« Within two years, young people from Generation Z will represent a quarter of the wage bill according to the World Economic Forum “says Thomas Cornet, co-founder of Cegid Wittyfit and specialist in employee experience. Born after 1995, Generation Z young people are entering the job market. In order not to let them give in to the sirens of entrepreneurship and “ start-up Nation – a quarter of 15-25 year olds would like to be their own boss, says a study by Mazars and opinionway*: “ We are witnessing a rejection of the traditional company –, the challenge for HR is to restore their confidence in the company and to promote its strengths. The latter has an interest in anticipating the movement and adapting to the specific expectations of these new employees. Composite portrait of this new generation which obeys its own codes: in addition to their date of birth, what characterizes them is to be ” 100% digital ». « They were born in the digital revolution with the Internet and apps. Technivores are heavy users and ultra-consumers of digital tools and social networks “, explains Thomas Cornet. Its advantages ? “ Digital fluency and international openness “, he lists again. In fact, if 85% of the professions of 2030 do not yet exist according to Pôle Emploi, Generation Z will certainly find it easier to match the profiles sought.
Suggest a ” Smart working »
To seduce her, the company must first take care of what is said about her on the Web, because this is where the candidates of this generation go to find information. To recruit her, You have to listen to it and learn about what makes it vibrate “, advises Thomas Cornet. The levers to be activated to respond to the codes of this new generation? Offer them a flexible work organization, a “ smart working “. 73% of Gen Z expect the company to allow them to organize their working hours. ” For them, telecommuting is a clear cut component of work. It is an achievement. The temptation to backtrack is a mistake “, insists Thomas Cornet. Nevertheless, the younger generations want to be able to both come to the office and work from home. After a socialization hampered by the recent health crisis and “ at a time of dematerialization and telework, the search for interactions within a physical place has never been so strong “. This generation therefore expects the company to be ” a vector of social ties, cohesion and conviviality “, indicates the study of Mazars*. Thus, in the top 3 motivations for going to work are the work atmosphere and the exchanges and interactions with colleagues, before interest in a position.
Paradoxically, this is a generation that aspires to a certain flexibility. With a relationship to work different from that of Generation Y, Gen Z seems seduced by new ways of working – freelance, telecommuting, part-time. Thus, half of GenZ believe that the permanent contract is destined to disappear, in favor of fixed-term contracts and freelance work.
« The notion of a little chef will be shattered »
Aspiring to the balance of their private and professional life, initiated by the previous generation, they campaign for the ” slow “, or the fact of being able to live in slow motion. ” There is a strong reinforcement on the notion of well-being: they no longer want to stay for hours in front of their computer while forgetting themselves “. Gone is the grueling work pace of their elders. Their line of sight? ” The 4-day week that has proven itself in terms of productivity and is both a factor of commitment and attractiveness “. Listening to their well-being, they will be all the more attentive to QWL, quality of life at work, and in particular to working conditions and rhythms. ” It’s no longer a dirty word for them to talk about mental health or PSR [risques psychosociaux] ».
Another fundamental point is to give meaning to their mission and explain it: It is essential for her to feel good. This even comes before the notion of salary “says Thomas Cornet. This generation, particularly sensitive to environmental and societal issues, “ is able to carry out a CSR-type project over the long term and to invest in a sustainable cause “. On the work itself and the management, “ It’s a generation of ‘slashers’ who like to work in agile mode, have several missions and be autonomous in decision-making, how to do things and procedures. », explains the expert. Thus, a third party wishes to combine three or more activities in parallel.
In terms of management, they expect a different relationship from their managers who must be ” managers coachs », which play collective and participative and come to accompany them, support them and help them to flourish. It is up to companies to help managers adopt a posture of listening and collaboration that will allow them to be accepted and legitimate and in fine GenZ to stay. ” The notion of a little chef will be shattered. This is already a strong reason for resignation: in 70% of cases, you don’t leave your company, you leave your manager “, he explains.
Gen Z is thus moving the lines and campaigning for the end of the vertical company ” with an uninhibited relationship to the hierarchy, as equals and the desire to be able to speak freely and participate in strategic decisions. In the same way they want to be judged” on the numbers and their results and not on presenteeism or participation ».
* Survey on “Future of work: what expectations of Gen Z for the company tomorrow?” with OpinionWay, conducted with 2,000 young people aged 15 to 24 (Generation Z) and 25 to 34 (Generation Y) in 2019.
Charlotte DE SAINTIGNON
2023-08-09 04:31:44
#Labour #codes #Generation #Normandy #Gazette
