never fazed by deadlines: give them a deadline and they’ll meet it, no matter what. They know how to focus on the most important tasks and limit the amount of time they spend on the less important ones. They can create and keep to a schedule because they know how much each task will take them. 

Teaching It

Given that how to manage time varies greatly depending on teams and roles, team leaders and direct managers should be involved in teaching this particular skill. Young hires fresh out of college may have mastered the ability to keep up with classwork but will need to learn how to transfer the skill into the context of work. One effective approach: implement routines and incremental goals throughout tasks. These make it easier to segment the day into manageable chunks.

Team leaders and managers may find scheduling software helps: there are a number of different applications, such as When I Work, or a task management software like Asana or Centrallo. But don’t just leave it up to tech. Make sure to clearly communicate the priorities to employees at the start of each new task — and then help them figure out how to allocate their time more effectively.

2. Interpersonal Communication

Some employees will see more direct and immediate benefits from strong interpersonal skills, particularly if they’re in people-facing and communication-heavy roles. But whether employees are going to be giving a major sales presentation or relaying information to a coworker, interpersonal communication is always essential to get the point across. 

The skill includes verbal, nonverbal and listening skills, as in being able to recognize emotions and see someone else’s side. Non-verbal communication involves being able to recognize the subtleties of body language, eye contact, and gestures, and look beyond traditional assumptions to understand what’s really going on. For instance, lack of eye contact is often misinterpreted as dishonesty when it’s actually shyness or nervousness.  

Teaching It

Learning interpersonal skills is a personal process for most employees, and can be tricky with a brand-new hire or a person who’s naturally shy. As such, it’s best taught by mentors or team leaders with small, close-knit teams — provided that your team has the right dynamic to keep everyone comfortable.

You could start by teaching employees how to listen effectively, and recognize the different types of communicators — such as controllers, analyzers, supporters, and promoters. Each enters a conversation differently, and responds to a different listening and speaking style. 

Gather the team and have each person take a personality test to find out what kind of communicator they are and what they value in communication. From there, compare notes: see how each team member tends to communicate, note the similarities and differences — and work on ways to better communicate with each other based on this new data.

If you need more avenues to foster stronger interpersonal communication among your workers, consider heading online. There are a number of classes for improving personal skills, including those recently listed on The Muse. 

3. Written Communication

Writing is often just presented as one of the communication skills, but it’s likely better to set it apart and give it the focus it needs. This is a skill that’s undoubtedly critical in the workplace — the most valued, but perhaps the least utilized. Most of us can read and most of us can write in terms of knowing how to form sentences. But there’s an enormous gap between people who can write and people who are good at it.  

The ability to write is among the top three most valuable skills to employers: 82% of employers want to bring in new hires with strong written communication skills, according to recent research by the National Association of Colleges and Employers. The cost of hiring poor writers can translate into as much as $2.9 billion each year spent providing remedial writing training for current employees. Add in new hires as well, and that sum rises to $3.1 billion. And no matter the promises of AI to help assist with writing, technology can’t fill the gap in terms of bad writing. 

Teaching It

For employees in marketing departments and HR, for instance, written communication is usually a key part of the role. But the goal here is to enable all of your employees to build at least foundational writing skills — so emails are readable and a small brief or abstract is coherent. If you have employees with more potential, you’ll want to focus on helping them harness that with specific tools. 

Writing skills training may entail mentors — who can help with overall polishing and tone. But managers and team leaders are often the last stage of screening before a product reaches a client — and will know what will or won’t pass muster. But when a team leader has bad habits, those will carry through onto the team. Teaching writing should be done by those who are skilled in it and by the tools that are specific to it. 

Make sure the organization implements a clear and comprehensive style guide and provides it to all employees — sometimes poor writing is simply a matter of not knowing the rules. Set up periodic trainings on the standards of communication, presenting not only what’s expected of employees in terms of writing, but clear samples to model correct usage and style. Consider bringing in a writing coach to “workshop” pieces of writing with new employees: a hands-on, small-group setting is a great place to show what works and why. Reward good writing and share it so employees know what it looks like. But don’t punish mistakes: you don’t want employees who dread the process. 

4. Organization

In the workplace, we often sense who is organized and who isn’t by the state of their desk: some keep their workspace tidy and with everything in its place; others keep it in a state of perpetual disarray. But organizational skills are far more than what meets the eye. They usually go hand in hand with strong time management skills (reserving time to straighten the desk is a simple example). 

But organizational skill is also a matter of knowing all the steps to a task, being able to envision them and know how to complete them, who to bring in for different phases, and when to bring in a senior coworker for help over a hurdle. Organization is vital for any employee whose job includes overseeing, managing, project completion, or team leading. Likely, that’s nearly everyone — in some form. And it’s hard for employees to see — or convey — the big picture in terms of purpose and objectives if they don’t have the energy or ability to look away from the small stuff. But aligning with a greater sense of mission is a key part of employee engagement, particularly among younger employees. And it doesn’t mean anything if you can’t see the forest for the trees.

Teaching It

Organizational training is usually team-specific, sometimes department-specific. For example, the organizational process that works for marketing workflows isn’t necessarily well-suited to engineering; bringing in an outside expert on calendar and schedule management won’t necessarily work for employees whose tasks have to be completed within a single day.

Direct supervisors are often the ideal choice for organizational training, with backup support from experienced team members. They know the strengths and weaknesses of their team — and are typically the ones who need to connect the dots or undo a snafu. 

