Connected but isolated
Yes, they were born with a mobile phone in their hands, and are far more adept at using it than their elders. However, this situation is proving to be as much a strength as a weakness: their technological skills have taken precedence over their social skills. The Zs live their lives through a screen. The difficulty, even the inability in some cases, to interact in person creates problems, for example when integrating into a new position. Managers need to be creative in providing opportunities for their employees to forge links and socialise in ways other than via a screen.
Mental health issues
Z managers of tomorrow | Technologia
Knowing that 75% of Zs have already had an episode of anxiety and that half suffer or have suffered from depression is sobering and certainly cannot be ignored. Many are financially insecure, see home ownership as unattainable, don't always feel supported at work, suffer from constant comparison (courtesy of social media), a lack of human connection, and are deeply anxious about the climate crisis and other global issues. They are doubtful, insecure and pessimistic.
Knowing that mental health problems are increasingly present in our workplaces (and not just for Zs either), the work climate is becoming a key element of professional well-being. And who is responsible for creating a healthy climate, where everyone feels comfortable talking about their stress or mental health problems, without risking ridicule or reprisals?
Everyone in the team, of course!
However, managers have a key role to play. It's up to them to be the watchdog of the team climate, while taking care of their own mental health, of course. It's a heavy responsibility, and organisations need to take this into account by giving them sufficient autonomy to support their team members according to their specific needs.
Work value
We often hear it said: ‘young people don't want to work’. Even Socrates complained about it. So there's nothing new under the sun! However, we can't ignore certain disturbing characteristics observed among Zs, who, according to thousands of human resources professionals surveyed, lack motivation, autonomy, professionalism... you name it! Considering that Zs are the future of our organisations, the situation is worrying and needs to be thought through and realigned quickly.
Zs hate hierarchy and orders. They work with someone, not for someone. This generation demands trust and transparency from the manager. Salary, proximity to home and work flexibility are the most important criteria when choosing a job. They are looking for a committed employer. In fact, the notion of meaning is paramount. Zs have grown up in an environment where diversity and open-mindedness are a simple fact of life. They need to contribute to something that respects their values, that makes a difference.
In the light of the mental health issues we have just discussed, we can already imagine that Zs are going to need support. Mentoring should be democratised and become a tool available to everyone who wants it. Discussing work and life issues with a more experienced mentor is a wonderful opportunity to forge links and develop social skills. The same goes for coaching and professional co-development groups. All these learning opportunities not only promote professional development, but are also about growing as a human being. On a different note, many organisations have set up induction programmes for new recruits that focus on what they need to do to facilitate their ‘human’ integration into the team. This is a departure from the beaten track, where integration was limited to learning about tasks.
Finally, we have to accept that we don't all have the same relationship with work, that professional success is not necessarily an end in itself, and that becoming a manager is not a sine qua non for a successful career. Can we legitimately blame the Zs for dragging their feet when the spectacle offered to them by their colleagues of previous generations consists of overwork, long hours, conflict, and where competence is not always recognised?
What if life stage was more important than age?
The model derived from sociological research considers that life stage has a significant impact on employees' needs. In fact, all workers care about the same things, it's the priority of needs that tends to change.
At the start of a career, with no children and few financial commitments, an individual can concentrate on professional development, building up social capital and looking for the next interesting opportunity.
However, as the years go by, the family, children and elderly parents to look after, are very likely to shift priorities towards doing quality work as effectively and efficiently as possible, so that it can fit in with all the other demands of life.
For older employees, the priority may be to share knowledge, act as a mentor, contribute to organisational memory or leave a legacy.
So it is in the interests of organisations to take into account what is most important in work for all generations, and to treat people individually, according to the needs related to their stage of life, i.e. by listening to them, showing empathy and offering them as many choices as possible.
Conclusion
Z managers of tomorrow | Technologia
In the light of the work values demonstrated by the Zs, we can ask ourselves what kind of manager will emerge from them. It has often been noted that children raised by ‘strict’ parents become lax parents. The reverse is also true: children raised by lax parents become strict parents.
What will happen to these representatives of generation Z, who hate hierarchy and expect their manager to show confidence and give them a great deal of autonomy, when they reach management positions? Will the pendulum swing back or will they reproduce the behaviour they expected when they were employees?
To find out more:
Intergeneration: making the most of differences
