Human Resource Executive: Does Generation Z Have an Image Problem?

Human Resource Executive: Does Generation Z Have an Image Problem?

Recent surveys find older workers describe Gen Zers as lazy and difficult to train They’re 61 million-plus strong. They’re starting to enter the workplace. And, judging by some recent surveys, lots of other people resent them. “They” are Generation Z, people born between 1994 and 2010. Derided by some members of the older generations as entitled snowflakes, Gen Zers nevertheless came of age during a time of great economic upheaval (the Great Recession) that’s conditioned many of them to view the world with caution. David Stillman, a researcher and author of the recently published Gen Z @ Work: How the Next Generation is Transforming the Workplace, says their experience make members of this generation more likely to value financial stability in a career than other age cohorts. For my recent story on choosier job candidates, Jenn Prevoznik, SAP’s head of college recruiting, told me that Gen Zers’ desire for security (as well as their heavy college-debt burden) is leading the software maker to consider offering a student-loan-forgiveness benefit. Other observers say members of this generation are more entrepreneurial and work-focused than previous generations. Even so, Gen Z appears be saddled with an image problem that seemingly requires the services of a top-flight PR agency. A survey of nearly 4,000 jobseekers by recruitment firm Nexxt finds that 40 percent of those who are parents of Gen Zers warn that their children are lazier than millennials (Lazier than millennials? Impossible!). The survey finds that baby boomers (no strangers to derision themselves) have the lowest opinion of Gen Z, with 40 percent saying the youngest generation will have a negative effect on the workplace....
iStart: Introducing Your New Workplace Headache: Gen Z

iStart: Introducing Your New Workplace Headache: Gen Z

The new (est) breed takes a different approach to tech than their Millennial predecessors… Just when you think you’ve got your noggin wrapped around today’s millennial-centric workplace – with its demands for work/life balance and praise-heavy review policies – along comes a new generation of workers to throw your HR department into a tizzy. Introducing HR’s newest challenge: Gen Z. Born after 1995, and the world’s first true digital natives, Gen Z is coming to a workforce near you soon. So what does the new demographic look like? Predictably, there is some crossover with Millennials. Like Millennials, Gen Zers place a premium on remote working (according to Ernst & Young, 50 percent name schedule flexibility as a priority when evaluating an employer), they’re digitally savvy and they’re victims of some perhaps unfair negative perceptions. But that might just be where the similarities end. Gen Zers are radically career-focused and entrepreneurial. While Millennials are inclined view their careers through a frame of work/life balance and on the positive social outcomes of their work, Gen Zer’s are willing to forgo both these elements in pursuit of the almighty dollar. And it’s little wonder. Likely a generation of lifetime renters, Gen Zers are prepared to make big sacrifices early in the interest of financial security – in stark contrast to the charge so often levelled at Millennials that they refuse to ‘pay their dues’ via long hours in the office. Unfortunately for the incoming Gen Z hordes, entry-level jobs may not be what they once were. Recessive economies and advancing technology have had a deleterious effect on the often-menial and repetitive tasks that historically have...
CMS Wire: 10 Elements Needed to Empower Today’s Digital Workplace

CMS Wire: 10 Elements Needed to Empower Today’s Digital Workplace

If the ongoing discussion about the digital workplace has focused, to a large extent, on global workplace strategies and implementing polices to ensure that work does not get fragmented, enterprises will also have to decide how they are going to tie everything together, what apps they are going to use and whether they will use those apps in the cloud or keep them on premises for the sake of security. Intranets And Digital Workplace The problem is akin to the problems posed by the emergence of intranets in the 1990s, which gave workers a single access point to apps used across the business and in doing so made internal communications between teams relatively easy. Today’s digital workplace goes beyond what intranets were designed to offer. A well-built digital workplace allows workers to communicate not just across the enterprises, but with external workers, partners and customers as well. Web-based technologies have significantly evolved to support these new scenarios and attempt to manage new needs as they emerge. According to Jeff Corbin, CEO and founder of APPrise Mobile, having the appropriate communications technologies in place both between employer and employee as well as employee and employee is key to a productive digital workplace. However, it’s not about the number of technologies implemented, but rather their effectiveness. “A few things to consider in this regard; first, the end-user experience is of utmost importance and the old adage, less is more is critical to developing successful tools for the digital workplace. Second, when considering the many communications tools and platforms currently available in the workplace — messaging, collaboration, VoIP — it’s not about being diplomatic and...
HR Dive: Your 2018 Benefits Resolution? Getting the Most Out of What You Have