The trend to remote working may call into question the need for a tidy desk for some — but it’s the mentality that needs to be emphasized here, and remote teams certainly need to learn how to be organized. Starting by training how to create a routine and a schedule — and stick to it — creates a framework for other facets. Employees need to know where they need to be, what they need to be doing, and when they need to get it done.  Begin with a daily schedule of the top three or four tasks for a given day, then increase with more tasks, over time, as the team masters what needs to be completed.  

This is where you may see a spark of recognition from new employees, particularly those just out of school — who suddenly see the similarities between meeting deadlines for schoolwork, which is mostly done individually, and completing tasks with coworkers as a team. Each has a part to play; each can contribute to the overall completion. Then, start tailoring the organizational methods to best meet the specific nature of a particular team or department. Just make sure skills are taught consistently, regardless of personal management styles or functions. As teams become more cross-functional, it’s key your employees have a shared language and skillset to draw from.  

Work and Life Skills, Integrated

The World Health Organization notes that we spend one-third of our adult lives at work.  That means what we do and know how to do at work inevitably has a huge impact on the way we live our lives. Employers have a responsibility to invest in their people for countless reasons, but this is key. Essential skills don’t stop at the office. We want and need to develop employees who can rise to challenges, as they have the skills to draw from, whether in life or at work. 

These are the people who keep your organization going at crunch time: they know how to schedule, how to communicate, how to write, and how to stay on top of the workflow. And they become comfortable enough in their abilities to help coach others on these vital skills as well. It’s an investment that pays off for generations.

Photo: Ben White

5 Ways to Build a Great Candidate Experience in 2020

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Heading into a hiring spree for the new year? Last year, the Talent Board Candidate Experience Research Report found that if a prospective hire has a negative candidate experience, they’re increasingly willing to sever their relationship with that employer. This year? That report’s packed with good information to map to better strategies right now. With 61 million members of Gen Z beginning to join the workforce, companies need to bear it in mind. These digital natives have high expectations for work/life balance, inclusivity, technology and who they want to work for. And first impressions count. 

We know that a great candidate experience can pay off in long-term dividends, leading to a better employee experience, better engagement, and a stronger chance your new hires will be willing to rep you as an employer to their peers. But the most important result is that it leads to an applicant staying with the process through to the final interview, and then if it leads to a hire, they — and you — feel great about the move. To optimize the outcome, focus on these five simple pillars: 

Communicate Better

Quality communication and feedback are key factors in improving candidate experience. According to the Talent Board report, candidates who were able to ask a chatbot questions consistently rated their candidate experience higher than those who weren’t. Additionally, candidates who communicated with a chatbot were 80% more likely to increase their relationship with the employer, and candidates who received mobile text notifications during the research process rated their candidate experience 50% higher than those who did not.  

Be Human

But: no matter what generation, candidates prefer hearing from a live human within the first few steps of their application process. Despite multiple rounds of emails or preliminary video interviews, candidates may get frustrated if there’s no sense of a person on the other end, particularly Gen Z. This generation wants to believe in your company’s mission and find the work meaningful, starting with personal interactions — that’s how they know the prospective employer values them as an individual.  

Reject with Tact

When it comes to rejection, candidates still want to hear the bad news straight from the horse’s mouth — and not from a robot’s. Positive candidate experience ratings jump upwards of 28% when an applicant receives a phone call rather than an automated email rejection. It will also go a long way towards keeping the candidate in your talent pool for future openings. Rejections should be considered and considerate: especially with a young candidate, make sure the criteria and the reasoning is clear, and leave the door open. 

Be Curious

Employers who ask candidates for their feedback on the hiring process increases that candidate’s positive feeling about the organization. According to the Talent Board report, when candidates are asked for screening or interview feedback, there’s a 148% increase in their willingness to increase their relationship with the organization. That simple act of asking for (and listening to) feedback has the potential to create exceptional employee loyalty in advance.  

Be Consistent

Consistently treating candidates well breeds trust and trust is foundational for a true, human sense of engagement. Make sure your message and your process are consistent end to end. If there’s any doubt, map out all the touchpoints your organization has with a candidate. Create a checklist to address how you can treat candidates better, from branding to technology. Is the branding inclusive? Are you offering an application process that offers self-service and is self-populating? Also: make sure your job listings and your job information are consistent everywhere, whether on your career page or job boards. Candidates should feel good about your organization no matter what kind of interaction they’re having. 

We’ve got more sophisticated hiring tools than ever. But here’s a modern irony: it’s imperative that we go back to the basics in terms of how we use them. Respect candidates’ time, energy, and attention spans. Consider their need to feel like they’re valued, like their questions will be heard and answered, and that there are people — not just algorithms and bots — genuinely interested in who they are. Provide plenty of information about the process as well as the position; and about the organization’s values and culture as well as the next forms they need to fill out. Think person, not just process. And no matter the outcome, remain gracious. Might seem old-fashioned, but it’s back in style.

Photo by Wyron A 

Finding Gen Z Talent in 2020: Three Predictions

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TalentCulture asked Kristen Ribero, Director of Enterprise Marketing for Handshake, for three predictions on how we’ll be finding Gen Z talent in 2020. It’s all about democratizing opportunity and building diverse teams; sourcing tech talent beyond STEM; and proactive, personal outreach. Here’s what she had to say:

Prediction 1: We’ll Democratize Opportunity and Build More Diverse Teams 

Employers recruiting early talent traditionally tapped into a few “core” schools that were either selected by proximity or by whether a leader at the company attended that school, which resulted in a pretty homogenous talent pool. 

