Gen Z is tired to hear that they are lazy and will only work at a distance: “People talk about us but not of us”
The leaders of the youngest generation of the labor market repel the old story that they are lazy and disruptive. In reality, they do not try to upset the entire landscape of the company. They just want a seat at the table.
“You cannot enter the door on the first day and say:” We change everything [Gen Z]'' Jonah Stillman, co-founder of consulting firm Genguru, told the public Fortune Innovation summit in the workplace this week. Instead, he recommended leaders to give young workers a voice and a platform to share their ideas and their prospects on business culture and global objectives. The optimal workplace, he argued, is the one who understands “each voice is relevant among the generations”.
There have certainly been growing pain with five generations sandwiched in the work landscape. According to a recent report of the consulting company Korn Ferry. According to the same report, a major contributor to the frustration of young workers is the lack of communication: almost half of all generation Z employees want more significant communication and teamwork training, according to the same report.
Like Stillman, other generation Z managers urge employers not to buy in generational tropes.
“People like to talk about us but not speak to us or build with us,” said Ziad Ahmed, chief of the next generation of UTA. “I think this is rooted in many presumptions. It rarely brings us where we have to be. ”
In many ways, generation Z is not so different from their predecessors: they have several of the same priorities and desires, including heavy wages.
“We like to differentiate generations by generations, but human behavior does not change much,” said Tiffany Zhong, co-founder of the Noplace social media site.
The three leaders of generation Z agreed that their generation did not try to upset the workforce, but is accompanied by a unique perspective influenced by technological progress and the geopolitical moments that have forged the dynamics of their education.
In the end, he is in the interest of an employer to weave his opinions and prospects in strategic and cultural decision -making, even if it is not rapidly at which some Zers are used to.
“The most productive multigenerational workforce is that which prioritizes this idea of evolution instead of the revolution,” said Stillman.
This story was initially presented on Fortune.com
