Connecting with Gen Z: A guide to boosting employee engagement

When I asked ChatGPT what is important to Generation Z in preparation for this story, this (abbreviated) answer came up:

“Generation Z wants a balance between work and personal life and has high expectations of employers in terms of career and security. This also includes the need for feedback. (Mental) health is important to the so-called Zoomers, they want to belong and place a high value on diversity and inclusion.”

My experiences with people born between 1995 and 2010 are similar. But be careful: If I were to ask all the other employees in our company about their ideas and values, I would probably get similar universal answers. It’s a bit like in the lyrics of Schlager music or horoscopes: 80 percent of people can relate to them.

This theory is also supported by youth researcher Simon Schnetzer. He says: “The expectations of Generation Z do not differ significantly from those of older employees.” The generations before them also wanted to enjoy their work, be well paid and have a say.

However, Schnetzer notes one difference: “They articulate their ideas and demands.” Where others swallow and remain silent, Generation Z wears its heart on its sleeve. Sometimes as early as the job interview, when 25-year-old female college graduates ask about quick career opportunities or want to know whether a sabbatical is possible.

Job ghosting — a sign of a lack of commitment

Nevertheless, Gen Z’s entry into the workforce has given rise to a new term: “job ghosting.” More and more companies are experiencing this when newly hired employees don’t even show up on their first day of work. The reason for this is the lack of commitment that Zoomers have probably acquired during their digital childhood and youth.

Another caution: the first iPhone came onto the market in the summer of 2007. Channels like WhatsApp and Instagram are now preferred communication tools — but not only for this generation. And headhunters are now experiencing job ghosting across all age groups and hierarchy levels.

Adapting to new forms of communication and behavior

So the question is not how hiring managers connect with young job candidates who, if they are well-educated, will have many job offers in a tight labor market. Rather, the question is how companies can adapt to new communication and social forms as well as changing value systems — regardless of the generation of applicants and job candidates.

The answer lies in a changing system. Although Generation Z is having a catalytic effect on changing values within society, it is not the trigger. When people place more value on work-life balance, it can lead to conflicts in traditional work environments that require overtime or constant availability. For example, we offer our employees the option of working from their home office two days a week. This provides the necessary flexibility and space for balance. And it benefits mental health.

A value-oriented corporate culture is a must

Due to multiple crises (war, climate and inflation), employees are increasingly looking for a value-oriented corporate culture. Sustainable action and social responsibility are in demand — companies that falter here will find it difficult to attract and retain talent from Generation Z (and others). This in turn involves fine-tuning the company’s processes.

Regular feedback and room for new ideas should be standard practice in every company today. Clichés such as “We’ve always done it this way,” which imply that ideas are unwelcome, can cause motivation to plummet. This also includes topics such as diversity. A sense of belonging arises when the work environment actively promotes these values. Those who are careless here already appear unattractive as an employer today.

Because Generation Z and Generation Y have grown up with digital technologies, this can lead to a dependency on digital communication. The reported fear of phone calls is an example of how people today find it more difficult to invest in personal relationships.

And the desire for job security in an uncertain world is not unique to Gen Z. Economic crises and geopolitical tensions lead to concerns about one’s own professional future. The answer to this is to make activities crisis-proof.

Felix Pflüger is the managing director of Peoplefone Germany.