Instead, we’ll start more effectively democratizing opportunity — by enabling employers to find talent based on numerous attributes that help determine fit, from any school, anywhere. And there’s plenty of information out there. Gen Z’s search for authenticity enables their greater freedom of expression and openness to understanding diverse perspectives. Gen Z grew up on mobile phones, social media, and are true digital natives. While early talent recruiting has shifted digitally, the attributes and values that set candidates apart remain largely the same.

We’ll use targeted talent marketplaces that have the potential to connect candidates with like-minded employers. Not only does this ensure a more seamless cultural fit, it also increases the likelihood of an employee being successful. And we’ll be combining high tech and high touch to do it.

From the talent side, Gen Z values individual identity, and are careful with how they craft their niche personas. They also value diversity, and want to work at organizations that embrace people from all walks of life. By carefully curating their own online presence, Gen Z can secure engagement from relevant employers through these targeted marketplaces. And that enables a better match through targeting for both employers and prospects.

Prediction 2: We’ll See Tech Talent Who Aren’t STEM Majors

Gen Z who haven’t necessarily majored in STEM are increasingly applying for technical roles. Their knowledge of programming languages and other technical skills supplements their coursework — without needing to major in STEM related fields. Of the women who applied for software engineering roles on Handshake, 35% majored in curricula other than STEM, according to Handshake’s Women in Tech report. And in their profiles on the site, it’s clear they have the skills and know how to show them off.

So what we’re seeing is that declaring a major isn’t the only indicator of required skills for a job. Employers are realizing this too, and adjusting their search criteria.

There are other factors here: Research shows that Gen Z  job seekers are more financially motivated than millennials, and the majority of Gen Z employees value salary over other job perks. Technical roles are in high demand, and they tend to be higher paid.

Gen Z is careful to craft a niche identity that’s persuasive and unique enough to set themselves apart. They don’t know a world without technology, which means they are more tech-savvy than previous generations. And they’re leaning in on hard skills as equally as soft ones. Of the 35% of women who applied for software engineering and developer roles I mentioned, their majors include business analytics, communications, marketing, language, and political science.

So employers will get better at looking beyond traditional attributes to find the talent they need. Instead of pinpointing STEM-specific majors, coursework, and GPA, they will lean on a candidate’s hard and soft skills to provide a more accurate assessment of their likelihood to succeed in a role.

Prediction 3: We’ll Take a More Proactive, Personal Approach to Outreach

Proactive employer communication to potential candidates will become a key factor in attracting Gen Z talent. From 2018 to 2019, we observed employers proactively reach out to 4x more students. Employers can tap into this generation’s need for connection by delivering encouraging, personalized messages. In Handshake’s student survey, 95% told us that they engage with employers that send personalized, proactive outreach. While tech has provided more seamless ways for people to connect, Gen Z still prefers to learn from real people. So high tech and high touch are effective complements.

As far as messaging, here are two examples: a message that won’t fly with Gen Z talent, and a message that will. First, the one you don’t want to do:

Hi there,

I’m reaching out to you from [company]. I see that your graduation date is coming up, and I wanted to invite you to check out our job openings on our website. Let me know if you have any questions!

Thanks,

[recruiter’s name]

The message lacks personalized components like a recruiter introduction or student’s name. The student can’t easily decipher how this organization would be a good fit for them. Students are more likely to engage with messages that mention how their background is ideal for a role they’re hiring for. And the CTA is weak: the only indicated action is to check out job openings, but there’s nothing in there about actually applying. That’s a missed opportunity.

Here’s a much better example:

Hi [candidate’s name],

My name’s [recruiter’s name] and I’m a recruiting manager at [company].

We’re currently hiring a sales representative in our [city] office, and based on your background in business at [university] and passion in customer service, I think you should apply!

Don’t take my word for it. One of your [university] peers, [name], now works in this function at [company]. If you’re interested, I’d love to introduce you two so you can learn what it takes to thrive here.

We are also going to be at [university]’s campus next month, so let’s plan to connect in person if that’s easier for you. Please RSVP here.

I look forward to hearing from you!

Warmly,

[recruiter’s name]

What works in this message is the personalization of first name and institution name, along with the fact that an on-campus event is attached to the campaign. The recruiter also suggests an opportunity to introduce the student to one of their peers currently employed by the company. The next step, and a great way to increase the effectiveness of a message like this, is to arrange a scheduled follow up.

 

Refuse Generational Labels; You’ll Lead Better

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Scroll through your social media feed, and it’s highly likely you’ll see a post that bashes Millennials and the generation of kids today. Usually, there’s a picture of a string of teenagers looking at their phones or taking selfies with dire warnings of the coming apocalypse written underneath. Or perhaps you’ve seen the guilt-inducing, “share if you agree” tirade that includes a grainy vintage photo and words extolling how you came from a generation that used to play in the dirt with rusty nails, and you turned out okay.

Whether you are a part of the Lost Generation, The Baby Boomers, Generation X, Millennials, or Generation Z, is virtually meaningless for effective leaders. These labels are for broad spectrum marketing purposes, akin to arbitrarily naming storms. The World Meteorological Organization follows stringent criteria when naming hurricanes. Not so for winter storms, which The Weather Channel took upon itself to start naming in 2012 to help boost ratings. Conceivably, it helps communicate warnings, but fundamentally, it’s designed to improve marketing and hype. Yes, names can help with recall later, but if you say, “The Blizzard of ‘78” you already have more information than “Winter Storm Maya.”

