The next generation of talent are increasingly entering the workforce, and their needs are seemingly much different to their predecessors. Gen-Z in particular are known to champion themselves, standing for better work-life balance (with a recent study finding that 92% cite this as an important or very important factor in their career) and an improved, diverse culture across the board.
Understandably, HR teams have been grappling with these changed needs – but what are the key considerations for them, and how can they ensure they not only attract the next generation of talent, but retain it too?
1. Consider your culture
Both Gen-Zs and millennials are likely to give more thought as to what gives them job satisfaction and tend to be more considered about how their current role helps them reach their career goals or aspirations. This may be because more employers schedule regular career goalpost reviews, but it is also impingent upon the employer to provide a framework to allow employees to reach these goals, and to feel that they are upskilling.
Whilst there will always be some job moves that relate to money, very frequently people are looking to change environments because they don’t feel that they are progressing, or simply are not reaping the benefits that they wish to.
In fact, many Gen-Zs are veering away from the more ‘traditional’ career trends entirely, as found in a recent survey by Major, Lindsey & Africa. The results showed that, 10% of young legal professionals were only planning to stay in their first job for 2-3 years, and 14% only planned to for 3-5 years. This is very different to previous generations, who were much more likely to stay with their company for as long as possible. These choices are likely greatly motivated by more opportunity and work-life balance, along with compensation.
This, compounded with the more “transactional” nature of work has led to far less guilt when changing jobs regularly; perhaps it’s because these generations are more likely to identify with a “work to live” mindset.
Consistently reviewing HR processes, including fair performance reviews, ensuring talent is being given the headspace to progress should they wish, and a degree of flexibility, is key to retaining this talent and may be helpful when trying to reduce turnover.
2. Don’t forget personal development
HR teams should be increasingly focused not only on professional development, however, but also on personal development and training, to help Gen-Z feel more invested.
This is key; Gen-Z have different motivators and are a generation that have demonstrated a highly entrepreneurial nature – they have taken social media and interacted with it in a way that can be monetized, for example.
Gen-Z have so much to bring to a workforce, but they want to work in environments where they can see that change is being acknowledged and encouraged; perhaps also because much of this change is likely to be borne from their own experiences. Ultimately, each workplace is likely to benefit from the ideas and experiences of Gen-Z, but many still subscribe to “old school” methods that are driven by the experiences of senior members of staff.
In response, HR teams should be creating a workplace where Gen-Z feel comfortable in speaking openly about what and how they want to learn, rather than development plans and training being generated from the top down.
3. Flexibility is key
There has largely been an acceptance that working from home processes have been wound back in recent months, and in most cases, firms are expecting 50-60% in office attendance on a regular basis.
Interestingly, this in itself isn’t always a frustration for candidates. However, the sticking point for them is if the rhetoric is that it’s for their benefit to learn, and they need to have senior people around – who then aren’t. There is an interesting split between the more senior levels of the team, with some truly appreciating the value of the office and attend most of the week, and those who have recently moved further from the office and are not keen on committing to travelling in for a majority of the week.
HR teams should be harnessing the latter; as they are such a valuable resource for junior development and the team as a whole, even if they are not there in-person. However, they should also take the face time opportunities into consideration before mandating office returns, to ensure a mutual benefit.
