Lazy, not-work ready, unable to conform to employer standards, too ‘woke’, dismissive of generational differences; snowflakes, not willing to go the extra mile, and having penchant for clocking off the second their working day ends.
Take your pick.
All of these criticisms have (rightly or wrongly), been leveled at Generation Z – the cohort of workers that, by next year, will actually account for the largest generational workforce.
But does this make it right?
On the one hand, the ‘rightly’ camp have plenty of ammunition to support their case.
They point to the fact that this generation seems to want increasing recognition but seemingly doesn’t want to give anything back for it – citing the 22% of Gen Z that now job hops every year.
HR observers also point to the fact that 54% of an ‘entitled’ Gen Z somehow expect to be promoted every year [41% claim their ‘ideas’ are their biggest asset] – despite the fact they might actually have to prove themselves first.
Commentators suggest the molly-coddled Gen Z seemingly can’t ‘hack it’ when thrust into the 9-5 of modern working – with 61% saying they’re “exhausted” at the end of most working days.
God help them, suggest many, if they actually had to do a hard days’ manual work for a living.
But is this characterization accurate, and does it merely breed suspicions of an inter-generational divide that doesn’t really (and shouldn’t), exist?
With recent data saying that employers now have hesitancy hiring Gen Z for precisely the reasons set out above, [with 58% of hiring managers themselves believing this group is unprepared for the workforce and are instead opting for older candidates to fill the entry-level positions,] the demonization of Gen Z is reaching proportions that could now be deemed unfair.
Is the reality different?
Is it more the case that it’s employers themselves that need to change their perceptions, and maybe reframe the way the look at- and train this key labor segment?
Some say this latter solution is the only answer, and that belittling Gen Z this way is tantamount to discrimination.
To discuss this further, TLNT decided to speak to Michelle Sims, CEO at YUPRO Placement – an advocate of a more nuanced approach when talking about Generation Z.
As a member of Forbes’ Business Council, she champions creating pathways for historically excluded talent, by giving them access to equitable job opportunities.
She recently launched the nationwide campaign #SkillsFirstJobsNow – whose mission is to drive socioeconomic change through the adoption of skills-first hiring practices.
These practices should, she argues, create more equitable job opportunities for the 66% of American workers who lack a four-year degree.
So, is Generation Z being overlooked because employers can’t see their skills for the trees?
We spoke to her to find out:
Q: Let’s talk about the elephant in the room straight away. Perceptions of Generation Z. What’s your take on this?
A: “I do think there is a general feeling amongst employers broadly that Gen Z are not adapting to the workplace as quickly as other generations before them. This assumption has also created the perception that colleges are not preparing young people for the world of work. So I do think Gen Z get a bit of a bad rap, and that employers think they see the world more idealistically and differently to how it really is. At the same time though, young people are also questioning whether they even need a degree, so they’re questioning why employers have certain expectations of ‘them’.”
Q: “How does the image of Gen Z compare to your own experience of young people?
A: “We focus on talent that doesn’t typically have a degree, but which probably doesn’t need a degree either, and believe that early years talent does need taking more seriously. Employers do need to adapt to want Gen Z employees do want now. We can’t get ourselves out of either the scarcity/surplus talent debate without recognizing and investing in early careers talent. Sure, some hard skills are needed, but I don’t think that’s always the most important thing now. There is an expectation that kids have certain hard skills – especially in technology – but what I find, is that with just a small bit of coaching, they can be really successful. We will be in a pickle if corporations contest that they don’t have to conform-to, or adapt to Gen Z talent.”
Q: So are you saying employers are making the wrong talent assumptions?
A: “I think that when Gen Z are 20% of the talent in this country, employers having the view that ‘they’ [Gen Z] need to adapt is BS! We have to ask whether employers are failing to set clear expectations of their new talent. We also need to accept that a lot of what employers think doesn’t work about Gen Z can simply be down to a bad hire.”
Q: Are employers simply trying to protect themselves against a bad hire by shunning Gen Z in favor of those they think are more capable of hitting the ground running?
A: “It’s certainly the case that hiring practices probably haven’t caught up with the more positive appreciation Gen Z are getting in some quarters. We see all the time that job ads require ‘X-years experience’. I think that hiring has become so risky at the moment that employers are continuing to look for the same type of people – ie those with proven track records – rather taking a punt on a younger person. Organizations need to put in place practices that de-risk hiring.”
Q: So what do you think employers need to do?
A: “A mindset change is definitely useful! We find that young people without degrees often perform as well as those with them. I basically think employers need to accept that they need to offer a high touch, high support approach to Gen Z. They need to be very intentional. Coaching ensures they have buddies. We actually help to build the skills and confidence of talent development officers, and this group of people are vital to involve, as they are the ones that help broaden young people’s pathways and provide the right wraparound support to help them stay in their jobs. For young people we work with, we have 91% completion rates on programmes we run, and the rate of turnover for this cohort of talent is under 10%.”
Q: Do employers just need to ‘get’ that each generation is different from the previous one, and that the preceding generation always thinks the next one along is not as good as them?
A: “I think it’s fair to say that every generation goes through this same conversation. I myself have two kids – one has a degree but is struggling; the other doesn’t, but doesn’t know what she wants to do. I live two very Gen Z realities! The statistics tell us that anyone with children today has a generation that is more diverse and accepting of diversity; and believes in the power and freedom of their thoughts. Instilling the best values into these young people, so that they make the right decisions is what really matters. Having strong adaptability is Gen Z’s advantage, and employers should recognise this. This generation is not afraid to pivot, which could be their saving grace.”