Unless you are writing policy for millions of people, you shouldn’t be overly concerned about generational labels. Just like with the plethora of behavior assessments, if you learn someone is a High-D, a parrot, a dolphin, or any other noun, it’s simply a quick shorthand you can use to try to understand a segment of your work group. But tread lightly, because tools are only useful if the person knows how to use them. People like to fit in, to be part of a tribe, but few enjoy labels. Besides, it starts to feel arbitrary and unimportant. I anecdotally asked several people what generation they belonged to. They didn’t know and had to look it up. As a general rule, resist labeling, it starts to feel a little Hesther Pryn-ish.

We like to think each generation is unique, and they are, but it’s less for which Batman or James Bond they grew up with, or what national or man-made disaster they lived through, and more about which values they fit into.

Because I’m a consultant, I view the world through a quadrant matrix. There are social or personal means versus social or personal ends. Means are the methods you use, and ends are the desired goal. Social can be thought of as the whole (society), and personal is (you) or your very small group. Social Means, tend to be concerned with the moral responsibility of the whole, while Personal Means, tend to be more concerned with individual rights. Likewise, there are Social Ends (Greatest good for the greatest number) and Personal Ends (greatest good for me.) If you break the model down to it’s simplest form, it could be four sets of values.

  1. Everybody looking out for everybody else for the greater good,
  2. Individuals looking out for themselves for the greater good;
  3. Individuals looking out for themselves for their good,
  4. Everybody looking out for individual ends.

You could plug various generations into that matrix, but that would only be a snapshot, and depending on other factors, e.g. social, economic, geographic, could be potentially misleading. Generational labels, or labels of any kind, only provide a headline. To be an effective leader you need to dig into the story. That’s why I believe it’s more useful to look at the needs, wants, challenges and values we all share at different stages in life. Some examples:

–    In our late teens, we are starting to get better at balancing our emotions, but we are often detached and opinionated.

–    In our early 20s we think we are awesome and the world is terrible; by our late 20s we still think we’re awesome, but we now think the world is what it is, and we try to figure out how we can best get along with it. We have a general ambivalence in matters of love and money. We also test our beliefs and begin to shed the ones that no longer ring true for us.

–    The early 30s is a turning point. Those beliefs we discarded may cause conflict with our parents and other elders. Who we were is different from who we are. New things become important, and there is an urgency to “do something big” before 40.

–    In our 40s we engage in self-assessment, and we have a renewed determination to “make it” by acquiring material things and “own it” by reclaiming a sense of agency. It is about power. It’s no longer about fitting into the world. It’s about creating our version of the world and contributing to it.

–    By our late 40s, we are wondering. “is this enough?” or “Is that it?” Health-wise we often alternate between feeling like hell, and never feeling better.

–    In our 50s things and thinking shifts, and we return to any of the unfinished business of our 30s. We go on new adventures and develop a compelling, “it’s my turn” attitude.

–    In our 60s we are filled with memories, we have a long view of circumstances and a renewed sense of urgency, and in our 70s and beyond, we have a great, if not always positive, perspective on life, are reflective and, health permitting, frequently have fun and sheer delight in the unfolding of new things.

There’s no denying technology, also plays a role in defining generations; think radio, film, television, the internet. But we all share the same approximate general needs, wants, and challenges are various points in our life regardless of the enabling tools around us.

As a leader, you should be willing to test your assumptions about those who work with you. When you demonstrate curiosity and a willingness to challenge your assumptions you build empathy. Empathy, gratitude and the ability to teach are crucial skills for all leaders. It transcends generational thinking and puts greater focus on individuals. Letting them know that they matter. Spend less time budgeting for cultural perks to satisfy your team and more time exploring the strengths of those who are willing to help you achieve your vision, regardless of generation.

Photo Credit: firehouse.ie Flickr via Compfight cc

Recruiting Gen Z: A Whole New Ballgame

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Move over, Millennials: Recruiters need to prepare for Generation Z, and that’s going to take a whole new mindset. Gen Z is the newest generation—born after the mid-90s—and its oldest members are set to enter the workforce.

Raised post 9/11 in a steady recession economy, this second generation of digital natives has faint—if any—memories of the boom years. They’re more pragmatic and less dependent on their parents, putting them more in line with the Silent Generation—than their Millennial peers. Here’s a look at some of the key qualities that make Gen Z unique.

They Aren’t as Close to Their Parents

After years of lamenting the rise of the helicopter parent and their impact on America’s best and brightest, surveys suggest the trend may be coming to an end. In fact, parents of Generation Z have backed away from the smothering and coddling that Millennials have had to endure. As a result, Gen Z is self-directed and accustomed to accessing answers and inspiration from the internet and their peers.

This is the first generation born in the golden age of the Internet; they aren’t tech savvy, they’re tech-immersed. They can’t remember a time without a home computer or Internet access. The rise of social media means they are always engaging in a digital narrative and global community. Gen Z tends to rely on peer influence—even those whom they’ve never met in person.

They’re Value Oriented 

According to a survey conducted by marketing firm Sparks & Honey, more than a third of Generation Z wants to “invent something that will change the world.” Further, two-thirds of this group would rather be entrepreneurs than employees. This emerging generation seems more focused on following passions and values than making money.

In some ways, this is a characteristic that puts them in line with the Silent Generation. Born between 1925 and 1945, the Silent Generation was plagued by economic instability from the Great Depression and World War II. Members of Gen Z grew up in the middle of the war on terror and spent many of their formative years hearing about mass shootings and gun violence.

