Generation Z, born between 1995 and 2012, is joining the working ranks. By 2020, they will be 22 percent of the workforce—and will be influencing corporate culture. Conversely, the construction industry will lose about 1.1 million workers by 2024. Gen Z is one way to combat labor shortages. Executives will have to figure out how to recruit, integrate and retain them. Luckily, Gen Z demonstrates characteristics that management can build policy and practice around.
The first thing management should do is throw out their current rulebook—Gen Z has a different perspective from millennials. As the construction industry grows, Gen Z will need to be addressed and sustained. Characteristics of Gen Z, such as flexibility, authenticity, social change, individuality and technology, provide a guideline for how to address their needs—and perhaps, transform the workplace for the better.
Flexibility
The notion of flexibility at work usually has to do with time exchange. For example, millennials and older generations may think about time as transactional—such as the concept of “flex time” or working extra and then getting time off at another time. For Gen Z, flexibility is a matter of identity and fluidity, not just time. This includes work identity and fluidity of job descriptions such as being able to occupy multiple roles instead of static activities.
Let’s Be Real
Transparency and authenticity are more important for this generation than for any other. Gen Z wants a genuine connection to the work they are doing. Slick marketing and buzzwords will not win over this generation. Instead, they are tied to meaning and an idea of how their work will impact the world. For this reason, work means more than a paycheck; although a paycheck is important (Gen Z prioritizes their salary), it is not the deciding factor.
Be the Change
Gen Z wants to change the world, and they want their companies to be committed to that as well. Attempts at charity or shallow engagement will be insufficient. They want to see their work is impacting and changing the world, from environmental issues to human rights and diversity. Gen Z power has demonstrated their influence through consumer force, pushing companies to be environmentally sustainable, labor just and transparent.
No to Status Quo
For Gen Z, customization and uniqueness have become their hallmark. They don’t want to fit into preconceived notions—they want to create and curate their individual experiences. In the workplace, they have changed the way space is configured to support their choices and beliefs. For example, they push for the open offices, holacratic environments and remote workplaces. Another way they have thwarted the status quo is by not choosing traditional education. There will be less of them with college degrees. However, they still want to learn and will look for microlearning opportunities, mentorship and other methods.
Digital Natives
Gen Z has grown up with technology integrated into their lives. Technology is not cool gadgets or services, but a necessity and an extension of their work. This should influence companies to adopt new technologies. They expect things quickly, from information to results. While it might seem progressive to be technologically savvy, there are some challenges managers should consider. Research has shown that technology weakens interpersonal skill— especially communication and self-expression—increases lower emotional coping, results in a lack of social skills and creates disconnection from their environment.
HOW TO RECRUIT AND RETAIN GEN Z TALENT
Understanding the characteristics of Gen Z means that management can shift current ways that they have operated in the past. Here are some suggestions.
- The outward face of a company, such as websites and blogs, should also be genuine and transparent to attract Gen Z.
- Instead of applications and interviews, opportunities for prospects to showcase their skills should be created. For instance, give possible applicants assignments or challenges. Some companies will even have applicants participate in hackathons or competitions to test innovation, collaboration and creativity.
- Office space should be open and easy to configure to fit needs of workers.
- Encourage and support diversity through equity initiatives that are leadership driven.
- Pay attention to experiences in the workplace, such as opportunities to learn, mentoring junior professionals and developing their skills by helping them engage in their industries, such as attending conferences and contributing to publications.
- Create a culture where workers can progress, even horizontally, so they feel movement in the company and don’t feel compelled to move from place to place for new experiences.
- Incorporate technology that is comprehensive and mobile such as construction management software.
There is a multitude of different strategies to attract, hire and retain talent from Gen Z. However, the most important thing is for executive leadership to have the courage to change their ways of doing things. It is not just a new generation of workers, but a new way of work altogether. The need for relevant technology, global perspectives and social impact is the future. Executives cannot afford to merely manage, they must lead.
