LOWELL, Mass. ,
The Workforce Institute at Kronos Incorporated today announced the final segment of a global study examining the attitudes of Generation Z1 – teenagers and early 20-somethings – in the workplace to reveal how employers worldwide can most effectively attract, develop, motivate, and retain talent within the next next-generation workforce.
Completing a three-part series from The Workforce Institute at Kronos and Future Workplace, “How to Be an Employer of Choice for Gen Z” uncovers the motivations and aspirations of today’s youngest working generation, including those yet to officially enter the workforce. A survey of 3,400 Gen Zers across Australia, Belgium, Canada, China, France, Germany, India, Mexico, the Netherlands, New Zealand, the U.K., and the U.S. finds that money still talks; good managers matter more than ever; work needs to be interesting; and, while schedule stability is important, flexibility is non-negotiable.
- How to recruit Gen Z: Prioritize pay, flexibility, and stability
- Money talks: More than half of Gen Zers worldwide (54%) – including 62% in the U.K. and 59% in the U.S. – say pay is the most important consideration when applying for their first full-time job. Money becomes increasingly important the older the Gen Zer, with 57% of 22- to 25-year-olds agreeing that nothing outweighs pay, compared to 49% of the 21-and-under crowd.
- Flexible-yet-stable schedules are a must: One in 5 Gen Zers say they want a consistent and predictable schedule (21%) yet also expect employers to offer flexibility (23%).
- Not all benefits are equal: Employee perks like free snacks, happy hours, and gym reimbursements are enticing, but traditional benefits (e.g. healthcare coverage, retirement plan, life insurance) are preferred by a 2-1 ratio by Gen Z, regardless of age or stage of life.
- Red flags for Gen Z prospects: A delayed response from a recruiter is a major turn-off for 44% of respondents, especially in Mexico (55%) and India (52%). Same goes for negative employee reviews online (41%), application portals that are not mobile-friendly (29%), and workplaces that have a “dated” feel (24%).
- Customer success matters in recruiting: One in 4 Gen Zers say that having a negative customer experience with an organization would deter them from even applying to work there.
- Help Gen Z advance: One in 5 say training and development is the top employee benefit
- Bring out the best in Gen Z: To get their best work, Gen Zers say they need direct and constructive performance feedback (50%), hands-on training (44%), managers who listen and value their opinions (44%), and freedom to work independently (39%).
- With advancement on the mind, Gen Z is looking for leaders to help them chart a path to promotion: One in 4 expect managers to clearly define goals and expectations (26%) and say regular check-ins during their first month makes for an ideal onboarding experience (25%).
- Empowering leaders to meet these baseline expectations is critically linked to retention: Nearly 1 in 3 Gen Zers worldwide (32%) would stay longer at a company if they have a supportive manager, while respondents in Australia/New Zealand (51%), Canada (49%), and the U.K. (45%) would “never” tolerate an unsupportive manager.
- Motivate with meaning: Money talks, but doing enjoyable work is just as important
- When asked what would make them work harder and stay longer at a company, Gen Zers say doing work that they enjoy or care about is as important as a paycheck, which are the top two motivations cited by about half of respondents worldwide (both 51%).
- Forming connections at work inspires Gen Z: Strong relationships with their teams will motivate nearly 2 in 5 Gen Zers (36%), especially part-time employees (40%).
- A stressful work environment will do the opposite: Nearly half (48%) say stress at work would directly impact performance, and 1 in 3 (33%) would “never” tolerate a dysfunctional team.
- Engage and reward: 1 in 3 Gen Zers say they perform best when working on projects they care about (37%) and when they are rewarded for a job well done (32%) – but make it a cash bonus, says 43% of Gen Zers.
- Financial insecurity – i.e. the fear of being broke – motives Gen Z to enter the workforce, most prominently in the U.K. (63%), U.S. (57%), Australia/New Zealand (56%), France (55%), and Canada (52%).