However, there’s a notable difference between these two generations: The Silent Generation drifted into complacency in the 1950s under the threat of McCarthyism. Generation Z means to change the world.

They’re Not Totally Tech Driven

Popular culture likes to paint this group, the children of Instagram, as a narcissistic demographic scarcely capable of one-on-one conversation. However, while much of this generation can barely remember a time without a smartphone in hand, research suggests Gen Zers are more than just tech-driven automatons. In one workplace survey, research group Millennial Branding found 53 percent of Gen Z respondents prefer face-to-face communication over tech tools like email (16 percent) and messaging (11 percent).

Recruiting Generation Z

For recruiters dealing with the already tight competition for talent, a new approach is in order—one that speaks to the characteristics and motivations that define Gen Z. Here are three ways to refine your Generation Z recruitment strategy.

  1. Consider the Way You Work 

The notion of the 9-to-5 workday is already disappearing; by the time the last of Generation Z arrives on the scene, it may be gone altogether. While members of Gen Z are pragmatic enough to want stability, they’re used to mobility and will demand communication and working styles that suit their nomadic nature. As a recruiter, counsel employers on what the new generation of employees will expect: They’ll work remotely—even more than Generation Y—and will keep hours that flex to accommodate their other interests and commitments.

  1. Examine the Career Options You Have to Offer 

As Generation Y and members before them, the members of Generation Z will be hard to retain for the long term. Imbued with an entrepreneurial spirit, they won’t like playing the passive employee. With their focus more on passion than money, it will be hard for recruiters to find a quality Gen Z candidate who will be content to work toward someone else’s dream; they want to have a purpose. Work with your employers to create a clear path to leadership, and encourage “intraprenuerial” roles within your company. Give members of Generation Z something they crave: A career they can actually love.

  1. Look at How You Communicate

Honesty is the quality Generation Z desires values above all others. Raised in an era of obfuscation and “too big to fail” myths, Gen Z demands transparency from any organization they do business with—whether it’s where their food comes from or a company’s reputation for engaging in ethical practices. As such, they’ll expect management to be honest with them in every aspect of their jobs. If you place value in this and engage them with clear communication and expectations, you’ll attract and keep loyal employees.

This is the first time in history where so many generations—the Silent Generation, Boomers, Gen X, Millennials, and now—have shared a work environment. There’s no doubt that makes your job as a recruiter an adventure. If you try to play by the old rules, your employers will struggle to keep up; changing your strategy now to anticipate Gen Z will create a workplace that attracts the youngest generation as they start their careers. What are you doing to prepare? I’d love to hear about it.

photo credit: Keyboard via photopin (license)

iGeneration – He's Got the Whole World in His Hands

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I’m not waxing poetic about the spiritual carol. I’m talking about my 17-year-old son.

Most of what is being written about this generation (1996-current, which is 23 million strong in the U.S.) is about what the heck to call them: Generation Z, Plurals, Media Gen, or iGen, which seems to be winning. I say, who cares? Let’s talk about what it’s like to work with them, because they are very different from their Millennial big brothers and sisters.

My kid shakes his head at Facebook and stares blankly at the thought of reading a paperbound book. This new generation that is hitting your workplace as I write is serious about adventure and integrating into something that is meaningful to their intimate tribe.

[easy-tweet tweet=”He has access, (in his hand) to the largest encyclopedia ever… YouTube” user=”@highperformance” hashtags=”#iGeneration”]

Unlike his older sister who was born eight years ahead of him, this kid was a baby during 9/11 and has no memory of it. It is simply his historical reality, as is a large volunteer military that fights and creates heroes and madness in sandy places. And, I may add, attracts his serious nature.

The American dream is alive and well. But the Great Recession has made him serious about work (not school, but work) and driven to consume. And because he is only 17, he’s not really clear, yet, which comes first. Because most of his salient life has been in a time of loss and shortage, he has no illusion that he is “entitled.” He is not. He will work hard and be happy for that work. He just wants to be treated with respect. Disrespect him, and he is out the door.

Since all of his life has been spent learning thus far, he knows that if he wants to know something he has access (in his hand) to the largest encyclopedia ever … YouTube. He can fix a motorcycle, reboot an operating system, have sex, or bake a pie by watching a short video series.

“iGeneration was born with consumer-driven capitalism at its core and altruism at its heart. Never before has there been a generation so globally plugged in and so informed.” – Stefan Pollack, PR Weekly

He knows that with Prime, things arrive on his doorstep, in two days, with one click. The whole world in his hands.

And, contrary to popular thought, he’s not as social (as in social media) as his sister. He has access to an even quieter roar. A network of friends and influencers who will quietly (and by that I mean so his parents can’t hear) guide his choices and decisions in a new and private language: TXT.

The Center of Generational Kinetics:

  • “To say that this generation will be hooked to their smartphones at work is an understatement. iGen’s future supervisors and managers will have to know that leaving their cell phone at home—or even leaving it in a drawer—is simply not an option for this new generation.”

Here is some of their reality:

  • They are a highly integrated group. Race matters less. Heck, they grew up with the first black U.S. president.
  • Sexism is rampant, (raging body issues, 24/7 available porn, trafficking, and sexting) but feminism is leaning in.
  • Bullying creates rampages.
  • Gay and transgender is the new normal.
  • Marijuana is legal. (Thanks, Grandma!)
  • The globe is warming.
  • Our food is making us sick.
  • Cars drive themselves.
  • Everyone’s a star.
  • It is entirely possible to be a billionaire at 20.

