Characteristics of Generations Z and Alpha: What companies need to know when working with young people
Tatiana Koval
Expert in Employee Happiness, Employer Branding and Corporate Culture | Consultant | Educator| Speaker Host of Podcast "Happy@Work" Help clients to become more people-centric ?? #happyatwork #employeehappiness
I have been involved in graduate recruitment for more than 15 years. As a consultant who helps companies develop their employer brand and graduate programs, as well as a co-founder of IAGE (International Association of Graduate Employers) and head of the Graduate Awards jury.
During this period, I have gone through a period of active market entry of Generation Y, and in recent years there has been an active discussion of Zoomers. However, there is a trend in many countries to "rejuvenate" target audiences: more and more organizations are starting their career guidance and engagement efforts from school (not only in universities or colleges). I wanted to explore the differences between the Zoomer and Alpha generations and what companies need to do to build their strategies and practices for working with young people.
Important disclaimer: I am not a strong supporter of generational theory, but I do take it into account in my work. In doing so, but I devide two important characteristics. The first is the characteristics of young people, which are characteristic of them precisely because of their age. They are very similar in many generations. The second is the characteristics of each generation, which are connected with the conditions in which their life and development took place. The latter is the focus of this article.
?
Characteristics of Generations Z and Alpha: what do they have in common and what differentiates them?
Generation Z (Zoomers) Young people born between the mid-1990s and the early 2010s are commonly referred to as the Zoomer generation. They were formed under conditions of rapid technological growth, but their unique feature was not only digital literacy, but also high social responsibility and attention to the problems of the surrounding world.
Generation Alpha The Alpha generation, born after 2010, is immersed in technology from an early age, from birth. Their world is a constant integration of physical and digital spaces, digital assistants and AI. For them, talking to a computer/phone has been the norm of life since childhood. And they have come to a world where customization possibilities have already been created, and therefore have a more pronounced demand for individualization.
Comparative table of generational characteristics
Technology
Generation Z
Accustomed to technology, mastered it in school, actively use social media and AI (often to study)
Generation Alpha
Fully integrated into the digital ecosystem, growing up with technology since childhood (grew up in this environment with digital assistants)
Social responsibility
Generation Z
High environmental and social awareness
Generation Alpha
Genuinely engaging with and living in global issues
Financial prudence
Generation Z
Focused on financial security and have a strong demand for stability as a consequence of having experienced crises (pandemic, economic crises, wars)
Generation Alpha
Expected to increase financial literacy from a young age, likely to be quite careful with their funds
Mental health
Generation Z
Expect mental health support and have a high demand for it, often working with psychologists since childhood
Generation Alpha
Emotional wellbeing is a priority, can use digital assistants to support it
Self-expression
Generation Z
Appreciate individuality, but less pronounced craving for self-expression through content, sometimes on the contrary may remain in the role of an observer
Generation Alpha
According to experts more expect platforms for creativity and self-expression and the ability to customize solutions to their needs
Training
Generation Z
Love flexible and interactive forms of learning
Generation Alpha
Expect adaptive and recreational education
?
Peculiarities of HR's work with generations Z and Alpha
HR strategies aimed at attracting and retaining Generation Z and Alpha employees require a different approach.? Generation Z has already entered the business and one of the important influencing factors is an even more pronounced influence on the topic of work-life balance, protection of personal boundaries (this expression has already entered the corporate vocabulary) and a significant request for remote or hybrid formats of work, especially since they have already seen their application in practice and gained similar experience during training. They also give a request for mental health care: they appreciate corporate psychologists and their manager's attention to their psychological state.
Generation Alpha expects a more personalized approach, special benefits, are ready to combine the real and digital worlds, and can work autonomously in a hybrid format.?
?
Comparative table of working with generations Z and Alpha for HR
Recruitment and employer branding
Approach to Generation Z
Classic marketing methods work well, interactive formats are in demand, presence in social networks and game mechanics are important. This generation has mastered the use of AI in training and development and it is important to take this into account in evaluation systems. Competencies/skills assessment dominates. The importance of formal education has started to decline.
Approach to Generation Alpha
They predict growth in the use of interactive and immersive technologies (AR/VR), embedding the brand in the game world, non-standard solutions and selection mechanics (through game formats). A shift to a strengths-based assessment system is expected, digital recruiters and company promoters are increasingly active, and there is a growing focus on the professions of the future.? The importance of formal education will continue to fall.
Training and development
Approach to Generation Z
Offering flexible programs and growth opportunities based on individual assessment. Transition to short programs. Transition to on-demand training.
Approach to Generation Alpha
Personalized, interactive programs. Short interactive formats, active use of AI in learning. Digital assistants as tutors in learning and development, helping to achieve goals.
Career and motivation
Approach to Generation Z
Orientation on career growth and financial stability. Not only the amount is important, but also the predictability of payments. the possibility of growth in the future. Already live in a multi-career world and will be changing different career paths. Important focus on wellbeing support programs.
Approach to Generation Alpha
There will be a demand for flexible career paths, non-standard trajectories - from project work to the possibility of developing non-standard skills, mastering related fields. They predict a demand for autonomy, the ability to independently define and manage the benefits package in digital format.
