As we look upon a new renaissance of the workplace dynamics due to the advent of whole new work culture, we must understand some critical points of workplace restructuring and its technicalities. The ability of the corporation to be dynamic in these never seen times is key to staying afloat in this storm as we put in our last pieces (have not read them yet? Read parts I and II of these three-part series on Gen Z, now!) We have researched extensively on this subject and are here to put forth our key findings.

Talent restructuring:

The future of the workplace seems to call for a person of diversified talents, areas of knowledge, and the ability to learn new skills on the go. Upskilling and growing with the job are what this generation expects to do and wants a workplace that will allow for it. According to an article published by Deloitte, it will require a fusion of four essential work skills: 

● Digital tools and technology skills
● Comfort with analytics and data

● Business management skills
● Design and creative skills

Relation with machines:

This generation sees a strong sense of human-machine collaboration, being more open to using sophisticated machinery, robotic technology, and intelligent software to further their work. Unlike other generations, they are not afraid of developing technology and do not have the age-old “what if we get replaced by technology.” This generation understands how important, valuable, and resource-saving intelligent machinery can be in the long run. It is more efficient, precise, and integrated with human workers, giving the best results. It would be wise for companies to accommodate rapidly changing technology and evolve to allow for new business methods.

Dynamic career:

Gen Z does not seem to follow the trend that most followed before them, the age-old “stick with it and climb up the ladder.” They do not seem interested in climbing the corporate ladder within the same institution. This generation aims to give corporate jobs the revolving door treatment and change careers as they evolve and learn more skills. Companies must be ready for constant influx cycles and be aware of the temporary nature of the filled positions within themselves. The standard 20+ years dedicated to the company by the boomers and quite a few Gen X members are now a thing of the past, and companies should restructure their hiring team accordingly.

Social media and technology:

A lot of the communication shall be done using some form of technology and preferred over in-person communication. At the same time, most of these workers shall be proficient in more than five types of enterprise software applications. Office productivity tools (e.g., Microsoft Office, Google Suite), collaboration tools (e.g., Slack, Microsoft Teams), and business intelligence (e.g., Tableau) ranked as the top three applications that have been used. Gen Zers are entering the workforce with an incredible knowledge of technology. Not only are they social media experts, but they are also comfortable with high-level programs that are crucial in any workplace. ⁱⁱ It is essential for the employers to be well-versed in the same, to ensure they are on the same page with their young workers.

What does this mean for employers?

According to a Deloitte article (referenced above), Gen Z shall be able to vie for a greater personalization as they move through their career journey. If organizations wish to attract and, more importantly, retain the best talent there is out there, they need to ensure they are worth their time. A different mindset and tackling skills are required to be employed.

To attract the right talent from the new pool of employees, the company must adopt a speed of evolution matching the corporate and social environment of the times. This could entail developing a robust training and leadership program, constantly allowing for upskilling employees, and sending them for new courses. Having a real focus on diversity and inclusion, eliminating any whiffs of the glass ceiling, and having a social and philanthropic program are helpful in this venture.

● Develop the profile of a great employee, establish internal apprenticeship programs, or hire intelligent, talented people and then match them with a role once inside the organization.
● Consider partnering at the university level to adopt top female talent to attract more women candidates for tech roles.
● Create latticed career paths and multiple work formats.
● Set up internal marketplaces to match projects with needed skill sets.
● Leverage the expertise of Gen X, Gen Y, and Boomers to help mentor Gen Z into strong leaders.

● Consider the attractiveness of your industry and your company’s reputation and plan accordingly. 

Throughout our three-part blog, we have shed some invaluable insight on what this generation is about, what they like in the workplace, what makes them the way they are, and how to prepare for their entry into the workforce. We hope that now you can confidently ascertain how to keep a gen Z employee retained in your system and ensure that they are productive, functioning additions to your enterprise.

The most important takeaway is that enterprises that provide the culture and environment that a young Gen Z worker wishes to have will most definitely get loyalty and the best work from their side. Small but easily manageable changes like embracing diversity and inclusion in the office and the C-suite, providing tools to succeed in professional and personal realms, and giving back would make wonders happen. References:

● Mawhinney and Betts (2021), Deloitte.https://bit.ly/3x0jg7C
● Fuscaldo (2021), Business news Daily. https://bit.ly/3iXAc6H