
Tracking how workplaces are transforming takes effort, particularly when understanding Gen Z. While helping companies through various changes, Cheryl Fields Tyler, CEO of the management consulting firm Blue Beyond Consulting, said she has seen how this generation is "shaking things up."
Writing for Fast Company, she enumerated five warning signs that companies are not effectively engaging with Gen Zers, and she recommended strategies to help them communicate with this generation.
The first sign is that companies do not realize that Gen Z trusts artificial intelligence (AI) less than millennials do. Fields Tyler warned firms not to automatically assume that Gen Z would be more comfortable with AI than their older colleagues. While both generations are good with technology, their views of AI are different in meaningful ways.
According to a recent Blue Beyond survey of 1,200 knowledge workers, managers and leaders, Gen Z is less likely than millennials to utilize AI. Only 63% think AI has or will contribute to a more innovative workplace, compared to 73% of millennials, while only half of Gen Zers agree that AI will boost decision-making, compared with 66% of millennials. Gen Z's top emotion Gen Z regarding AI is “uncertainty.”
Fields Tyler encourages companies to engage Gen Z members to participate in the firm's AI adoption strategy. Companies should acknowledge their cautious approach while asking them to help identify, test, and drive the adoption of the AI tool. She suggests showing Gen Z how they can leverage the tool to enhance their roles and career advancement.
The second warning sign is companies assuming they can attract Gen Zers and retain them without solid company values; Gen Zers want their firms to do good for society and to work for organizations with similar values. Fields Tyler cited a recent report showing that four in five would Gen Zers not work for an organization that does not share their values.
The strategy is to ensure that the company's values are clearly stated and that its actions reflect those stated values to build a robust and inclusive culture. Company leaders should be prepared to take decisive public stands on crucial societal issues that make sense for the organization while aligning with its purpose and values.
The third sign is firms wrongly viewing diversity, equity, and inclusion (DEI) as not part and parcel of the company’s future. According to Fields Tyler, Gen Z is the most ethnically and racially diverse generation that sees value in inclusive work environments. For this generation, DEI is not just a buzz word but is also fundamental to their most cherished values and generational identity. With Gen Z set to be 30% of the workforce by 2030, shifting demographics indicate that the current backlash against these programs will be unlikely to prevail.
A company's strategy should ensure that leaders at all levels comprehend how to create diverse and inclusive teams characterized by psychological safety, while holding those leaders accountable.They should develop solid policies and practices to ensure equity in pay and opportunity. The inclusion principles should underlie all facets of the firm's culture while noticing how DEI creates better outcomes.
The fourth warning sign is companies failing to cultivate Gen Z’s enthusiasm for their employers. Company leaders might be surprised that Gen Zers, in general, are more positive about the firms they work for than any other workforce generation. According to Blue Beyond's survey findings, three in four think that their firm treats their employees fairly, and 83% expressed confidence in their manager’s leadership. Over three in four also view themselves as working for their current employer for two years.
Fields Tyler suggests leveraging Gen Zers' positive viewpoints while engaging them. She adds that Gen Z wants to be seen, heard, and valued. She said to try and involve them in decision-making processes and always have open communication lines.
The fifth warning sign is companies mistakenly thinking that giving Gen Z flexibility would lead to never seeing them in the office. Workplace flexibility is not just a perk for Gen Z; it is necessary. In spite of this, many firms operate believing that Gen Z needs to work in traditional office settings to “earn the right” to have flexibility.
Gen Z, more than any other generation, believes in flexibility in where and when they work; however, close to two-thirds would rather have a hybrid work arrangement instead of exclusively remote work, which is higher than their millennial, Gen X, and baby boom counterparts.
Fields Tyler suggests considering hybrid models that allow employees to opt for when and where they work best. Organizations should communicate policies and apply them as consistently as can be to instill trust.
Understanding Gen Z requires an approach that is nuanced, not one-size-fits-all. By recognizing Gen Z's distinct values, companies can attract and retain Gen Z talent. On the other hand, Fields Tyler said that disregarding these signs can lead to disengagement, high turnover and an inability to capitalize on Gen Z’s fresh perspectives and skills.