Is the young generation shocking employers again? (part 2)

Yes. They are doing the same thing their predecessors did. ?

To make at least a small revolution in the market, disrupt the existing employee – employer relations, come up with new solutions that would benefit us all.

?? the younger generation, right?

I find it quite funny, that back in the days, as a 27-year-old, I was already surprised with the young generation. Now when I am over 40 I am not surprised anymore. The world is different now. And generations have the right and the duty to change the existing status quo.

Lot of things changes, and still a lot is to come. This is part 2 of the article on changes in the workplace inspired and pushed by young generations. In part 1 (Is the Young Generation Redefining the Workplace Again? (part 1) you can read about feedback, training and recruitment. Here are the next elements of the workplace puzzle.

4. Development and promotions

Millennials were once considered hungry for promotions, with some claiming they would rapidly push older colleagues out of executive positions. However, many have realized that life isn’t all about work, finding a balance through mindfulness, and often moving out of big cities for a more peaceful life. After years of overworking, this generation seems to be rethinking the job race.

Fun fact: The Millennial generation once seen as the disruptive youth is now considered conservative and old. ?? Time flies.

Young generations are also dubbed the "won’t-wait-2-years-for-promotion" generation. As mentioned in article part 1 , Gen Z needs work to be entertaining, meaning rewards should come quickly, and promotions should be within reach. These employees already declare they will change jobs if they don’t feel growth.?

What does this mean for employers?

Don’t plan long career paths. Consider mixing positions and creating development paths that are not just vertical but also horizontal. If you want to keep talent onboard, do your best to keep them in development mode most of the time. Engage young employees by for example inviting them to reverse mentoring initiatives, make them feel appreciated and allow to learn but also teach others. Youngsters often have a set of new competences which can be valuable for other generations in the company.

5. Non-financial benefits

For Generation X, remote work may seem like too much of a benefit, especially if they need to manage a team of remote-working youngsters. ?? Gen Z, however, often rejects job offers that don’t include a minimum of three days of home office per week. Workcations, bringing pets to work, extra days off, or even unlimited holidays are now common expectations that may make Generation X’s minds explode. ??

But if Gen Z can have it, why can’t we all?

With the needs of the 50+ generation also being considered, working from home or having fewer workdays in the week could be an appealing option.? Since the European market is rapidly getting older, we will need to keep more mature generations at work for longer. Flexible working hours, 4 day working week can support professional activity of more age-advanced workers.

However, there needs to be a balance to ensure team and business effectiveness, and corporate culture empowerment, etc. - experts confirm it’s possible. Hybrid workplaces can outperform traditional offices. If they are organized and managed well.

It can be a beneficial solution for all generations. Worth mentioning, that contrary to stereotypes about 50+ workers, research conducted during the lockdown showed that they performed very well working from home (and didn’t feel as demotivated as younger workers).

I believe adopting new work methods isn’t about age but about overcoming the mindset: "that’s the way we did it, and that’s how it should stay."

6. Leadership

Baby Boomers still remember, and most still tolerate, a very hierarchical structure of power. Nowadays, we are promoting and discussing engaging leadership and servant leadership. Younger generations are reshaping the role of a leader.?

Managers are expected to be mentors and coaches for their teams rather than strict generals. When I gave speeches at universities years ago, students would ask why they should respect someone just because they’re a CEO. Claiming that respect must be earned, younger generations are sometimes shocking those used to being in charge. At the same time, younger generations don’t expect their managers to be their friends; they want leaders—role models who can teach and inspire them.

What does that mean for all of us?

We all need to start leading with empathy and curiosity if we want to be truly effective leaders. Regardless of the age of our teams, becoming a modern leader means focusing more on human relationships.

The new wave of young candidates entering the market will demand more appreciation, more of our time, and more of our attention. They’ll expect to be more included in the decision-making process.?

There you go, 3 three more puzzles that are reshaping the way we work and cooperate. Leadership, Development, non financial benefits. Would you add anything else?        

?? What else is about to change? Can you see any new things worth discussing?

?? Which are of our business environment needs renovation due to the new generation?

?? Will the workplace continue evolving in the next 5 years?

First part of the article with Feedback, Training, Recruitment available here: <https://www.dhirubhai.net/pulse/young-generation-redefining-workplace-again-part-1-paulina-mazur-kcwpe/?trackingId=1%2BCulCBDTfuUm32TTJgd%2Fw%3D%3D >

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