HR Dive: Your 2018 Benefits Resolution? Getting the Most Out of What You Have

Organizations seem to understand, be it through past experience or passed-down wisdom, that employee benefits speak to the concept of “more.” Workers want more. That’s a statistical reality; workers across age groups still cite higher pay as a top motivation to move from job to job. And yet, as the concept of work takes on an increasingly more non-traditional form and demographic trends shift toward an unprecedented, five-generation workforce, employers’ thinking often sticks to the same script when it comes to employment perks beyond cash. That is to say, when it comes to the challenge of attracting talent, benefits are really just an addendum to cash — icing on the cake. Besides the benefits mandated by federal law and supplemented by state law, mid-size and large employers in 2018 generally have a growing mix of offerings, from conventional dental coverage to trendier pet insurance. The problem with “more” Despite the addition of these new bells and whistles, employers still waste billions on benefits that go underutilized or, much worse, unrecognized by employees. To make new fixtures truly work, employers may have to change their understanding of what benefits mean to the modern worker, said Gregor Teusch, VP of total rewards at Lowe’s Companies, Inc. “In the old days, it really was about finding a better job, or finding a job with better pay or better benefits,” Teusch told HR Dive. “In the new age, we’re actually entering an era where your job is part of a better experience and better life.” At stake is the ability to capture why perks are relevant to individual employees. A U.S. Bureau of Labor Statistics analysis of employer spend on compensation during September...
HR Advisor: When Culture Goes Wrong, How to Pick Up the Pieces

HR Advisor: When Culture Goes Wrong, How to Pick Up the Pieces

In November 2017, Dara Khosrowshahi sat down with the New York Times for his first interview after becoming Uber’s chief executive and replacing Travis Kalanick. He discussed the company’s culture prior to his arrival, admitted that it “went wrong,” and said that he is committed to fixing these important issues facing the company. When a company’s culture is woefully off course, words alone will not define a new one. There needs to be serious action and a long-term plan that not only is actionable but is communicated from the top. Yes, a company’s middle management will be critical to ensuring that the plan is carried out and yes involvement and buy-in from the frontline is necessary for any plan to succeed. But at the end of the day, when it comes to turning a company’s culture around, the CEO will ultimately be held accountable and communicating what will take place must come from the helm. As the former CEO of a communications consulting firm, my advice to Mr. Khosrowshahi—three simple but very important steps: transparency, consistency, and humility. Transparency—Make the Plan Clear to All In an article I wrote on Entrepreneur.com, I questioned Elon Musk’s philosophy that democratizing company direction and collaboration is the way to go. In cases where company culture has strayed off course, it’s difficult to fix it with countless cooks in the kitchen. CEOs are paid the big bucks to take responsibility for a company’s strategy and to let those who work for him or her to understand what is expected of them. If they do so successfully their business (and remuneration package) will thrive; if they don’t . ....
Ragan: How to Use Data to Boost Employee Engagement in 2018

Ragan: How to Use Data to Boost Employee Engagement in 2018

Just 33 percent of U.S. workers are ‘engaged’ and committed to their job. Do you have a plan to address this workplace funk next year? Tap into these statistics to buoy morale and productivity. Companies are spending plenty on employee engagement initiatives, but something is amiss. According to Gallup: “Just 33 percent of U.S. workers (and 15 percent of global employees) are engaged at work—meaning they are involved in, enthusiastic about and committed to their job and workplace.” Why all the long faces and uninspired workplaces? One issue appears to be the primacy of productivity over people. As Susan LaMotte states in Harvard Business Review: “Most employee engagement models are centered around the work experience and not on the employees.” With 2017 winding down, it’s an ideal time for organizations to reconsider (and rejigger) employee engagement strategies. Engaged employees can do wonders for your productivity, morale, retention and recruiting, but it’s no easy task to create a culture that uplifts and inspires workers. Consider the following 2017 data points, provided by Shift Communications, as a guide for where to focus employee engagement time, dollars, energy and effort in 2018: According to YouEarnedIt’s Employee Experience Defined Report, just 10 percent of employees rate their employee experience a 10 out of 10. YouEarnedIt also found that 27 percent of executives say that their company still does not invest time or money cultivating a positive employee experience. APPrise Mobile’s America’s Invisible Bosses Report found that 23 percent of employees believe they would better understand company objectives if they received more regular and meaningful communications from their CEO. The same report states that 32 percent of workers don’t know...