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How the Arrival of Generation Z is Providing Challenges for the Workforce.

Introduction

I have been contracted to take the role of a human resources consultant in Clifford

Chance LLP to produce a report for the senior management on the issue facing the law firm. The

issue at hand is how the arrival of members of Generation Z is providing challenges for the

workforce. The issue is important for this industry because a new generation of lawyers is poised

to enter the legal profession, and they will undoubtedly bring fresh ideas, perspectives, and

working methods that will affect how law is practiced in the future. The generation known as

Generation Z was born between the middle of the 1990s and the early 2010s; the precise date

differ based on the source, but are most frequently between 1995 and 2010 (Benítez-Márquez et

al.,2022). Gen Z is regarded as the first generation to have truly grown up in a digital and

technological world (Singh & Dangmei,2016). They have been using social media since a very

young age, learning how to utilize it, and even have a tendency to become addicted to it. This

generation has also been referred to as "iGen," "Gen Zers," and "post-Millennials."

Gen Z management in the workplace and among the workforce is a genuine issue due to

its unique attitudes and habits as the newest generation to enter the labor market (Chillakuri &

Mahanandia,2018). Not only must changes be acknowledged, but if adaptation has not already

begun, it is crucial to be started immediately. Businesses and employees should adapt to changes

in the workplace dynamic and corporate culture brought about by the entry of a new age cohort

(Singh & Dangmei,2016). Human resources management is therefore essential for a successful

onboarding process as well as for proper workplace adjustment. The introduction of a new

generation to the workplace will have an impact on the social and professional environments in

which employees pursue their careers (Chillakuri & Mahanandia,2018).This report focuses on
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the issue of how the arrival of members of Generation Z is providing challenges for the

workforce.

The Challenge of Generation Z in the Workforce

When a new generation enters the workforce, comparisons to previous generations are

common. There is also a lot of expectation and, occasionally, predictions about how the

generation may cause disruption in the labor market. For instance, it was anticipated that

millennials would priorities their employers' social responsibility while introducing new ways of

communication and showing less allegiance to the businesses they support (Gaidhani et

al.,2019). Previous studies have linked a combination of factors, including a worldwide

economic downturn, rising student loan debt, and postponed plans to start a family, to the

generational shifts we are seeing among Millennials today. Researchers think that the Millennial

generation's shifting expectations reflect the effects of the current economic climate (Gaidhani et

al.,2019). The emergence of Generation Z is no exception, with much of the conversation

focusing on the effects of pervasive  technology on this generation.

The impact that a generation that is always connected will have on the workplace has

been the subject of much speculation. Research indicates that many members of Generation Z

are concerned about their technological reliability. According to a survey conducted of 4,000

members of Generation Z, 92 percent expressed concern about the generational divide that

technology is creating in their work and personal life (Benítez-Márquez et al.,2022). Also, 37%

of respondents expressed worry that technology is impairing their capacity to create and sustain

good interpersonal relationships. There are also concerns regarding these digital natives' capacity

for communication and the development of solid human ties, despite that they may bring a

degree of technological proficiency to the field that is unmatched.

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Most of Generation Z’s cognitive development, especially their natural intellectual

curiosity, has been hindered by technological advances leading to skill shortages in the

workplace (Cresnar & Nedelko, 2020). Problem-solving, critical-thinking, and communication

are all examples of high-cognitive social skills that may be lacking. The majority of today's

youngest generation, Generation Z, is aware of the value of face-to-face interaction and of its

own shortcomings in this area of socialization. Additionally, firms are likely to feel the

implications of any skills shortage acutely because the majority of human resources directors

trust that social and emotional skills are becoming very crucial in the workplace (Singh &

Dangmei,2016). Successful relationship development is facilitated by effective interaction and

communication with others, which also promotes the acquisition of tacit knowledge.

For long-term success and leadership growth, tacit knowledge, or specialized knowledge

about customers or processes, is typically passed down inside organizations over years of in-

person collaboration and communication (Singh & Dangmei,2016). Given that tacit knowledge

is based on context, observation, and socialization, it might be challenging to transfer it digitally.

Many Gen Z employees lack the communication skills to effectively transfer tacit knowledge,

which could have an impact on the business as older generations leave the workforce.

Organizations must take this influence into account when creating entry-level positions for future

employment.