[easy-tweet tweet=”Working with iGeneration? Don’t make any sudden moves.” user=”@highperformance” hashtags=”#iGeneration”]

The Urban Dictionary.com:

“They are driven by endless possibilities and are actively exploring them—jobs, travel, love, sex, identity, and location. This generation collects experiences more than money.”

Here are my observations about the one I know:

  • He is serious.
  • He doesn’t want his time wasted.
  • He wants the lowdown quickly.
  • He can and will learn it himself.
  • He will— no matter what—talk to his friends via text. All day long.
  • He expects an immediate reply.
  • He learns about products from friends and influencers, not media—social or otherwise.
  • He takes pictures and videos of everything and anything.
  • He will rate you, your product, your job site, your attitude, and text his friends, all day long.
  • He knows to protect his online reputation.
  • He works hard for people who show concern for him.
  • He will blow off anyone who bores him.
  • He doesn’t want fake motivation.
  • He sees through insincerity.

The peak of the iGeneration are in college now and youngest are babies. They are posturing to take on the serious societal challenges that face us. They are a cultural, generational force, and I believe that if Millennials are the creative generation, then iGeneration has the capacity to focus and be problem-solvers.

Pay attention: iGeneration really does have the whole world in their hands.

photo credit: “his” computer via photopin (license)

What Gen Z’s Arrival In The Workforce Means For Recruiters

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Generation Z’s arrival in the workforce means some changes are on the horizon for recruiters. This cohort, born roughly from the mid 90s to approximately 2010, will be entering the workforce in four short years, and you can bet recruiters and employers are already paying close attention to them.

This past fall, the first group of Gen Z youth began entering university. As Boomers continue to work well past traditional retirement age, four or five years from now, we’ll have an American workplace comprised of five generations.

Marketers and researchers have been obsessed with Millennials for over a decade; they are the most studied generation in history, and at 80 million strong they are an economic force to be reckoned with. HR pros have also been focused on all things related to attracting, motivating, mentoring, and retaining Millennials and now, once Gen Z is part of the workforce, recruiters will have to shift gears and also learn to work with this new, lesser-known generation. What are the important points they’ll need to know?

Northeastern University led the way with an extensive survey on Gen Z in late 2014 that included 16 through 19 year-olds and shed some light on key traits–-here are a few points from that study that recruiters should pay special attention to:

  • In general, the Generation Z cohort tends to be comprised of self starters who have a strong desire to be autonomous. 63 percent of them report that they want colleges to teach them about being an entrepreneur.
  • 42 percent of them expect to be self-employed later in life, and this percentage was higher among minorities.
  • Despite the high cost of higher education, 81 percent of Generation Z members surveyed believe going to college is extremely important.
  • Generation Z has a lot of anxiety around debt, not only student loan debt, and they report they are very interested in being well-educated about finances.
  • Interpersonal interaction is highly important to Gen Z; just as Millennials before them, communicating via technology, including social media, is far less valuable to them than face-to-face communication.

Of course Gen Z is still very young, and their opinions as they relate to future employment may well change. For example, reality is that only 6.6 percent of the American workforce is self-employed, making it likely that only a small percentage of those expecting to be self-employed will be as well. The future in that respect is uncertain, and this group has a lot of learning to do and experiences yet ahead of them. However, when it comes to recruiting them, here are some things that might be helpful.

Generation Z Is Constantly Connected

Like Millennials, Gen Z is a cohort of digital natives; they have had technology and the many forms of communication that affords since birth. They are used to instant access to information and, like their older Gen Y counterparts, they are continually processing information (Hyperink here to MB Managing Millennial CEO post). Like Millennials, they prefer to solve their own problems, and will turn to YouTube or other video platforms for tutorials and to troubleshoot before asking for help. They also place great value on the reviews of their peers.

For recruiters, that means being ready to communicate on a wide variety of platforms on a continual basis. In order to recruit the top talent, you will have to be as connected as they are. You’ll need to keep up with their preferred networks, which will likely always be changing, and you’ll need to be transparent about what you want, as this generation is just as skeptical of marketing as the previous one.

Flexible Schedules Will Continue To Grow In Importance

With the growth of part time and contract workers, Gen Z will more than likely assume the same attitude their Millennial predecessors did when it comes to career expectations; they will not expect to remain with the same company for more than a few years. Flexible schedules will be a big part of their world as they move farther away from the traditional 9 to 5 job structure as work becomes more about life and less about work, and they’ll likely take on a variety of part time roles.

This preference for flexible work schedules means that business will happen outside of traditional work hours, and recruiters’ own work hours will, therefore, have to be just as flexible as their Gen Z targets’ schedule are. Companies will also have to examine what are in many cases decades old policies on acceptable work hours and business norms as they seek to not only attract, but to hire and retain this workforce with wholly different preferences than the ones that came before them. In many instances this is already happening, but I believe we will see this continue to evolve in the coming years.

Echoing The Silent Generation

Unlike Millennials, Gen Z came of age during difficult economic times; older Millennials were raised in the boom years. As Alex Williams points out in his recent New York Times piece, there’s an argument to be made that Generation Z is similar in attitude to the Silent Generation, growing up in a time of recession means they are more pragmatic and skeptical than their slightly older peers.

So how will this impact their behavior and desires as job candidates? Most of them are the product of Gen X parents, and stability will likely be very important to them. They may be both hard-working and fiscally savvy.

