What Gen Z need from business leaders

I recently read an article by Korn Ferry reminded me of a conversation I had with a prospective HR leader. He shared his frustration around the "leaky pipeline" in the business, which costs a lot. In the past, his company's great reputation was enough to attract graduates, but lately, retention has become the bigger issue. 

We discussed how the new generation of workers, Gen Z, wants to be seen as real potential within organizations. To retain them, companies need to focus on knowing their motivators and drivers and provide space for them to grow and develop both the organization and themselves. This involves training managers to read people and support their needs, hearing and seeing them, and coaching new graduates on how to live their values within a business setting. Unfortunately, many companies aren't looking closely enough at training for these new front-line managers. Coaching and training tend to be reserved for senior leaders, and as a result, graduates leave 6-12-18 months later.

The new future of work involves a greater focus on self-development, and Generation Z is not as patient as past generations to hope leaders get it. They see the link to mental health, happiness, and bigger pursuits, so they don't have the blind trust in the business or management. If companies fail to provide, they are more open to walking out. 

As Gary Burnison says, "When people are noticed, they know someone cares. And when they know someone cares, they feel valued. And when they feel valued, they will believe they are indeed part of something bigger than themselves." Let's make sure we are noticing and valuing the next generation of workers, so they can help us build something bigger than ourselves. 

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