Millennials and Gen Zs constitute 64% of the population — the largest talent pool in India. They comprise over 70% of the workforce in many organisations. Cos need to rethink traditional career retention approaches.
A senior leader at a large bank was heading to a meeting when he met one of his Gen Z trainees, who stopped to say goodbye as it was his last day.

Surprised, the senior asked if he was joining the competition as the trainee had received good feedback. The trainee admitted he didn’t fully understand the job expectations and found the sales demands too strenuous. The young man said he did not have any other job, and planned to use the time to reflect and re-examine his priorities.

This is the new generation of talent India Inc is learning to manage. Born between 1996 and 2012, this cohort constitutes 30% of India’s population. They are digitally fluent — they have never known a world without technology. This generation came close on the heels of millennials, born between 1981 and 1996, who saw the rise of the internet and social media in their adult years and constitute 34% of the population.

Here are some hacks for organisations to consider as they meet Gen Z halfway.

Connect, then lead: Gen Z constitutes employees starting careers in an ecosystem of disruptions. They are seeking mentors in the workplace who can help them make a meaningful impact in their careers. Gen Z is used to being seen and validated. If you make them part of a nameless and faceless crowd, they will easily get disenchanted. Getting them anchors/mentors to settle in through the first year is key.

Re-invent entry-level jobs: We are hiring children of the knowledge era, digital natives who can bring agility and new thinking to problem-solving if given the right opportunity and mentored. Do not give them the same kind of jobs that were given 25 years ago. There must be steep learning curves and challenges that demand learning, early leadership responsibilities, and opportunities for building a Positive Personal Leadership Brand and reputation in an environment of meaty learning opportunities.

Communicate to clarify: Ensure Gen Z is included to understand the organisation’s purpose, decisions, direction, and opportunities. Most of all, reflect on how they are faring in these environments. Mentor them to seek feedback and help them up this virtuous cycle by asking them for feedback.

Early leadership responsibilities: Identify ways to make the job meatier, include them in technology projects and design thinking groups, involve them in projects related to ESG, DEI, or cost-optimization, and give them a sense of accomplishment. Don’t only focus on their CVs, use persona-based hiring and deploy them for demonstrated areas of interest rather than only education or experience. Explore non-linear contribution opportunities and make the work experience exciting and holistic.

Gen Z wants to work for organisations where they feel respected, valued, and represented. Leveraging their need for independence, autonomy, and self-direction by offering them interesting jobs that enable Early Leadership and empowerment can help re-invent this space.

_{This article was featured on Times Ascent on July 18th, 2024}