“Human Capital”
Generation Z: Arrived to Change
Comprising individuals born between 1990 and 2010, Generation Z, or the zoomers, is at the core of the term “digital natives” – those who, in life and work, adhere to approaches distinct from those of previous generations. As the largest active demographic in the job market, their unique characteristics manifest in companies on various levels.
Although differing in numerous aspects from Generation Y – also known as millennials – Generation Z shares a particularly challenging socio-professional context with them. If millennials faced the impact of the subprime crisis in 2007 upon entering the job market, zoomers now witness an unexpected global economic upheaval caused by a pandemic.
Who exactly is this generation, and what challenges does it pose to today’s organizational management? Abundant research has highlighted three key elements in characterizing these professionals.
The first revolves around mobility, a decisive factor in their career and organizational choices. According to experts, “the freedom to travel for career reasons is seen as a very attractive lifestyle for these professionals, whose separation between personal and professional life is practically non-existent, interpreting transitions between companies as highly positive” (Goh & Okumus, 2019).
Which brings us to the second element. This is the generation that replaces “what” with “why.” More than projects, zoomers seek causes. The almost nonexistent separation between personal and work dimensions leads them to prioritize aspirational factors in managing their professional journey like no other generation has done. To maintain profound coherence with their values and beliefs, aspects such as the company’s social causes, its ecological and environmental sensitivity, or its practices as an employer often take precedence over more material criteria like contract type, benefits package, company size, and economic solidity, among other more objective elements.
Lastly, the third element of characterization is the pace of professional evolution. According to researchers, this group of professionals tends to become more inclined to leave the organization if, within six months, they do not receive some form of professional promotion (Smith, Clement, & Pitts, 2018). Keep in mind that these are digital natives accustomed to the immediacy of technological solutions that govern their lives. Yes, we are in the Information First era, where the cause-and-effect relationship must be easily understood. Therefore, it is natural that organizations that can define and communicate the internal career roadmap to a Generation Z professional clearly will secure a more solid commitment from them.
Considering only these three elements, the need for change that the entry of this generation into the job market brings to companies is already quite evident. If the term “internal client” is classic among Human Resources professionals, this generation places the transition from well-intentioned promises to effective actions at an absolutely strategic level. Similarly, the convergence between Human Resources and Marketing becomes more necessary than ever, given the unavoidable need to professionally shape the company’s brand and positioning for this new “client.” Whether in the recruitment phase or in employee retention throughout the professional journey, the zoomer forces the employer to introduce themselves at an unprecedented level – what their brand represents in practice for their employees. Yes, Employer Branding is an unavoidable topic. Yes, zoomers have shown that the meritorious work done by professionals trained in Human Resources Management, Organizational Psychology, or Sociology of Work needs to take the next step; that structural synergies are needed with strategists whose expertise lies in managing a commercial brand. From this complementarity will emerge strong, distinctive, attractive employer brands, primarily directed towards a generation that has recently arrived to change.
Written by João Silva Santos
June, 2020
This article was published in Ambitur as part of the “Human Capital” series. You can access the online version here.
