Managing Gen-Z Workforce

By 2030, 30% of the global workforce would comprise the Gen-Z population. For them, purpose, ethics, flexibility, career opportunities matter more than compensation.

- Ajita Shashidhar

Coffee giant Starbucks has been promoting its hybrid work culture on professional networking platforms such as LinkedIn and Glassdoor. Though it may seem like a pandemic strategy of attracting and retaining talent, it is not.

As the world returns to normalcy, hybrid work culture and a better work-life balance is a must, especially for the Gen-Zs. “The workplace has evolved. As a leading company in partner (employee) care, we provide a flexible workplace that allows professional partners to work remotely multiple days of the week. Most roles offer hybrid or remote work, but some may be office dependent, as specified in job postings,” according to Starbucks’ LinkedIn post.

Organisations have little choice, but to focus on attracting and retaining high-quality talent. Born between 1996 and 2012, Gen-Zs are digital natives, a skillset that companies are desperately in need of. However, attracting and retaining this generation (which by 2030 would comprise 30% of global workforce) hasn’t been easy. It is a generation which is individualistic and works on its own terms. Not only does it demand a hybrid work culture and work-life balance, it’s a generation which puts greater emphasis on purpose and ethics over compensation. What are you doing for climate and environment? Does your definition of diversity go beyond including women in the workforce? How can I make a meaningful impact on your organisation? These are the kind of questions a Gen-Z employee is asking his/her potential employer. If an organisation doesn’t make a meaningful impact on society, this generation doesn’t shy away from choosing an employer, who is more purposeful.