Managing Gen Z (CONT’D FROM PAGE 24)
job itself. “With Gen Zers specifically there's a lot more desire to know,” said Gibbs. “Transparent communication tells them they are valued, that they are worth communi- cating with, and that there's a level of respect. And if they receive that respect, they will in turn respect the manager.” Transparency goes two ways: Gen Zers also want a seat at the table when it comes to authority. “Traditional- ly, early-career professionals have felt their voices would be dismissed because of their inexperience,” said Ginder. “With this new generation of post-millennials, though, we're talking about folks who have a real focus on respect and inclusion in the workplace. That means they want to be able to have a voice when it comes to decisions. They want to understand the process and procedures for how things function.” Gen Zers want to enjoy some autonomy when it comes to how they get their work done. All of this can be a bit un- settling for employers. “One challenge is that a lot of Gen Zers have not had jobs prior to their first position, so they have little experience,” said Ginder. “It can be challenging for an employer to foster a sense of autonomy.” One way is to encourage experimentation within boundaries. There is a trend toward normalizing failure as a learning tool, as a way to move everyone forward on the skill path. Avoid Temptation To Award Promotions In Name Only “Gen Zers will see through title inflation,” said Ginder. “It may be attractive at first, but because they're a gen- CONTINUED ON PAGE 28
Zers don’t just look at the current job, but at the next job and the job after that,” said Bob Verchota, senior consul- tant at RPVerchota & Associates, Minneapolis. “And they don't think anything about working in a gig environment. They're fine with that. They may have six gigs going at once.” Another thing: Many Gen Zers have gigs on the side, and management has to be comfortable with that. Being Transparent Employers can also reduce the incidence of job-hop- ping by being transparent about the nature of the positions being offered to candidates. “Success is about managing expectations,” said Ginder. “Be extremely transparent with job descriptions, what the hours are, the positive and neg- atives of the organization, what advancement's going to look like, how feedback works, and information about the organization’s communication styles.” Transparency needs to begin long before a candidate even thinks of applying for work. “We’re living in an in- formation age, and this is our most technologically-savvy workforce so far,” said Ginder. “Everything from a compa- ny's reputation to its organizational culture can be found online. So that is important for getting the Gen Zers to actually apply for the job.” Companies must take pains to polish their images on social media and review sites such as glassdoor.com . That same transparency needs to be provided on the
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May 22, 2023
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