The “ Generation Z ” (those born between 1994 and 2010), the telework that continues after the pandemic and the highly developed digital skills are modifying the traditional rules of leadership and human resources services of organizations and companies. Many experts say that the labor market will undergo a real transformation with the incorporation of these new workers.
Fernando Garrido, coach and mentor specializing in this generation, explains that “all the more so in these moments of great technological and social changes resulting from the pandemic where the capacities and meaning of life of the youngest take on particular importance. We must then learn from them in order to adapt quickly to changes and modify our companies to welcome them and retain their talents ”.
This new paradigm clearly affects traditional corporate values and human resource departments. According to a Deloitte report on global trends in human capital, income and work, it means more than money for Gen Z employees. Gen Z employees show signs of willingness to respond the need for personal development by wanting their work to be an asset. something, which has a meaning and a purpose.
In this sense, Fernando Garrido underlines that for these people to feel connected and engaged in any organization, companies must be aware that today’s employees are looking for jobs that match their ethics, values and needs. However, most Spanish companies continue to be anchored in old models and to fight against the wishes of freedom and individuality of their workers without yet discovering what value they can bring to their loyalty.
“Unlike traditional salary rewards and promotions that most of us, like our parents and grandparents, were happy with, recognition is vital for these new workers to create a sense of belonging, as well as a sense of belonging. of belonging. on their health and well-being, ”says the Generation Z specialist coach.
That’s why today’s businesses are required to unleash the value of making an employee feel worthy of thanks and adapting them to the workforce of the future, that is. as Gen Z is known to be a dynamic, inquisitive, intellectually and culturally diverse group, and keeping them grounded in one place and the same company for a long time is going to become a tall order. The proof is that 52% of employees belonging to this generation appreciate as a factor of confidence that the company offers flexibility in when and where to work, according to the job site Job Today.
“As telecommuting and virtual team building gain ground rapidly and increasingly under current coronavirus containment conditions, differentiated and tailored treatment is more important than ever to foster a sense of belonging in company employees. New era that wants to feel a connection with their work and the companies they work for, ”says Fernando Garrido.
That’s why companies should consider new strategies to deliver an experience more aligned with individual preferences and not so much with the group. Moving away from traditional offerings is vital, as is the personalization of incentives, the adaptation of leadership and recognition in terms of flexibility and personal or professional development. “All this will strengthen the link between employees and their respective employers, which will make them value the association even more,” notes this expert.
In this regard, many companies, especially in the insurance industry, use several big data-based solutions to interact with them and have found that employees have different requirements. The truth is, in a world where employee expectations are constantly changing, companies must push the industry boundaries to address leadership, compensation, and benefits. “They should focus more on building positive, long-term relationships with workers, with the goal of understanding what employees need and value at all times without being tight,” says Fernando Garrido.
To foster a sense of inclusion and acceptance, realigning rewards and recognition is imperative to creating a strong relationship within the company. While most organizations offer tangible incentives, the focus should be on the non-professional aspects. Resource professionals should try to keep rewards and recognition simple, productive, and empowering people to grow, providing the necessary support and performance motivation to achieve a fair and vibrant future for all. For example, giving employees the opportunity to showcase their talents, hobbies and creative side or running workshops on emotional and physical well-being encourages employees in the long run.
All of this shows that in the future companies will also have to assess their systems and strategies against social and generational expectations, and make adjustments so that their management can promote and welcome the new workforce.