The challenge of engaging Gen Z

A recent survey by the Manpower Group has revealed that 45% of UK managers intend to hire Gen Z employees over the summer but that 96% of them reported challenges when engaging workers with less than ten years in work.

To stay competitive, companies need the diverse, innovative talent that Gen Z brings but understanding and meeting their unique characteristics and expectations can be problematical. Younger workers place a high value on work/life balance and flexible working opportunities which may be difficult for organisations with more rigid work structure to meet. They are drawn to dynamic and inclusive workplace cultures that align with their own values and aspirations and expect employers to offer the latest technology and tools. However, there are also some factors that have specifically shaped Gen Z’s attitudes to work.

Gen Z witnessed the burnout suffered by many millennials and this has prompted many of them to prioritise work-life balance and higher salaries over long-term career promises. The disruption brought by the Covid-19 pandemic influenced this further when the opportunities of remote work and flexible schedules reinforced the importance of employee wellbeing. Additionally, Gen Z is entrepreneurial, confident, and tech-savvy, making them able to take advantage of online business ventures and far less tolerant of jobs and organisations that don’t meet their expectations.

So, although engaging Gen Z may be difficult, there are some steps you can take to make a job and organisation more appealing:

• Flexible Work Arrangements: Offer flexible work hours and remote work options that offer them a better work-life balance.

• Professional Development: Provide clear career paths and continuous learning opportunities to meet their expectations for growth and development.

• Adopt Latest Technology: Ensure the workplace is equipped with modern technology to attract tech-savvy candidates.

• Promote Job Stability: Communicate openly about job security and company stability to alleviate concerns about economic uncertainty.

• Demonstrate Corporate Values: Showcase genuine commitment to corporate social responsibility and ethical practices.

• Competitive Compensation: Offer competitive salaries and benefits, including non-traditional perks that cater to their overall well-being.

• Engage with Authenticity: Foster an authentic employer brand that resonates with their values and expectations.

• Streamlined Recruitment: Optimize the recruitment process for efficiency and transparency, leveraging digital tools to enhance the candidate experience.

The current job market is highly competitive, so employers need to understand and cater to Gen Z’s unique needs and preferences. By aligning company values, educating on benefits, and investing in employee development, organisations can attract, hire, and retain top Gen Z talent.

Soft skills. The key to productivity, staff retention … and success

In the past, soft skills such as communication, teamwork and emotional intelligence have often been seen as less important than more tangible, technical skills. Although this perception has been changing, at times of recession or when budgets start to be cut, training in soft skills is one of the first things that organisations axe. But in the longer term, cutting back on soft skills training can be being detrimental to your organisation as these are the skills that can improve productivity and help to create a workplace culture that improves staff retention.

A study by Boston College, Harvard University and the University of Michigan, showed that soft skills training in areas like communication and problem solving boosted productivity and retention by 12 %, and delivered a 250 % return on investment based on these increases. A further study of over 2,000 business leaders and employees by Ethical Angel revelled that 9 out of 10 of the business leaders surveyed believed that their businesses would be more productive if their staff had better developed soft skills.

Whilst technical skills connect employees to the physical function of their jobs, soft skills help to build the connection between them and their job, organisation and colleagues. Soft skills help to create an environment of belonging and purpose that increases employee engagement, something that is also known to directly impact on business outcomes such as productivity. 

To work effectively with one another, we need the soft skills that allow us to understand and interact with other people and emotionally navigate situations.  Ensuring employees are equipped with the right soft skills for their role is therefore essential in enabling them to communicate and collaborate more effectively and also to develop greater understanding and the positive working relationships which improve the overall workplace culture. This in turn can improve teamwork and job satisfaction, raise morale and increase efficiency and performance which all contribute to increased productivity and better employee retention.

As UK business faces the possibility of economic slow down and recession, organisations will need to be on top of their game as they navigate through enforced change.  Emotionally intelligent employees with soft skills such as resilience, empathy, communication, problem solving, teamwork and self-confidence, will needed more than ever to make a real contribution to improving overall business performance and ultimately an organisation's success.

Addressing burnout is essential to staff retention

Many employees are looking for a new role because they feel their job is detrimental to their health and wellbeing.

With the pandemic continuing to dominate, new issues are popping up in the workplace where leaders are still trying to solve ongoing problems. Meanwhile with workers continuing to deal with increased workloads and the blurring of work and home life, it’s no wonder that burnout levels are rising.

This is highlighted in Ceridian’s annual Pulse of Talent report that surveyed 1,156 workers in companies with at least 100 employees. The research showed that 79% of respondents in the UK experienced some form of burnout, with 35% reporting this at a high or extreme level. It also found that the top three catalysts for burnout among respondents were increased workloads at 49%, mental health challenges at 34%, and pressure to meet deadlines at 32%. Whilst some of this can be put down to the usual pressure of the modern workplace, the pandemic has undoubtedly affected the work-life balance with many workers increasing their hours, taking shorter breaks and working when ill to meet a higher workload and the feeling of always ‘being on’.

This unhappiness means that 19% of the surveyed workers are currently seeking a new job, with another 39% saying they’d consider leaving for the right opportunity. This of course sits with the recent Office for National Statistics report that showed that the estimated number of vacancies recorded was at its highest level since records began.

Respondents were also asked what could be done better to address burnout and  55% thought it would help if their employer kept communication and work expectations within working hours. Setting strict guidelines and adhering to them is therefore essential with regards to working hours and downtime.

These surveys make it clear that many companies can expect to see a far higher turnover rate in the New Year if changes are not made. The need for effective employee support and wellness programmes, greater communication and increased flexibility has never been greater.

*Ceridian’s 2022 Pulse of Talent Report was conducted by Hanover Research and surveyed 1,156 workers in companies with at least 100 employees.

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