Integration of new approaches to employment as the newest generation to enter the workforce

Executive Summary 

As the world has changed since the introduction of the COVID-19 pandemic, employers and employees alike are recognizing the change in their relationship with formal work and digital communication. The intention of this white paper is to identify, address, and provide possible and recommended solutions in terms of business benefits for the best method of hiring in this new age through the analysis of multiple literatures. 

Introduction 

In the world of digital communication, relationship formation and upkeep has changed its outside presence. As new generations come into the world and grow up in an ever-evolving society, the abilities of digital communication grow as well. As an extension of basic relationship formation is the development of bonds between supervisors and employees in a work setting. Employers or hiring managers successfully selecting someone to bring onto the team who will complete the work as it is expected to be done is crucial. Along with the requirements and qualifications of the position, as it is individually identified, potential candidates are selected based on previous understandings of how the work is to be done. In this transference of skills and knowledge is the transition to the next generation, in which the norms of work behavior is reevaluated. This review will discuss the necessary changes that need to be made on the side of the employer as well as the expectations of the employees in order to keep up with production goals. Leading up to the suggestions for possible solutions to this problem will be a summary of the relationship this generation has with digital communication, the role of management in understanding when and where to adapt with the times, and the influence of the Covid-19 pandemic, all in relevance to public administration. 

Generation Z’s Relationship with Digital Communication 

Generation Z grew up with digital media as a part of their daily lives and created a stronger, more supported understanding of how to use it. This generation grew up with a rapid introduction and growth rate of digital media and internet possibilities in cooperation with their development of personality through the economic recession and high unemployment rate. As it was stated by Grebstad in relation to the Strauss and Howe Generational Cohort theory, “shared life experiences, cultural backgrounds, and significant world events…play a critical role in shaping the values, motivations, and personality of a generation” (2022, p. 2). This continuous learning curve with digital communication that this generation has, has shown a change in the relationship forming abilities and understanding of presentation in the real world. The influence of the economic recession on this generation has innately taught the group the value of their personal and individualized contribution to work in relation to the success of the business. The characteristics of communicating of this generation discard the differences normally dividing people like language, gender, or location and connect with them through social media and gaming cohorts. This generation is interested by how social interaction is affected by the use of digital communication devices. 

Generation Z members are driven to build their careers, but not at the expense of their personal freedom, which is a supported thought process across the generation by the mass opportunities and communication possibilities of the online world. Having this background support puts into the minds of the generation what is expected, deserved, and acceptable from employers. Responses to the survey completed by Laskowska identify expectations from employees of their employers. These responses indicate the expectation of open and honest communication, fair and objective performance evaluation, and provision of good working tools (2022, p. 27). In these expectations are clarifications of management behavior and communication through feedback, training, and timing. 

Role of Management 

Aristotle was used in the interpretation of what it means to be contemptuous with one’s life and working practices within that life.  The greatest human good is to live a good life, identify and strive towards goals in pursuit of the dream that influences the outcomes of those actions. The analysis of Canadian Forces College by Grebstad introduces the urge to modernize the expectations of employers in management positions in order to keep up with the expectations of generation Z. Grebstad continues the discussion on the topic of the relationship formed between generation Z and digital communication practices by making a point of the need to analyze the events that shaped the generation’s value system and what motivates them. Outside perceptions of the generation view its members as “technologically sophisticated multitaskers, capable of significant contributions to tomorrow’s organizations, yet deficient in communication skills” (2011). These perceptions offer insights for businesses to understand the influence these communication practices have on the qualities of incoming employees.  

Management has the most control over the direction the company goes in terms of employees and policies, which makes them the most important collective in this scenario. According to Burriela, the newest generation to enter the workforce, generation Z, are pessimistic about their adaptation to the demands of companies and disconnected by the relevancy of education curriculums to actual preparation for the real-world (2023). It is a common finding in these articles for authors to perceive the self-identification of this generation to be fast-closing in terms of progress and success as well as discontent with malpractice and recognition of skills. 

