The eternal conundrum: how can we attract and retain young workers? What do new generations expect from the labour market?  These are difficult questions considering that young people are often more willing to seek new horizons and employment opportunities.

Understanding the wants and needs of the new generation of workers can give companies a clear advantage in successfully attracting these professionals and creating workplaces where their ideas are listened to and valued.

What will I read about in this article?

• The younger you are, the more open to change
• Values and identity
• The power of difficult conversations
• Training
• Flexibility

Young workers are more willing to change their jobs

If the “survey conducted by PwC, Generation Z has a 27% chance of changing jobs in the next 12 months. For millennials, the figure is similar at 23%. For older respondents, the number is just 9%.

“Generation Z is 27% more likely to change jobs in the next 12 months”.

The results show that talent retention must go beyond salary. Top priorities for young workers include training, development, autonomy and transparency on social issues. Companies that understand these priorities and adjust their workforce strategy accordingly can attract and retain young talent more effectively.

The power of difficult conversations

Conversations about sensitive social issues are not the divisive and polarising distraction that managers might fear. Among respondents who have social conversations at work, the positives outweigh the negatives. We’re talking, for instance, about a better understanding of colleagues, a more open and inclusive work environment, and greater empathy.

This is most prevalent among young workers. According to PwC, 69% of Generation Z and millennial respondents have conversations with colleagues about issues such as civil rights, racial injustice and gender equality, compared to 55% of baby boomers.

Certainly, supporting and encouraging sensitive conversations is not easy. Leaders have a unique opportunity to foster honest and open dialogue within their organisations by providing supportive and non-judgmental platforms. This requires setting clear standards and providing the necessary resources, but it also forces senior executives to step out of their comfort zone by encouraging them to tackle difficult conversations by promoting active listening.

By participating they will help bring meaning, humanity and social impact to the workplace, demonstrating that they’re also there to learn from the reality and views of others.

Companies are investing in their people…, but enough?

Younger workers are sending a clear signal to leaders that they want more training and development, particularly in new technical and digital skills. But, according to PwC, the proportion of companies taking these steps remains low.

“Younger workers are sending a clear signal to leaders that they want more training and development”.

Only 40% of employees said their company is helping to improve their skills, and just 26% said their organisation is making work easier through technology. Younger workers are much more likely to change jobs when they are not taught the technical or digital skills needed to advance their careers: 44% of Generation Z and 43% of millennials cited this as one of their top three concerns, compared to 29% of baby boomers.

Ultimately, when it comes to recruiting and retaining the talent of young workers, it is imperative to understand the challenges, wants and needs of the younger generation. Dedicating time and resources to promoting a workplace that fosters innovation, diversity and training will be key to achieving this.

Sources:

• https://www.strategy-business.com/article/Younger-workers-want-training-flexibility-and-transparency
• https://people.acciona.com/es/desarrollo-profesional/desarrollo-profesional-personal/