Sparks & Honey, in their much quoted slideshare on Gen Z, puts the number of high-schooler students who felt pressured by their parents to get jobs at 55 percent. Income and earning your keep are likely to be a big motivation for GenZ. Due to the recession, they also share the experience of living in multi-generational households, which may help considerably as they navigate a workplace comprised of several generations.

We Don’t Have All The Answers

With its youngest members not yet in double digits, Gen Z is still maturing. There is obviously still a lot that we don’t know. This generation may have the opposite experience from the Millennials before them, where the older members experienced the booming economy, with some even getting a career foothold, before the collapse in 2008. Gen Z’s younger members may get to see a resurgent economy as they make their way out of college. Those younger members are still forming their personalities and views of the world; we would be presumptuous to think we have all of the answers already.

Generational analysis is part research, but also part theory testing. What we do know is that this second generation of digital natives, with its adaption of technology and comfort with the fast-paced changing world, will leave its mark on the American workforce as it makes its way in. As a result, everything about HR will change, in a big way. I wrote a post for my Forbes column recently where I said, “To recruit in this environment is like being part wizard, part astronaut, part diplomat, part guidance counselor” and that’s very true. As someone who loves change, there has never been a more exciting time to be immersed in both the HR and the technology space. How do you feel about what’s on the horizon as it relates to the future of work and the impending arrival of Generation Z? I’d love to hear your thoughts.

Image: Bigstock

"Millennial" Isn't a Scary Word: Workplace Trends Through the Eyes of the Digital Generation

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“They’re here.” While horror movie fans might hear this line and immediately think of Poltergeist’s unhappy spirits, managers will think of another, potentially scary group: millennials in the workplace.

According to research by the Pew Center, millennials, also called the Digital Generation, are now the largest generational demographic in the American workforce. Unfortunately, lots of rumors have followed these young professionals to work: they’re lazy. They’re entitled. They’re narcissistic. And they’re a manager’s worst nightmare.

But is any of this true? While everyone likes to talk (and generalize) about the way in which the Digital Generation works, very little has been said about how talent management strategies affect them – or how they view that talent management. That’s why PeopleFluent launched a comprehensive survey and focus group to directly reach these young professionals to learn what works best to attract, motivate, and retain them. What we discovered is that this group is ambitious and engaged – and that your talent management tactics might need to shift to maximize their effectiveness.

For example, while over 75% of our survey respondents report being “engaged” or “very engaged” at their job, nearly two thirds are still entertaining other opportunities. Why? Remember, many of them grew up with information on-demand and started careers in the midst of the great recession. As a result, for the Digital Generation, careers are filled with possibility and instability. Just because they’re in a stable situation today doesn’t mean that things can change quickly. Plus, with job postings and company information constantly updated online, young professionals can keep their finger on the pulse of what’s happening in their industry or chosen fields – and make a quick move if the need should arise. Just understanding this one dynamic of your Digital Generation workers can help you better engage – and retain – them at your organization.

We’re excited to discuss some more of our findings, and what managers should take away from this information, with Kevin Grossman and Meghan Biro on TalentCulture’s #TChat Show on Wednesday, 09/23 from 1-2pm EDT. Join Frank Moreno, PeopleFluent’s VP of Product Marketing, and learn how to recruit, develop, and engage your top performers from the Digital Generation. Here’s a sneak peek of what that show will look like:

For more information about this week’s #TChat Show, see here. We look forward to seeing you on 09/23!

Stay on the lookout for our “The Digital Generation in the Workplace” proprietary research report, coming soon! In the meantime, learn how to empower your Digital Generation employees to become diversity-minded leaders with our ebook, “4 Steps to Developing Millennial Leaders with Diversity in Mind.”

 

PeopleFluent is a client of TalentCulture and sponsored this post. 

Planning For Tomorrow: Generation Z

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While a lot of companies are still struggling with millennials, smart HR managers are already looking at Generation Z, oldest of whom are turning 18 and slowly entering the workforce. Why is it worthwhile to start planning for tomorrow now?

Shifting Demographics

Gen Z will be, by all estimates, even trickier to hire and retain than millennials — for whom money is not as important as potential for growth and self-improvement. First, studies with the newest generation, conducted by Adecco, show that although potential for growth is important to them as well, it is not such high a priority (41% for Millennials vs 30% for Generation Z).

Although they have been criticized for having a 8 second attention span, research by Altitude suggest that “Gen Z have a carefully tuned radar for being sold to and a limited amount of time and energy to spend assessing whether something’s worth their time“ and “One-way messaging alone will likely get drowned out in the noise.”

Evolving Your Business

All of these generational factors are worth considering when planning for tomorrow. HR specialists, managers and team leaders will need to adapt. For example, employee engagement and two-way communication are important when dealing with Millennials now. But 5 years from now, these factors will be essential for any employer that wants to attract and keep next-generation talent.

Luckily, employers have a variety of options to help as they begin planning for tomorrow:

What Kind of Culture Will You Need to Offer?

It will require a very fine tuning of a company’s environment (culture and communications) to attract young people while unemployment is going down. The same studies mentioned previously show that for young people getting a dream job is more important than ever.

An attractive work environment is a place where an employee wants to work. For Millennials, it requires a positive relationship with a supervisor, clear two-way communications and a chance to improve yourself. I’m sure it’s the same for Generation Z but they want more of everything.

What Kind of Technology Will You Need to Provide?

They also want everything to be digital. Communication must be fast, mobile and available on your iPhone. Work should be engaging (think of social online games),There must be enough independents that they can prove themselves and earn immediate recognition.