Supporting wellbeing
Approach to Generation Z
Stress reduction and life balance programs, access to psychologist, focus on mental wellbeing. Importance of social well-being, including through respecting personal boundaries.
Approach to Generation Alpha
Comprehensive programs to support mental and physical wellbeing will be important, and there will be a focus on community wellbeing and support during climate crises.
Social and environmental responsibility
Approach to Generation Z
Expect real actions, not slogans. Ready to get involved as volunteers, demonstrate willingness to learn eco-behavior
Approach to Generation Alpha
Demand high transparency and engagement, will be attentive to the topic of eco-responsibility, climate crises.
Important aspects for corporations in building an employer brand for generations Z and Alpha
1?? Digital Transformation and Immersive Technologies Both generations are deeply connected to technology, but while for Generation Z it is a communication and work tool, for Alpha, technology is part of their everyday reality. Employers need to offer digital experiences that go beyond standard technology, including the use of VR and AR, AI technologies not only for assessment, but also to build a follow-up system throughout their interactions with the company. Integration into digital environments familiar to young people, such as the Roblox platform, as IKEA did with its virtual store, also works well.
2?? Transparency and social responsibility The values of sustainability, environmentalism and social justice are at the center of both groups. They are not currently a driver in the decision making of the Zoomer generation, but they can become a "stop factor" in choosing an employer. At the same time, the importance of these factors is predicted to grow for the Alpha generation.
Employers who actively demonstrate real involvement in solving these problems gain a competitive advantage. Generation Z, which has seen many examples of green PR (or indeed greenwashing), is demanding real action from companies, not just statements. Generation Alpha may demand even more transparency, tracking initiatives through technology and social media.
3?? Flexibility and personalized work Generation Z is already active and interested in flexible working conditions. Flexible schedules, the ability to work from home, and no strict limits on working hours make an employer more attractive. Generation Alpha expects personalization, not just flexibility, from a company. It is important to create a work environment where everyone can adapt their tasks and responsibilities to their own needs.
4?? Creativity and self-expression Both groups actively use digital platforms to express themselves. It is important for HR to provide opportunities for creativity in the workplace. For example, using internal platforms to share ideas, participating in projects or being able to create content for the company will help to engage younger employees. Also with the Alpha generation, the interest in individualized approach is predicted to grow, which is already expressed in the form of a shift from competency-based recruitment to strength-based recruitment. This means that job-crafting and job customization technologies will develop.
5?? Supporting mental health and well-being For young people, the issue of mental well-being is becoming increasingly important. Incorporating mental health into the company's programs, such as psychologist consultations, rest days and stress reduction activities, will be an important aspect of talent attraction. Also a significant focus now goes to psychological safety. This will remain relevant for the Alpha generation.
How to customize employer brand strategies for Generation Z and Alpha
Generation Alpha, in particular, expects a more dynamic approach to learning, which can be realized through real-time feedback applications and artificial intelligence. Here, there will be an increasing role for personalization of learning and the use of AI to assess current level, progress and tailor individual learning modules. There will also be a growing interest in digital tutoring technologies.
?
3. Supporting socially significant initiatives Companies should be actively involved in solving current societal problems. For a long time now, we have seen a demand from the Zoomer generation for meaning in work and attention to the company's mission. This is becoming an important part of EVP .? It is also important to continue to develop internal company initiatives where employees can get involved.? This can be expressed through participation in volunteer projects, creating programs to improve the environment or social inclusiveness. Generation Alpha, like Generation Z, expects the employer to not just support such initiatives, but to actively integrate them into the corporate culture. Moreover, this generation will grow up in an increasingly inclusive environment, and demand attention to their particularities and employer adaptation to their needs (e.g. neurotypicality). This too is an important topic for communication and the importance of this topic will only grow.
?
4. Providing flexible career paths Traditional career ladders with clear hierarchies are becoming less attractive to young people. Generation Z is looking for careers that allow them to develop in different directions.? There is already a demand for multi-career: for flexibility in choosing a future career (for example, from employment to their own business or freelancing and back again) or for combining careers (I work in employment and have my own project at the same time). Companies can offer opportunities to implement different initiatives within the company, which will allow the employee to explore new areas and develop in areas that he or she would like to make his or her own sphere of realization in the future.
?
Generation Alpha will seek full personalization of career paths, expecting employers to be adaptable and supportive in their search for individual career development.
?
5. Community around brands
Today's youth are already actively engaged in social interaction through both interactive offline and online formats. There is already a shift from ad hoc recruitment (targeted recruitment campaigns) to continuous interaction. The role of community will only increase. ?Generation Alpha will be included in these communities, but it is important to realize that they will already have their own communication features - for example, their own heroes and memes. It will be important to take this into account in the formation of communication strategies of the employer brand with different target audiences.
?
Working with Generation Z and Alpha requires corporations to deeply analyze their values and expectations. Employer brand strategies must adapt to digital transformation, transparency and social responsibility, providing flexibility and opportunities for self-actualization. Companies that can offer young people the right environment and support will have a significant advantage in attracting and retaining the talent of the future.? You can learn about them through participation in the IAGE association.
?