Engage and Make It So!
In our work, SmarterWisdom pays attention to generational differences whenever we can. The names of generations are based on when the birth cohort becomes adults, ages 18-21, and these groupings can readily provide us with helpful ways of understanding trends and characteristics that affect the workplace. As you know, we focus on ways to foster smart and successful growth at all levels. Recently we have noted some compelling research and thinking about the differences between Millennials (1981-1996 ) and Gen Z (born 1997-2012) and how they are faring during the return to work after the pandemic. For example, the Gen Z cohort prefers working in the office over working at home. [See Is it worth it? for our thinking about Millennials.] Given that these young people of Gen Z are the building blocks of the workplace, it behooves us to think about how best to support both them and their supervisors.
A standout article in Fast Company in their Leadership Now section (July 11, 2022) especially inspired our deeper thinking about why supporting and engaging Gen Z-ers, in particular, is so important. For leaders and managers to adopt behaviors and create structures to help create the most productive settings for the Zs will clearly be worthwhile. Paying attention to all the generational cohorts that exist in your organization might be a good starting point—for example, we know that different ages and life stages often seek different benefits as part of their compensation packages; might that be a good general starting place for your human resource officers?
The Fast Company article reminds us, yet again, of how vital orienting, nurturing and retaining good employees are to a strong foundation for supporting your primary resource: people. You cannot expect all of them to have been born with the skills your organization both values and needs. And, given the last three years during the pandemic, Gen Z’ers, in particular, have not been coached directly or learned indirectly through life experiences or preparedness for the world of work. Therefore it is going to be your job to take this on. It’s a case of putting in more effort at key inflection points and determining the outcomes you would like to see. Name and teach the pre-requisite skills for success at each level in your organization—or set up systems for this to happen.
Brent Pearson, who penned the Fast Company article, is the founder of Enboarder. Described as a “people activation program,” Enboarder claims that: “The way HR programs are rolled out was broken, so we fixed it. Putting people and experience at the center of everything we do.” We share Enboarder’s plea for paying attention to the broad, organizational needs new workers have. What are those inflection points worth paying attention to? Pearson describes the need for more interaction between the newly hired employees and their place of work before their first day—what might that look like for you? Is it offering a few short video chats with about-to-be colleagues? Short articles about why your organization is such a great place to work? A look ahead to group activities they will be invited too? The key seems to be early engagement—pull these new colleagues in and help them feel the ownership that will help them love their work, and keep them with you.
Who needs to take the lead in this work? For many managers, considering their new staff’s social-emotional needs will not be in their wheelhouse, nor will it be anywhere near the top of their to-do lists! A question too might be: who in fact is orienting the managers to these possible changes? There’s a reason why the HR function in most companies is getting a re-brand currently: HR cannot just be about general resources; it also needs to take on the education of supervisors. A good approach would be to focus specifically on the needs of employees at different career and life stages. In addition, paying further attention to educating managers, allowing everyone to be conscious of supporting those newly entering the workplace, will positively influence the entire organization.
If you are hiring recent college graduates for key roles, consider how you might provide them with the kind of community at work that they were not part of over the past three years. They want to develop as good team members and reliable colleagues. Show them how to do that by creating situations that set them up for success. Years ago I spent a day at Chegg, a fantastic organization, led by Dan Rosensweig, in Silicon Valley. He and I were discussing his workforce, their relative youth and their lack of knowledge of the 9-5 life. He told me he knew he would get more out of his team if he gave them the freedom to come in late and work late. How might we instill this approach in others who are responsible for newly-minted professionals and might it become a priority investment?
Engaging our youngest professionals is core to the work of today; it is what will sustain the future. Providing for Gen Z’ers might also be part of what keeps Millennials and other generations in the workplace—for surely continuing to strive to develop the strength of whole community within the place we find a career, enhances everyone’s daily lives. We hope you might help all newcomers to your organization engage, and make it so by creating and nurturing a culture of learning and a community of learners.