- Make sure your payroll system and processes are in check: 39% of Gen Zers would never tolerate paycheck errors, with those in the U.S. (46%) and Mexico (45%) being least tolerant.
- Joyce Maroney, executive director, The Workforce Institute at Kronos
“No matter how successful an employer is in developing and motivating their workforce, working at the same company for your entire career is conceptually a thing of the past. Gen Z is just starting out professionally and feel they have much to gain from testing the waters at multiple companies and different industries. Yet, while few today will employ a single worker from hire to retire, organizations can certainly engage Gen Z from hire to re-hire. By creating a working culture where employees feel supported, inspired, and equally empowered to enjoy life in and outside of work, employers can encourage their best people to “boomerang” back or otherwise create brand ambassadors for the future.”
- Dan Schawbel, best-selling author and research director, Future Workplace
“If you want to be an employer of choice for Gen Z, compensate them fairly, ensure that they genuinely care about the job you're hiring them for and provide them with the necessary training and flexibility so they can succeed without sacrificing their personal lives. Managers that are supportive of Gen Zers’ needs, mentor them, and allow them to bring their full selves into the workplace will hold onto their workers longer and inspire them to do their best work.”
- Download the associated report here.
- Note to editors: Please refer to this research, commissioned by The Workforce Institute and Future Workplace, as: “How to Be an Employer of Choice for Gen Z: Fulfilling the Next-generation Workplace Wish List.”
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- Subscribe to follow The Workforce Institute at Kronos for insight, research, blogs, and podcasts on how organizations can manage today’s modern workforce to drive engagement and performance.
- Read the fourth anthology from The Workforce Institute at Kronos titled, “Being Present: A Practical Guide for Transforming the Employee Experience of Your Frontline Workforce.”
- Kronos CEO Aron Ain shares how to transform employee engagement into a growth strategy in his book, “WorkInspired: How to Build an Organization Where Everyone Loves to Work.”
About The Workforce Institute at Kronos
The Workforce Institute at Kronos provides research and education on critical workplace issues facing organizations around the globe. By bringing together thought leaders, The Workforce Institute at Kronos is uniquely positioned to empower organizations with the knowledge and information they need to manage their workforce effectively and provide a voice for employees on important workplace issues. A hallmark of The Workforce Institute’s research is balancing the needs and desires of diverse employee populations with the needs of organizations. For additional information, visit www.workforceinstitute.org.
About Kronos Incorporated
Kronos is a leading provider of workforce management and human capital management cloud solutions. Kronos industry-centric workforce applications are purpose-built for businesses, healthcare providers, educational institutions, and government agencies of all sizes. Tens of thousands of organizations — including half of the Fortune 1000® — and more than 40 million people in over 100 countries use Kronos every day. Visit www.kronos.com. Kronos: Workforce Innovation That Works.
Research findings are based on a global survey conducted on behalf of The Workforce Institute at Kronos and Future Workplace by Savanta across Australia and New Zealand (surveyed together), Belgium, Canada, China, France, Germany, India, Mexico, Netherlands, the U.K., and the U.S. from April 9–23, 2019. For this survey, 3,400 respondents were asked general questions to explore thoughts on gig economy, workplace readiness and expectations, corporate culture, and learning and development with respect to their career. Respondents are recruited through a number of different mechanisms, via different sources, to join the panels and participate in market research surveys. All panelists have passed a double opt-in process and completed on average 300 profiling data points prior to taking part in surveys. Respondents are invited to take part via email and are provided with a small monetary incentive for doing so. Results of any sample are subject to sampling variation. The magnitude of the variation is measurable and is affected by the number of interviews and the level of the percentages expressing the results. In this particular study, the chances are 95 in 100 that a survey result does not vary, plus or minus, by more than 1.7 percentage points from the result that would be obtained if interviews had been conducted with all persons in the universe represented by the sample.
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Footnote 1: Generations are defined as follows: Gen Z, ages 16-25; Millennials, ages 26-37; Gen X, ages 38-54; Baby Boomers, ages 55-74; and Silent Generation, ages 75-94.