The Implications of Gen Z on Staffing the Organization

The HRM is the driving force behind a company's hiring decisions and controls most

workplace policies, practices, and even the company's culture (Lanier, 2017). This particular

department of the company, among other things, develops the company's identity, recruits new

employees, puts training into practice, and aims to ensure the working environment is effective
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and efficient enough to meet a firm's objectives. According to Murphy (2020), they claim that

the most effective ways in which businesses meet the expectations of Generation Z are through

providing a welcoming workplace, implementing cutting-edge technological solutions, hosting

ambassador programs, providing internship opportunities, expanding employee benefits, and

engaging in corporate social responsibility initiatives (Murphy, 2020). To be able to do this,

organizations must have the courage to deviate from conventional methods by employing the

available tools in new directions and understanding that even members of the same generation

may have needs that are different from those of their cohort prototype, as many businesses have

done with online recruitment as their first step (Cresnar & Nedelko, 2020). Instead of assuming

that Generation Z would adapt to the organization, Human Resources departments need to be

ready to introduce or adjust workplace values and culture, among other things.

As more senior workers retire and younger workers enter the workforce for the first time

with less experience than the preceding five generations, the working environment has changed.

Concern has grown over how HR professionals can prepare for and handle the attitudes of a new

generation entering the workforce as individuals of Generation Z join the labor market (Murphy,

2020). Generation Z's entry into the workforce has caused difficulties for managers in satisfying

the needs of new workers in the areas of conflict, communication, and career development. As

the newest generation of employees, Generation Z, is prepared to redefine policies and

procedures to enhance technological advancements and office settings (Murphy, 2020), HR

managers have found it challenging to come up with ways to retain this group of workers loyal to

the company.

According to the literature, HR professionals are required to know how to recruit, train,

and keep new workers because of how Generation Z perceives their place in the workforce
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(Magano et al.,2020). It has been noted that Generation Z is more racially and economically

diverse than previous generations. A quarter of all new workers entering the workforce in the

United States (60 million) in 2019 were members of Generation Z, who made up 20% of the

workforce(Maloni et al.,2019). The usual approach used by HR experts to onboard a new

generational group cannot retain recently hired employees since the thinking of Generation Z is

significantly different from that of previous generations.

The introduction of Generation Z into the labor market has ramifications not just for the

employment and training of professionals in a firm but also during the recruitment process itself.

During talent acquisition, HRM need to reassess the skill sets that are essential for carrying out

their strategies and maintaining their competitive edge (Maloni et al.,2019). Businesses that are

reassessing entry-level requirements as part of a broader workforce planning effort may need to

rebalance the pool of available applicants between those with specialized technical expertise and

those with more general managerial qualities. It might also entail giving preference to applicants

who can show they have the mental agility and range of skills necessary to switch between roles

and specialties within an organization (Maloni et al.,2019). This workforce strategy should take

into account the various ways that many members of Generation Z will wish to join a company.

Some firms will have four or perhaps five generations working together as a result of Gen

Zers entering the workforce. Workplace generational disparities can result in "intergenerational

prejudices, stereotyping, and misperceptions" and cause conflict (Benítez-Márquez et al.,2022).

With that being said, it is realistic to assume that each generational cohort will have distinctive

employment features based on their individual work choices. Companies must alter their

dynamics, much as they did with Generation Y, to handle the intergenerational diversity they

face (Benítez-Márquez et al.,2022). In order to meet these issues, HRM must research fresh
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approaches to meeting the needs of the newcomers while also making an effort not to overlook

the workers from previous generations and developing management skills for multigenerational

teams.

Recommendations for Addressing the Challenge of Generation Z in the Workforce

Organizations should foster a culture of willingness to provide mentorship, feedback, and

guidance (Chillakuri & Mahanandia,2018): Due to the wide generational gaps present in the

workforce, especially since decision-makers are from a different generation than most of the

employees, it is essential to establish discussion boards and structures for Generation Z

employees to express their outlooks and guarantee that their ideas are considered when making

decisions (Chillakuri & Mahanandia,2018). Many companies have relied on annual talent

surveys and leadership town halls to get feedback from employees and use it to create a better

employment experience. That way, they can tap into the creativity and perspective of the

"public," and their employees can feel like their voices are being heard in the workplace. Many

of these companies appear to be shifting their HR data strategy as they move forward so that they

can better understand what their employees are trying to tell them through their actions and

decisions as opposed to merely what they tell them directly in surveys (Murphy, 2020). This

innovative strategy was probably inspired by the notion that insights into what our people

actually do, as opposed to merely what they say, are what generate the most compelling data

about what important to them.

