Helping Gen Z feel more part of the workforce post-pandemic – Low Calorie Diets Tips

It is not easy for young professionals. While some envision Gen Z — who officially surpassed millennials in the workplace in 2019 — as teenage TikTok influencers, many are young adults graduating from college or entering a post-pandemic workforce that has largely disappeared from the distant future and is ultimately stifling their professional growth and impacting onboarding processes, productivity and companies’ ability to retain talent.

As a result, many Gen Z’s may be at a loss in their careers as the culture of being distant has had a major impact on all of us, but especially those who don’t have the benefit of hindsight and what’s “normal”. jobs used to look like.

Generation Z’s relationship with technology

Born between 1997 and the mid-2010s, Generation Z grew up with technology and brought a wealth of creativity, technological ability and entrepreneurial spirit to the workforce. When the pandemic struck, many were sent home to study in college or were immediately hired for remote-only jobs upon graduation. Now, this largely remote work culture is stifling the professional growth that usually comes from face-to-face interactions.

This contributes to an increase in the highly transactional nature of the employee-employer relationship and is likely one of the factors behind the Great Resignation.

As you leave college and enter the workforce, there’s excitement about joining a team and being part of something, figuring out office and job dynamics, and “finding yourself” professionally, not to mention the lure of reaching out to older workers to get and executives who provide so many “learning by osmosis” moments.

Now employees are on their own, adrift on a desert island behind another Zoom call, making it harder to proactively identify issues, failures, and even dissatisfaction. This increases the likelihood that problems and frustrations will fester and removes the ability to capitalize on “teachable moments”. Ultimately, these results may result in even more people leaving their jobs while the war for talent is still a focus in the job market.

While the remote culture is likely to remain, there are many things companies can do now to drive Gen Z career development:

Emphasize personal interactions

In the past, team members learned a lot through face-to-face interactions. Be exposed to collaboration, learn professional soft skills, identify opportunities for growth and find out what they don’t know by watching others succeed and fail.

After the pandemic, screens will make us visible. In these spaces, you’re less likely to ask the “stupid” questions, notice if someone’s thoughts and directions are clearly understood, and have a much harder time experiencing the “collaborative mentorship” moments. In other words, we don’t show our true selves and our mistakes (which we ultimately learn from), nor do we get meaningful feedback when we hold back.

Young professionals enjoy the flexibility of remote work, but have also indicated that they value the opportunity to work in person. Even beyond stringent hybrid models that specify any number of days in the office, there is a happy medium. Instead of thinking about it quantitatively, think about it qualitatively. What are the key moments, meetings, or points in a project that are personally more productive? Educating and encouraging managers on how and when to bring their teams together in person can help get things back on track when a project goes awry.

Identify the moments when working in person makes sense, whether it’s to meet everyone behind the screens or orient yourself on a project. Personal dynamics are difficult (and sometimes impossible) to replicate virtually. With a few face-to-face gatherings, Gen Z can learn the kind of behaviors, attitudes, and skills that they can learn from and emulate like we did before the pandemic.

Learn from past successes

Organizations need to assess this macroeconomic spin-off of the post-pandemic world and carefully identify and learn from how mentoring, culture building and professional development have occurred in the past. Next, start finding thoughtful, targeted career development support opportunities to keep young employees engaged and feeling supported.

As a boutique advertising agency, we’ve always seen a lot of cross-departmental collaboration in the office. As we consider ways to keep this alive in a remote culture, we focus on concrete cross-skill mentoring programs where managers are expected to attend corporate leadership sessions with a list of interests, passions, or areas of growth for each of they get reports and a recommendation on who to contact to learn more about these areas. This is a good example of how you can look at things that happened in person in a more natural way and encourage those same interactions in a more guided way.

Introduce new team members to leaders

By exposing Gen Z to your company’s C-suite leadership, you can ensure they understand the company’s vision and mission. Let them put a face to a name and understand how and why things work. Additionally, presenting the “why” of the company, including anecdotes, can help them feel more connected to your values. Leaders can help explain the role they play within the company’s end goals and give young professionals an understanding of how their efforts contribute to the overall picture of the company.

Identify teachable moments

As a manager, find out what you know that Gen Z doesn’t know at this stage of career development. This includes your skills as a leader and what gave you the opportunity to take on your current role. Identify key moments to help them understand your thought processes by teaching them how to break down a problem, find possible solutions, and review them for accuracy.

Remember that people management is different from process and outcome management. They are here to nurture the next generation of talent and “teach them how to fish” so they can continue to thrive in their future careers.


Lauren Nutt Bello is Managing Partner and President of Completed rocketa New York-based digital agency that combines data, design, research and analytics to drive business outcomes for F500 brands and VC-backed startups.

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