Gen-Z entered the workforce at a unique point in history, as most entry-level talent today has only ever worked remotely or in hybrid environments. It’s challenging enough to learn the complexities of a job in person. Inadvertent observation, which used to be a common method of on-the-job training, is no longer used.
Gen Zers are now required to understand instructions and requests sent via email, video conversations, and instant messages. It can be unsettling and leave the possibility for misunderstandings or conflict because some subtleties are lost in technical communication.
As Gen-Z is required to study revisions highlighted in red font with succinct justifications or short and direct instant messaging responses, feedback might be intimidating or dreaded. As we once did, they might not have the chance to personally speak with their coworkers for clarification. In a virtual environment, work may seem more transactional, and there is a chance that employees will feel less excited about their work as a result of a lack of connection.
Entry-level employees may not feel as connected to their colleagues in a virtual environment. Instead of meeting leaders or having the opportunity to get to know their colleagues at the coffee station, employees may be afraid to reach out to them through virtual messaging platforms. These opportunities for career advancement through peer interaction could be limited or non-existent if remote employees do not develop these important networking skills on their own time.
Unlike face-to-face, informal lunch meetings, meetings for organic mentoring programs are often arranged in blocks of time, which can make them seem forced or undervalued. Finally, younger generations may find it more difficult to build trust and form serious professional relationships as these interactions take place virtually.
Companies need to take the lead in bridging the skills gaps to encourage the next generation of workers because remote work is here to stay. Here are some recommendations for improving remote work for Gen-Z:
Consider a hybrid model or regular in-office days
Bring the team together on a weekly, biweekly, or monthly basis, depending on what works best for your company. This option caters to both individuals who prefer to work remotely and those who perform best in a face-to-face setting.
Promote organic connection
If your organization decides to remain entirely remote, include moments that help imitate the “water cooler chat” that occurs in a regular in-office situation.
Adapt your current corporate culture to work in a virtual world
Concentrate on creating and sustaining a positive business culture. Ensure that any in-person activities are of good quality and that they correspond to what your employees desire to attend and engage in. Encourage a culture of positive and honest feedback.
Make mentorship a priority by matching the most experienced employees with junior-level employees
A strong emphasis should be placed on transferring the skills of individuals who will soon be leaving the workforce to Gen-Z and beyond.