The age make-up of the modern workplace is changing.
An increasing proportion of those aged 50 – 64 years are choosing to become ‘economically inactive’, removing themselves from the workforce. At the same time ‘Gen Z’, those born between 1997 and 2012, are now entering the workforce.
And they are bringing new expectations of what they expect from a workplace with them. According to Forbes:
· 96% of Gen Z respondents say it is important to feel valued, included and empowered at work;
· 80% want a job that allows them to grow skillsets, rather than one focused on a particular set of skills;
· 79% value having a manager who cares about personal, as well as professional, development.
In the UK ‘Gen Z’ comprise 20% of the workforce and with an increasing number of vacancies to be filled, this figure is surely set on an upward trajectory. According to Forbes, by 2025 Gen Z will make up 27% of the workforce in OECD countries.
What do businesses need to be aware of as they welcome Gen Z into their existing teams? How might delivering on Gen Z’s expectations benefit everyone in the workplace?
Focus on the individual.
Identifying an individual’s strengths and work role preferences can help them feel understood and valued, especially if they are then able to utilise those strengths effectively. Tools such as Belbin Team Roles can provide a practical and personalised approach to identifying an individual’s strengths and weaknesses in a workplace setting, and can be useful in helping to bridge the gap between a newcomer’s expectations and the requirements of their role.
Cultivate Gen Z’s natural self-awareness.
Gen Z are more self-aware and more likely to identify stressors and spot burnout. Taking time to nurture their self-understanding around the types of roles they prefer to assume within a team can help empower them to audit their own behaviours and enable them to understand how they work best.
When appropriate, also incorporating feedback from colleagues can help to identify hidden talents for development.
Create interconnected networks of teams.
To harness the talents of Gen Z, organisations will need to move to a different way of working, identifying talent and promoting flexible, interconnected networks of teams. Simply matching a degree with a job description doesn’t always lead to the best outcome for either party.
It is important to understand what strengths individuals possess (as well as any weaknesses) in order to allow movement between teams to bolster strength as required. In doing so, employers can create flexible and interconnected networks of teams where individuals have the opportunity to play to, and develop, their strengths as they transition between roles.
Foster a collaborative culture.
Organisations will need to leverage and combine the new insights and skills that Gen Z will bring with the expertise of the older members of their workforce. Mentoring and collaboration require trust, and trust comes from team members understanding each other.
Whilst older and younger colleagues might assume that they have little in common on the face of it, if they discover that they have common traits (for example, they are both driven and competitive), that similar approach can form the foundation of a strong working relationship. Even in cases where few similarities exist, being able to harness these can help to bridge generational divides.
Value and establish diversity.
Behavioural diversity of teams has been shown to impact performance. Establishing working environments and teams where inclusivity and diversity are the norm can help all employees feel respected and valued. It can help new voices coming into the team to be heard, generating new ideas, and not ignored for ‘lack of experience’.
With new recruits changing existing team dynamics, tools such as Belbin Team Roles can be used to analyse changing team make-up for recruitment, or for new or established teams seeking to establish psychological safety.
When it comes to discussing generational differences, there is a danger that nuances can give way to unhelpful stereotypes and generalisations.
But businesses have much to gain from a mix of perspectives and experiences.
Belbin can help recognise individual difference and celebrate diversity whilst taking a holistic approach to team performance. Understanding the strengths and working styles of new Gen Z employees enables businesses to create and maintain diverse and balanced teams which harness the advantages of a multigenerational workforce.
Tracy Eke is the Marketing Manager at Belbin.
Belbin was founded as a company in Cambridge in 1987, and has been growing throughout the UK and worldwide ever since. Belbin reports offer comprehensive tailored advice and guidance to increase personal effectiveness and engagement, enhance team performance and improve working relationships.