HR should be bold enough to defy tradition and historical norms (Maloni et al.,2019): the

leadership in organizations should realize that change is unavoidable and give the Gen Z’s the

tools they need to participate, such as making time to mentor junior professionals and share tacit

knowledge, and being willing to cast a wide net when searching for and cultivating talent.
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Younger workers from Generation Z need to be given a clear outline of potential career

advancements inside the organization, as well as specific objectives to work toward.

Moreover, businesses should accept that particular preferences might vary from

generational trends (Murphy, 2020): While HR companies are getting ready for significant

generational shifts, it is crucial to keep in mind that individual professionals are simply that—

individuals. Every professional anticipates that their experience will be tailored to their own

interests and objectives (Lanier, 2017). Even though generational trends might steer us in the

right direction, each employee's journey should be different.

Finally, an awareness of the generation's ongoing development and change is essential

(Chillakuri & Mahanandia,2018): There have been many predictions regarding how the

Millennial age would change the workplace. They might have, but perhaps not in the way that

was anticipated. Talent companies can use the preceding tactics on a variety of scenarios that

depict a range of potential outcomes to get ready for this unpredictable future. This could bolster

action plans and highlight any potential risk or vulnerability points in an organization's talent

strategy.

Conclusion

Gen Z is gradually but certainly entering the workforce. They will need to become used

to being employees, but they will also have specific expectations for that position. As this

generation enters the workforce, shaped in its own way by the world in which it has grown up

and the experiences it has had, businesses have the opportunity to nurture and reap the benefits

of the generation's rising skills. They will be in a better position to provide long-term value to the

company as a result of this. Factors like emphasis on flexibility and well-being, seem like a

logical extension of the practices that businesses have started to implement over the past ten
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years. Others, like hiring and development procedures, might signal a change in direction to

account for the distinctive traits of this upcoming generation. In any event, this essay emphasizes

the significance of these practices and how talent leaders in company should take them into

account in order to support the incoming Gen Z workers. Employers ought to take Gen Z and all

the changes they will bring into consideration. Although transforming an organization to work

with Gen Z may worry some businesses, doing so could have unanticipated positive benefits on

the workforce.
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References

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S. (2022). Generation Z Within the Workforce and in the Workplace: A Bibliometric

Analysis. Frontiers in psychology, 12, 736820.

https://doi.org/10.3389/fpsyg.2021.736820

Chillakuri, B., & Mahanandia, R. (2018). Generation Z entering the workforce: the need for

sustainable strategies in maximizing their talent. Human Resource Management

International Digest.

Cresnar R., Nedelko Z. (2020). Understanding future leaders: how are personal values of

generations Y and Z tailored to leadership in industry 4.0? Sustainability 12:4417.

10.3390/su12114417

Gaidhani, S., Arora, L., & Sharma, B. K. (2019). Understanding the attitude of generation Z

towards workplace. International Journal of Management, Technology and

Engineering, 9(1), 2804-2812.

Lanier K. (2017). 5 things HR professionals need to know. Strategic HR Rev. 16 288–290.

10.1108/SHR-08-2017-0051

Magano J., Silva C., Figueiredo C., Vitória A., Nogueira T., Pimenta Dinis M. A.

(2020). Generation Z: fitting project management soft skills competencies—A mixed-

method approach. Educ. Sci. 10:187. 10.3390/educsci10070187

Maloni M., Hiatt M. S., Campbell S. (2019). Understanding the work values of gen Z business

students. Int. J. Manag. Educ. 17:100320. 10.1016/j.ijme.2019.100320

Murphy, F. L. (2020). Challenges of Human Resource Professionals Onboarding Generation Z

into the Federal Government (Doctoral dissertation, Walden University).

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Singh, A. P., & Dangmei, J. (2016). Understanding the generation Z: the future

workforce. South-Asian Journal of Multidisciplinary Studies, 3(3), 1-5.