Meaningful work has lost its influence in the characteristics searched for in potential employees. In the study by Fairlie, development of human resource management is analyzed through employee engagement to better understand the value of meaningful work (2011). To understand the turnover rate, job satisfaction, engagement, commitment, and burnout of employees, Fairlie compares characteristics of meaningful work. From these comparisons, they are able to conclude that the other characteristics are more often than not engaged with multiple other categories. Some of these related categories are explained by Ryzdik. Ryzdik introduces dimensions of job insecurity patterns in this generation as flexibility, replaceability, and appreciation (2023, p. 10). These characteristics are influenced by the management styles of each employer and affect the interpretations of successful incorporation of an individual into the company and suggest difficulties with them. 

Discussion of Possible Solutions 

Many reviews from scholars and researchers include first-hand responses from members of this generation, which are recommendations for motivating workforces and improving relationships between employees and their profession. Overarching themes of the responses convey to management teams that a ‘one size fits all’ approach will not work when employing multiple generations of workers. As discussed in Crain’s Chicago Business journal by Jay, older generations who have greater than 30 years experience understand the need to be flexible and adapt with changing behaviors and norms of society in order to work as a team (2022). Some responses include recommendations to create multiple management teams to observe and implement strategies to aid the adapted relationship in micro and macro scenarios. Other suggestions relate retraining and weeding out lower level talents and suggesting more involved feedback policies. 

Laskowska engaged in studies utilizing responses from various generations in order to formulate an overarching idea of a ‘dream job’ in the eyes of employees. The highest rated response in these studies relate high salaries to contempt with the work; however, other values include the atmosphere of the workplace, growth and self-realization possibilities, and flexibility with work-life balance (2022, p. 27). Work is a vital factor in the lives of this generation of employees because it is what defines what their individual life will present to them as a prosperous life and how able they are to pursue interests and hobbies. Multiple generations in the workforce currently find comfort in knowing that they are all driven by the value of a work-life balance, the ability to communicate digitally, the desire to be a leader in their field, and the possibility and benefits of having a high functioning entrepreneurial spirit (2022, p. 2).  

Recommendation Regarding a Solution or Resolution 

This generation can be simplified down to the phrase, “work to live.” The most current generation to enter the workforce is more concerned with living their lives rather than working as what drives their lives. Being supported by Jay, Gavin, Laskowsk, and Nguyen, this idea that people do not wish to live to work, but rather work to live. The work is there for these individuals to further their lives and personally attributed goals rather than to tailor their lives to revolve around their jobs (2022, p. 6). In this relationship are the self-realizations from these individuals on their worth and contribution to the company, as long as it is beneficial to them. This mindset has led generation Z to hold themselves very high in regard to the qualifications of the position. With this in mind, the collective suggestion from these reviews and studies determine the best approach for adaptation to communication styles and success in the business field. Dissecting the meaning of the phrase “work/life balance” is what will best support this generation in each individual setting with management. Each position is different, as are the people who fill them, and the lives outside of that relationship between employee and work. As referenced by Laskowska, Don Tapscott stated in his findings in Grown-Up Digital, the most fundamental characteristic describing this generation is “personalization” (p. 31). It is the most practical approach to this hindrance of cooperation; personalizing the needs of employees can be supported through overarching policies with the possibility for furthering on a case-by-case basis. This includes the option for employees to identify their work environment themselves. 

Conclusion  

The contents of this paper discussed the relationship formed and tailored between digital communication practices and the relationship generation Z has with it. This relationship was formed through the continuous exposure to it during formative years, along with the influence of the economic recession on the generation’s relationship with work. The characteristics that influence the bond between employee and employer are suggested to be personalized acts as a means to ensure satisfaction in each position. In this paper was the analysis of the role of management in the satisfaction rates of employment and the recommended solutions for the best methods of hiring in a digital age. 

References 

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Grebstad, M. C. (2022). Talent acquisition: becoming an employer of choice for gen Z. Toronto: Canadian Forces College, Minister of National Defence.

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Jay, C. (2022). Here’s what new grads are demanding from their employers: Human resources pros think their expectations can be... impractical. But data shows that the newest members of the workforce are more in control. Crain’s Chicago Business, 45(22), 23. 

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