There are already a lot of tools for this sort of interaction (most of them start-ups created by Millennials). Some of them (like Office 365) offer complete solutions as an EPN but this is actually not what most companies need. It’s better to find one or two apps that cater to a specific need. For instance, if you need a project management tool, you can try Basecamp, or if you need a feedback/reporting tool, Weekdone progress reporting app allows for quick PPP or OKR based solution, that give an overview of everyone’s work without spending those 8 seconds.

Online communication tools add a feeling of social media to working, which is very important to both Generation Z and Millennials. Whether it’s game-like achievements or collecting points, it’s familiar for the young. Don’t forget: this generation has never lived in a world without a smartphone or iPad. For them, 24h Internet access is a normal thing. And they prefer communicating “in spurts of shorter, but more frequent, bursts of information” aka texting.

They expect not to lose all this when going to the office.

Staying Ahead While Planning for Tomorrow

There are many rewards for employers who start planning for tomorrow now, so they can attract Gen Z employees ahead of the demographic curve. First of all, you’ll be ahead of others. That gives you a chance to win over the best possible talent. Secondly, Millennials (who’ll soon represent most of the workforce) want the same things. This means you’ll have a strong foundation to make your work environment attractive to the majority of the workforce in the future.

Photo Credit: Big Stock Images

Gen Z in the Workplace

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There was a great discussion, and at times, debate, on #TChat last week, all about Generation Z and the workplace.  It feels like we just learned about Gen Y and how to engage them in the workplace, and it’s already time to prepare for Gen Z!

Most people consider Gen Z, also called “Digital Natives”, to be those young people born around the mid 1990s to the mid 2000s.  They are the first generation to be born into a completely digital age, hence the name “digital natives”.

Before I get into some research and predictions around this next generation, let me say this: I don’t believe in generalizing an entire generation.  I have worked with amazing Gen Yers who had work ethic in spades, with Gen Xers who weren’t latchkey kids who depended on mom for many things, and with Boomers who know more about computers than I ever will (I’m a Gen Xer).  However, there are bound to be some trends as different generations are brought up through such different social, economic, and technological times.

Intro to Gen Z

Gen Z’s most formative years have seen America attacked by terrorists, people losing jobs and homes in a severe economic recession, and the first black President of the United States. They have seen the power of social media in creating superstars and taking down governments. They have computers in their classrooms and many have their own websites or at least Facebook pages by age 10. Gen Zers have a benefit that Gen Yers missed: Their parents – mostly Gen X – were already adept at navigating social media, had seen mistakes made, and are more prepared to coach their kids through that space strategically.

Now for a few predictions and suggestions for the workplace.

Recruitment Efforts

If you’re not going social, you’re not going to get the best talent. Building a community around your brand and its values will help to engage these new workers. They were born on Facebook, quite literally. Use Youtube, use humour, go viral with your recruitment efforts.

Organizational Culture

Posting your company culture statement on the wall and preaching it to your employees never worked, but as time goes on, it continues to be less and less effective. Your employees, your customers, your business partners, are all talking about you. Publicly. If you’re not living up to the words on your poster, they will know. It will become more and more important for companies to build positive, transparent, and trusted cultures in order to attract talent.

Types of Jobs

By 2019, when Gen Zers are hitting the workplace, they will be working jobs that we never heard of or could imagine, even in the year 2011.  Contract work will be the new normal.  Multi-tasking will also be more prevalent – and more productive. Gen Y is the first generation who actually can multitask effectively, as shown in recent studies. Gen Z will be even more adept at paying attention and working productively at more than one thing at a time. They will expect it, and will be bored if they don’t get it.

Diversity

It will finally be time to do away with Diversity departments and initiatives. For these workers, Diversity is a given. If you have to focus on it, you don’t get it yet. And they won’t get you. Gen Z will expect that everyone has a voice regardless of opinion, socio-economic background, or race.

Collaboration

Gen Zers don’t quite have the entitlement mentality often associated with Gen Y. Their parents, while protective and micro-managing, saw the effects of the Trophy generation and are trying to resist it. But Gen Zers will still expect to be involved. They see sharing and collaboration everywhere, from social media sharing to Taylor Swift partnering with T-Pain.

Social and Technology at Work

By 2019, forms of social networking for collaboration on projects and recognition will be a given. HR needs to get involved now, or be left in the dust. Innovative companies are employing internal blogs, newsfeeds, e-recognition, and socially networked performance management to align everyone towards the same goals. Check out companies and applications like Rypple, TribeHR, Careerify, Yammer and Achievers for examples of this type of technology. Email is not as popular with this generation. Texting, IM’ing, and Facebook is how they communicate.

Learning

Learning will need to be byte-sized and bite-sized. I picture Gen Zers with the iPhone 23S, scanning QR codes to watch a bite-sized video of learning they need, just in time to complete work. I picture them collaborating in building training, adding to Wikis to build content.

Communication

Gen Zers are used to communicating by text and in status updates on Facebook profiles. They are used to brevity. They may need additional training and coaching in business communication and grammar. Some say their propensity to blog will make them better at written communication, but I have to disagree. The form of communication in a blog is often not grammatically correct, and often times may not be entirely appropriate in business. Although, by the time Gen Zers are running the business world, that will likely change too.

It’s hard to say whether these predictions will come to fruition. We’ll know in about 10 years. In any case, I’m excited to see the impact Gen Z will have, and how the workplace will change. What do you think?