When the pandemic shut down workplaces and schools worldwide, employers worried whether Baby Boomers and Gen Xers could adjust to tech-reliant remote work. In contrast, no one thought much about Gen Z’s ability to effectively transition to remote work and virtual platforms. Everyone expected a generation who grew up on the web and social media to take the change like ducks to water. It turns out that was a mistake.
Gen Z, who will soon account for around one-quarter of the workforce, struggled with the new normal. In fact, a report from Microsoft reveals that 60% of those born between 1997 and 2012 feel as though they are merely surviving at work. Now that the problem is in the open, companies are stepping forward with solutions for keeping their youngest employees engaged.
Who is Gen Z
The oldest members of Gen Z are in their early twenties. Many completed part of their schooling remotely and have recently entered the workforce, only to find it still in upheaval.
Like previous generations, Gen Z has been shaped by its environment. “Gen Z is a different working generation unlike any other that preceded them,” says Brendan Burnett, CEO of SalesHive. “They have seen pandemics and wildly fluctuating economies. Technological innovation provides them the chance to break out from the average experience in spectacular fashion.”
In terms of remote work, Gen Z has some important things going for them. Because they came of age during the pandemic’s rapid-fire transitions, they tend to be more adaptable, flexible, and resilient. They are also generally comfortable with technology, especially digital forms of communication, and tend to be the earliest adopters of new technologies.
However, Gen Z also possesses a few characteristics that make remote work difficult. Overall, this age group thrives on social interaction. In remote workplaces, social networking takes effort, and Gen Z is prone to feeling disconnected and bored. Because remote work has freed them from location constraints, they are much more likely than other generations to leave their jobs in search of new opportunities. They want success to come quickly and will hop to another job if their goals are not being met.
“The key to keeping Gen Z engaged and invested is to meet their needs,” remarks Burnett. “They prioritize fair treatment for employees, quality of life, a flexible schedule, and company responsibility.They favor opportunities to rapidly grow in their careers through specialized training and mentorship vs ‘putting in the time’ like their parents’ generation. Employers should provide them those chances — not because they are what Gen Z wants, but because they benefit employees at all organizations.”
Engage Gen Z with meaningful work where they can make a difference
Gen Z needs to feel its core values align with the work they do. If companies can communicate their vision to this generation, it enables them to find purpose in their work.
For instance, Gen Z, as a whole, is extremely passionate about community issues and ways to get involved. Working for a company that demonstrates good corporate citizenship is top on their list of priorities. To engage Gen Z workers, employers can emphasize how the company’s mission, vision, and values positively impact the community and the world.
“In addition to communicating the vision, employers need to give Gen Z ways to participate and feel like part of the team,” remarks Burnett. “It’s helpful to regularly remind Gen Z employees about the individual difference they are making in the company. By giving them a clear view into the value of their individual roles, they will feel connected, invested, and enthusiastic about the work they do.”
Engage Gen Z employees by mapping the path to success
Gen Z doesn’t want to toil for years before employers recognize their work. Company leadership can keep them engaged by making them aware of their progress. Without a clear map outlining the path from one level to the next, they will feel forgotten.
Unfortunately, struggling with isolation in a remote workplace often accentuates these feelings of stagnation. When Gen Z employees feel there is no way to accomplish their goals, they leave. To prevent this, employers need to be proactive in discussing goals.
“If Gen Z employees know the skills and knowledge they need, and how long these will take to master, they will engage in the plan,” says Burnett. “Laying out concrete steps from day one to accomplish that plan will subsequently enable them to feel motivated.”
Engage Gen Z by connecting on a deep level
Gen Z wants to interact and build relationships. From day one of onboarding, employers need to engage them with social connections that start everyone off on the right foot. Whether in-person or virtual, orientation needs to make new staff feel like part of the team, introduce them to the company’s culture, and coach them thoroughly in their new responsibilities.
Employers used to traditional supervisory relationships will have a tough time engaging Gen Z. On the whole, this generation favors a mentor or coach relationship over formal and distant managers with a top-down method. Gen Z is engaged by servant leaders who support employees and ensure they thrive. They connect with leaders who communicate regularly, check in to address concerns, answer questions, offer feedback, and take a personal interest in their employees. Through weekly or even daily communication, these managers play an active role in coaching their staff.
To remain engaged, Gen Z employees need to build relationships with their coworkers. Impromptu meetups at the water cooler or in the breakroom may be a thing of the past, but social interaction remains as necessary as ever. To spur communication among new employees, managers often pair workers into teams to complete assignments jointly. After working with a more seasoned employee on a project, new workers have someone they can turn to for advice. Interaction at remote workplaces also happens during virtual activities. Employers can ensure new hires are aware of social opportunities such as book clubs, yoga classes, and happy hours.
The future of remote work for Gen Z
According to recent headlines, the desire for remote work is declining, especially among Gen Z. Burnett has a different take, however.
“As companies force their employees to go back to the office, it’s easy to say there is a decline. That decline is employer-driven and does not reflect the desires of employees.”
Research reveals that a majority of employees prefer the option of remote or hybrid work. Employers who offer this benefit will be able to attract and retain higher-quality employees than those who insist their workers return to the office.
“Our company does not have a direct HQ, and many of our employees have never met one another outside the digital confines of a zoom call,” says Burnett. “We source high-quality employees, regardless of their location. We retain employees who don’t want to fill their gas tank for a long commute every week only to take zoom calls that they could have fielded from the comfort of their own homes. Employees are able to travel and see the world around them without sacrificing vacation hours. The love of remote work is here to stay, even for Gen Z.”
While Generation Z initially struggled with remote and hybrid work, they can nevertheless acclimate. Their flexibility, eagerness to learn, and tech-savvy are a perfect foundation for the new normal in today’s workplace. When employers engage them with meaningful work and opportunities to interact, they prove to be highly-motivated and productive employees.
