A lot of attention is placed on Gen Z’s needs and wants in an evolving workplace. After all, they are the workers of the future.
A recent Indeed survey shed light on their predictions for the workplace of the future. In short, Gen Z workers aren’t concerned. In fact, out of all countries surveyed in the global Indeed survey, Canadian Gen Z respondents feel most confident in their ability to weather future trends. They are, however, less confident that HR leaders can do the same.
This article highlights survey findings and steps you can take to address their concerns. As employers strive for competitive talent, these insights can give them an edge in attracting, retaining and empowering these future talent and leaders in the workplace.
Gen Z Have Their Future in Their Hands
The survey “Tomorrow’s World: Your Global Guide to the Future of Work” reveals a mix of optimism and apprehension among Gen Zers regarding their readiness for the future. While 43% acknowledge that the skills required for their jobs will likely change moderately over the next five years, a significant majority (53%) express confidence in their ability to adapt to these changes. Known as digital experts, Gen Z have had access to technology at a young age. Their resilience to technological change can’t be underestimated. After all, some graduated behind a computer screen.
Gen Z respondents have also stated that they would consider taking side work or small gigs to expand their professional development (45%). They understand that professional development is a shared responsibility between their employer and themselves, referring to on-the-job training as the best tactic for professional development at 42%.
And yet, while Gen Zers express confidence in their ability to weather an unpredictable future, they’re less confident in HR leaders to do the same. A concerning 43% of respondents believe that HR leaders need to be more adequately effective in addressing the needs of the evolving workforce.
The survey results also reveal that Gen Z want more personalization in the recruitment process. A whopping 40% of respondents had a lukewarm reception to current recruitment practices. A sizeable portion (37%) want job recommendations tailored to their skills and preferences.
There are concerns with the emergence of AI: Gen Zers are aware of its transformative power. But, 52% believe jobs will be lost to AI. They also worry that technology can have a negative impact on teamwork at 39%.
HR Leaders Should Meet Gen Z Where They Are
In response to these findings, HR leaders like you can implement several strategies to support Canadian Gen Z talent effectively. Here’s how:
Personalized Recruitment
Invest in AI-driven recruitment platforms that personalize job recommendations based on candidates' skills, preferences, and career goals. A personalized and data-driven approach to recruitment, with the help of AI, can match candidates to roles that align with their professional desires. Indeed recently launched Smart Sourcing which could help you find talent based on skills. You can automate and personalize messages to candidates who may have the right skills for your job based on their profile. After all, personalizing your message alone should help future candidates see that you have read and understood their profile and may increase your chances of getting a response sooner.
Supporting Professional Growth
Recognize the growing trend of side gigs among Gen Zers and provide avenues for continuous learning, skill development, and career advancement within your organization. The survey highlighted that Gen Z workers enjoy on-the-job learning. Other opportunities for learning growth include job shadowing in positions in dire need of support or those of interest to your workers. Consider developing a formal mentorship program that allows junior workers to be matched with senior workers with experience and talent. Other growth opportunities include stretch goals, where Gen Z workers are tested with work outside their immediate responsibilities. Some companies offer on-demand learning programs for workers on many skills deemed priority areas for their organization. Encourage them to take advantage of these assets while in their roles.
Balancing Technology and Human Connection
Embrace technology to drive efficiency and innovation while prioritizing face-to-face interaction, collaboration, and relationship-building opportunities. While they may be digitally savvy, Gen Zers want in-person interactions too. HR leaders should balance embracing technology to boost productivity and innovation with prioritizing people-centered approaches to encourage strong connections and teamwork. Offering flexibility in how they show up at work could provide the connections they need while alleviating their fears that AI may replace their jobs.
Moving Forward
As our next cohort of workers continues to enter the workforce, building a workplace that builds on their needs will be important for your organization's future. Not only is it great for future talent, but it sets your company apart from the competition for talent attraction.
