Generation gaps are charming to observe in families, but when it comes to organisations, we’d rather want to avoid them, wouldn’t we?
On that train of thought, most HR managers are directing their efforts to bridge the gaps with Gen Z that are increasingly becoming a part of the workforce. To understand how Gen Z affects HR policies, it is important to first understand what is Gen Z defined as.
Most HR managers agree this is essentially a digital generation falling in the age group of 22–30 years. While cultural and social differences may vary from city to city, Gen Z broadly exhibits these characteristics:
1)They are tethered to their devices, 2) they trust digital content, 3) they prefer social media channels like Snapchat or Whisper over Facebook, 4) they are socially more engaged than those higher up in organisation hierarchy and 5) their attention span averages 8 seconds.
All such aspects pose challenges for HR managers, most of whom belong to Gen X and Y. These in turn have also affected substantial changes in HR policies at organisations, remarkable among them being:
Such compelling changes obviously pose challenges for HR managers some of which are issues that the HR community is trying to solve together.
Most HR managers are directing their efforts to bridge the gaps with Gen Z that are increasingly becoming a part of the workforce.
The prominent issues being the generation managing the Gen Z is immensely different from them which leaves room for a lot of mismatched expectations. Again, ensuring a uniform degree of technology adoption throughout an organisation can be challenging. However, that the time has come to effect compelling changes to accommodate Gen Z into organisations is undeniable. Again, how will they fare as leaders is going to be interesting to watch in a few years.