By prioritizing connection, transparency, and development, you will attract and retain Gen-Z talent.
The time to think about how to effectively manage Generation-Z employees is now. Whether you’re a founder or a high-level executive, you have probably started hiring the oldest Gen-Z job seekers. This generation was born between 1997 and 2012. In my coaching practice, I’ve already started working with several Gen-Z professionals, and I am noticing they have as many similarities as differences from older generations.
During a recent multigenerational workshop, I asked people to gather with members of their generation—Gen-Zers, Millennials, Gen-Xers, and Boomers. They brainstormed their preferred ways of working and being led. While there were differences in work preferences, such as remote versus in-person, each group settled on the same priority. They want to be heard and treated with respect.
This is at the core of every human, no matter when they were born. However, it is important to recognize some of the challenges unique to Gen-Z and how that affects how managers lead them to their full potential. Here’s some management guidance for leaders working with Gen-Z.
Embrace flexibility
Because of the pandemic, many Gen-Z workers finished college and started their careers as remote students and employees. As the world has begun to shift back to in-person work, Gen-Z prefers the flexibility of a hybrid life. In fact, recent research from the World Economic Forum found that 73 percent of Gen-Z employees want permanent flexible work options.
I see this reflected in my Gen-Z clients—one of whom is limiting her job search to remote-only roles. Managers should make room for greater flexibility. They can do this by trusting that Gen-Z not only values the balance that flexibility brings, but, as digital natives, they are pros at the technology that makes remote work possible.
Foster community
While Gen-Zers love autonomy and flexibility, they don’t love the inherent isolation and disconnection. After all, those casual hallway and water cooler conversations do a lot for building relationships.
As a manager of Gen Z employees, you need to ensure that you build in more time for connection. That might be one-on-ones with or without a screen, in-person brainstorming sessions, or a quick phone call check-in. Company onboarding can be a great opportunity to start this. Instead of solely focusing on manuals and policies, build in time for community-building, too.
Connect them to their purpose
Titles, status, and competition don’t motivate Gen-Zers. Instead, they prioritize a sense of purpose and meaning. They want to know how their individual contributions support a broader mission. Currently, many Gen-Z workers aren’t feeling this. According to a 2022 Gallup survey, more than half of Gen-Z employees are not engaged at work and feel ambivalent about their jobs.
For many managers, it’s easy to focus on what’s needed day-to-day when timelines and deliverables are always more urgent. However, Gen-Zers need to know how their work makes a difference. So take time to draw connections between their work and your organization’s mission. Loop them in on organizational strategy and vision-setting, even if their roles don’t allow them to contribute just yet. Transparency will help build trust, and they’ll feel more invested in their work if they know why it matters.
Empower with feedback and resources
While many of my Gen-Z clients are ambitious and passionate, when they face roadblocks, they hesitate to ask for help. They often feel uncomfortable asking questions and just trudge along without the clarity they need.
As their manager, it’s up to you to build trust and help your Gen-Z workers feel safe and comfortable asking questions. Providing frequent feedback can help. Positive reinforcement lets them know they’re on the right track. It can also open the door to their asking for help when they’re not. Provide plenty of opportunities for learning, as well as coaching, mentoring, and resources to increase their knowledge and experience.
As the number of Gen-Z employees grows in the global workforce, you have an opportunity to tap into their energy, enthusiasm, and passion—qualities I see reflected in my Gen-Z clients. By fostering connection, offering transparency, and prioritizing development, you won’t just attract and retain Gen-Z talent, but you’ll also build a better company for all your workers.
My book, Saving Face: How to Preserve Dignity and Build Trust, illustrates how we can honor face to create positive first impressions, avoid causing others to lose face, and, most importantly, help others save face to build trust and lasting relationships inside and outside the workplace.
This article was originally posted on Inc.com