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Much has already been said about Gen Z’s professional proclivities – not all of it particularly kind or compassionate. The youngest generation of today’s workforce has been called everything from entitled to enigmatic, often held to unfair standards considering their relatively short tenure, not to mention the unfair shake that came, for many, with a mid-pandemic entry into real employment.
What HR teams, especially, ought to be asking is this: What drives Gen Zers at work?
It’s always dangerous to paint with a generational broad brush, but we have enough Zoomers in the room and on the Zoom screens (and many more coming) to start making assessments, if not drawing conclusions, about their places in a dynamic modern workforce.
Ultimately, successfully integrating your youngest employees isn’t just a matter of good faith – it’s good business. That begins with not judging people purely on traditional factors like resume and tenure. Understanding the whole person is crucial to offsetting perception bias. Meeting people where they are means reframing expectations and hearing them out.
Allow for too much generational drift, and in five years, you could be looking at an increasingly thin workforce. Burn people out early, and where do you
