Managing a Generation of Employees Addicted to Online Interaction
This blog was originally published as an article by WNA in the Working Women’s Magazine – Spring edition. Take a look at the electronic version here.
As the next generation of workers begins to hit the workplace interesting challenges emerge from an age group who have not experienced a pre-internet world.
The main generation I refer to is Generation Z, those born roughly between 1995 – 2009, a generation which is technology focused, raised in a world of instant information and immediate gratification where technology is not only a part of their lives, it is their life.
It is important to note that ‘generational stereo types’ are more a marketing invention than reality. Usually generalisations are fraught with danger as they are not accurate and are mostly myths. However, it is valuable to acknowledge that this is a generation whose understanding, usage and relationship with technology is diverse to the previous generations who have had life experience of the world prior to the Internet, social media and mobile technology. Whereas we remember ‘dial up’ they only know ‘high speed’ and connectivity.
This generation is almost addicted to the online space and this is reference to a generation who are constantly connected and who spend most of their daily life online. For them there is no separation between being on/off line. It is all one. They experience anxiety when not connected or reduce the amount of time being connected.
Most Generation Z professionals will work in jobs that don’t exist today. They will be a different kind of professional, not the typical 40-hour a week worker but freelancers who solve problems involving specific expertise. They are not interested in a 30 year job at one organisation. They will be less loyal but this doesn’t mean they won’t be loyal.
What does this mean for workplaces and employers?
Every generation believes they are better than the previous one and can change the world. With this always comes some negativity toward new generations entering the workforce. Further each generation has a diverse set of values, expectations and views of work and lifestyle. Employers need to recognise this and be mindful of the differences and speak to their communication preferences as well as their values. Only by choosing these communication channels will employers be able to effectively communicate with this generation and engage them.
Regular feedback is important to them as well so routine meetings to discuss issues, give advice and praise and listen to their ideas is important. It is also crucial to involve these employees in making improvements and solving problems as this encourages engagement, fosters communication allowing employees to be more productive to face upcoming challenges. This generation is all about collaboration and engagement. Having managers that have these required skill set to effectively engage, encourage open dialogue and understand the diverse expectations is essential.
This generation will not necessarily be any more challenging than the previous ones as each generation with its fresh ideas, varied expectations and values have always challenged employers. Generation Z will be no different. They may be dependent on technology, however, this can be an advantage. As more high tech occupations emerge, this generation will be more skilful than the previous one to take advantage of this and support employers. The key factor for employers is unlocking the employee’s potential by finding out what works for them, what motivates them and what concerns them. The key question is what do they value? By answering this employers will be better able to manage and motivate this newest generation of workers.
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