After every 15-20 years, generation changes. New generation enters the workforce. Each generation brings certain strengths and weaknesses. Probably, this should be the first time where in many organisations all the four generations might be working together. This generation has passed through the pandemic experience which has shaped their thought process and how they view the life and work.
Pandemic has also changed the perception of the management about the future of work world.
A lot has been discussed and written about today’s Gen Z workforce. Their attitude towards work, their proclivity for independence, their somewhat strong reliance on social media, their desire for work-life balance and their strong emphasis on the pursuit of their dreams and life goals have been in focus. There are also many myths about this generation which has already occupied considerable space in organizations. Managers who belong to earlier generation generally make mistakes in understanding this workforce in right perspective. Unless today’s managers understand them well, it may be like experimenting with the unknown. Managers fail to recognize their strength in technology and perceiving the nuances of their work habits.
Actually, this workforce is logical and analytical. They are tomorrow’s managers. They look for immediate recognition and pay off. Most of them take job as an opportunity to learn, grow and fulfill aspirations. They are self-centered, less bonded with organization and don’t appreciate strong emphasis on corporate hierarchical structures and authoritative leadership. They have little loyalty to organization. They are not intimidated by authority. They are tech savvy. Remaining connected with social media is their life line. They are practical. They live in present. They learn quickly, get engaged and deliver.
Keeping this generation workforce engaged is the biggest challenge for managers. Managers must understand that they are not going to change. Managers and organizations have to change and take initiatives to align with their thought process. Managers need to provide them a sort of result driven work environment where emphasis should be on results and on spending work hours. That’s why moonlighting apart from legal perspective is one of the most debatable issues among Gen Z and employers especially in IT sector which has largely shifted to hybrid work model. Their expectation of getting empowerment is merely an expression of their desire to be free from the constant micro management, where their creativity is stifled and restrained. So, the tough the management enforces rules upon them, the more severe the resentment might be.
This edition cover story is an attempt to understand and decode the Gen Z comprehensively. Industry experts and Senior HR professionals have penned down their thoughts and suggest ways for managers to handle this new generation.
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