With Generation Z now established in the workplace, companies need to be savvy when creating an accommodating workplace without forgetting the previous generations' needs. Paul O'Donnell explains how to do just that
Are you Generation Z, Generation Y, Generation X, or the rarer breed of baby boomer? With retirement ages drifting and young graduates streaming into the jobs market, a truly diverse workplace will include workers from all generations.
Born between 1996 and 2007, Generation Z are not a niche cohort – they make up over a fifth of the population and are the fastest-growing electoral and consumer group – but as relative newcomers to the workforce, they may play a different role as part of their respective teams.
In 2022, the Irish recruitment firm HRM released its 2022 'Understanding the Misunderstanding – Intergenerational Insight Report'. The report highlights how age-related stereotypes could mean that workers are somewhat pigeonholed and often assigned specific tasks based on their age and perceived behaviours.
As this misunderstanding can negatively impact employee satisfaction and fulfilment – as well as the bottom line – a strategic approach to creating a working environment that meets the needs of all workers is vital.
Reading between the lines, the report highlights the inherent challenges in building a genuinely intergenerational workplace and why employers must be cognisant of these to unlock and tap into the talent of all age groups.
Priorities
As illustrated by the survey findings, each generation has priorities regarding their chosen employer and future career path. It was clear that Generation Z workers have different views on work/life balance, and their preferred communication style is markedly different to that of their colleagues.
It has been well-documented that Generation Z, on the whole, tends to be well-educated. They have also witnessed the significant disruption of a global pandemic as they began their working lives and have come of age as the realities of the climate crisis begin to bite.
Thus, it is perhaps unsurprising that the report indicates that Generation Z sees themselves as quite different from other generations.
On the ground, this can cause issues. An astounding third of Generation Z participants think differing perspectives held by different generations caused difficulties at work regularly.
However, the diverse needs of each generation of workers are not necessarily competing. For example, the report found that Generation Z prefers an employer that supports their health and well-being. In contrast, baby boomers were far more concerned about the organisation's financial viability. Yet, employees from all generations benefit from an employer focused on both the bottom line and the health and well-being of its employees.
According to a 2021 LinkedIn survey on learning and development, Generation Z is keen to upskill and learn on the job, as their longer-term goals may include an entrepreneurial endeavour. This commitment to lifelong learning should be considered when building people strategies that include ongoing training, rewards or recognition programmes, and career path trajectory.
We also learned that for Generation Z, a collaborative culture is the number one factor when choosing a workplace. We know that firms with rigid hierarchical structures are the most likely to struggle to adapt to Generation Z's workplace needs. However, the reality is that traditional hierarchical structures and incremental career growth based on tenure are now outdated concepts.
Yet, while an organisation may seek to re-orient its historical structure to accommodate Generation Z as they continue to stream into the workforce, this must be balanced against a duty of care to the other generations of workers.
In this regard, the pace of organisational and technological change in the last two decades certainly presents both opportunities and challenges.
As digital natives, Generation Z will invariably find digital up-skilling and role development easier – or at least more straightforward. And according to Kantar Global, the smartphone tends to be Generation Z's preferred method of communication. As hybrid workplace models become embedded, ensuring effective communication and savvily employing technology to enable this is a given.
However, the pace of change can pose some problems, which must also be considered when creating and developing learning strategies for up-skilling and role development.
Blending the generations' needs
When blending the right mix of generations, employers must not lose sight of the bigger picture: they must be aware of the differing priorities of each, but this cannot be to the detriment of any one age group. By recognising the needs and wants of each employee cohort, they can exploit the possible synergies that a diverse workforce is capable of.
The hunger and drive displayed by Generation Z will always be a welcome addition to a team, but the talent, skills, and experience of other generational cohorts are indispensable.
Can a company culture please everyone all of the time? Of course not. But by re-orienteering critical elements of the organisation's culture to satisfy Generation Z, they risk alienating the other generational cohorts – who still comprise the majority of the workforce.
The HRM report clearly illustrates that the key to maintaining good intergenerational relationships is recognising differences and discussing them. As with most workplace challenges, clean and open communication – face-to-face, via email, or even over WhatsApp – is key.
Paul O'Donnell is CEO at HRM Search Partners.
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