With the so-called Generation Z, a group with a lot of power is entering the job market. Companies have to adapt – but how?
There are many studies, surveys and opinions about the so-called Generation Z. Most of them are those born between 1995 and 2010. These are people under 30 who are just entering the job market while the baby boomers are saying goodbye.
The “GenZ” are often described as less loyal to their employer. According to a recently published YouGov survey commissioned by the automotive supplier Continental, 78 percent of younger people (16 to 24 years old) could imagine going to a new employer for better pay. This value decreases with increasing age.
In times of skilled labor shortages, the young generation is certainly powerful, and companies must adapt to their needs. A management consultant, a DAX company and a family business provide an insight into how Generation Z is changing the world of work from their perspective.
The business consultant
“I have a hard time putting all young people in a box,” says Eda Wolff, an expert on personnel and change issues at the Stuttgart-based management consultancy Horváth. But what she is already observing: Generation Z wants to be rewarded immediately. “They do something and want to get direct feedback on it. Or they do something and immediately want a higher salary or a promotion – and not just a fruit basket or a sports card.” The shortage of skilled workers means that employees can expect higher standards. “It would be unwise not to take advantage of that.” As an employer, however, at some point you have to ask yourself to what extent you can handle this.
Regarding teams with baby boomers and Generation Z, Wolff says: “In this constellation, conflicts are inevitable.” One of the main conflicts results from a lack of appreciation and recognition. Companies should create a safe space for the respective groups and raise awareness that these conflicts can arise, advises Wolff. They can then ask tasks and questions that help people put themselves in the shoes of others. This creates the basis for cross-generational collaboration.
The consultant warns: “If companies do not address the issue sustainably, Generation Z will jump from one company to another.” Everyone wants their competence to be recognized. It’s not difficult to see that as an employer. Still, many companies didn’t do well. “This is something that I sometimes find a bit frightening from an external perspective,” says Wolff.
The DAX group
If you ask the Dax group Mercedes-Benz, you won’t hear anything bad about Generation Z. Among them are many top performers who are very well and internationally trained, says Labor Director Sabine Kohleisen. Many people have an even greater desire to create something than others. “Generation Z is aware of its value and is very transparent about its own needs and ideas.” The young generation brings momentum to the company and we can learn a lot from them.
The requirements for Mercedes-Benz as an employer have become more individual. This applies not only, but especially to Generation Z. “Some want a lot of flexibility, others want security, and some place particular emphasis on development opportunities,” says Kohleisen.
The family business
At the cleaning and gardening equipment manufacturer Kärcher from Winnenden in Baden-Württemberg, you can at least hear critical tones. “We notice less commitment in this generation; for example, they are more willing to change if they don’t like something about their job 100 percent,” says a spokeswoman. A few years ago it would have been highly unusual to change training positions. Today, Kärcher receives applications from young people who are in the middle of their training.
“The manners also seem to have become more relaxed and non-binding – especially when it comes to spelling and addressing colleagues, we are missing some basic skills that we suddenly have to point out again,” says Kärcher. What is also new is that parents get involved in the selection process when applying, for example by waiting outside the room or calling the human resources department directly. “Here we would like you not to take away from your children direct communication with us, but rather to accompany them into independence.”
Generation Z is predominantly very well educated and therefore appears self-confident in the applicant market. They actively and confidently ask what advantages Kärcher offers them. “She prefers team and project work, but seems to strive less for leadership responsibility than the generations before her.”
At the same time, the company is again seeing a great desire for structure and security. And: “We have the impression that work should no longer define the lives of the so-called Generation Z, but enrich it – it should be fun and meaningful at the same time.”
Source: Stern
