Work life | How to Talk to Gen Z in the Office

Your young colleagues may be in their first real job, but they know very well what type of feedback they are looking for: timely, collaborative, empathetic and balanced.

If you just talk to them when they’ve made a mistake, if you wait weeks before telling them about it, and if you correct them without discussion, they risk leaving for a job closer to their expectations.

Generation Z, born between 1997 and 2012, is shaking up the norms of work life, and that includes how you talk to them. According to multigenerational workforce experts, there can be a culture shock when workers who got by without much attention early in their careers correct younger people on their work: unintentionally, they can discourage or abuse them. alienate.

The proportion of Zs in the workforce is increasing and is expected to exceed 32% by 2032, according to U.S. government statistics. And they ask employers to listen to them.

Dissatisfied

The Gallup pollster asked them if they feel appreciated at work, if they can learn and develop, if they can discuss their progress with their superiors and if their opinion counts: this generation is the most dissatisfied in these areas . However, often dissatisfied workers leave.

“Instead of telling me, ‘Hey, that’s done wrong,’ tell me, ‘I’d like to have a conversation about your thought process and what you did wrong,’” says Yatri Patel .

“Help me understand,” says the 24-year-old software engineer at the Tennessee Valley Authority, the energy agency where she got her first full-time job.

Z are the first internet generation from childhood: they are used to having instant access to information, experts note. If they don’t understand or don’t know something, they look for the answer online. They carry those expectations into the workplace, where information isn’t as easily accessible, says Megan Gerhardt, a professor at the University of Miami.

On this subject, Zs expect feedback to be immediate. Even when they watch TV, they’re used to on-demand access, right away, says Jake Aguas, a generational expert and professor of human resources at Biola University: “Previous generations didn’t grow up with streaming. You had to wait for the broadcast time, it was part of the process. »

M^me Patel knows that it takes feedback to do good work. But if it doesn’t come in the right way, criticism can be harmful.

Examples ? Managers who wait too long before criticizing her, thus preventing rapid improvement in her performance. Or who only criticize what she is doing wrong without explaining how to do it better. Or who deny him the opportunity to explain himself or participate in the search for solutions.

Empathetic bosses

The Zs interviewed by the Washington Post say they do not view work as their elders, who – according to them – sacrificed time, well-being and family life for jobs that often did not value them as people. They want to be themselves at work, feel like their voice matters, and feel like their managers are empathetic and invested in relationships with them. They also want to be explained to them why things are done in this or that way.

“Every interaction is important,” says Sarah Warren, 26, director and co-founder of a mental health nonprofit for health care workers based in Los Angeles. “You’re dealing with human beings. Vulnerability and compassion can prevent burnout. »

M^me Warren, who used to be a nurse, says she once had a supervisor who constantly took her aside to criticize her, who was sometimes condescending, comparing her to her daughter and telling her she dressed too tight. It made her unhappy.

She would have preferred to be able to discuss ways of doing things differently rather than being shamed for her mistakes, she says.

Context is key: Brief criticism, without explanation, can be anxiety-inducing, Gen Zers say. Younger workers can make all kinds of wrong inferences and doubt themselves, while their superiors don’t. thought nothing of the sort.

Shad Brown, safety coordinator at 3M, says he gets nervous when he sees unexpected meetings or short, vague emails pop up from his bosses.

Getting harshly criticized at the end of the day on Friday would be a nightmare because he would think about it all weekend and have trouble sleeping, says Shad Brown, who believes that tact is essential when giving criticism. It should target the problem, not the person.

Young people also want to have a say in solving problems, not just being told what to do.

This approach helps Angel Davis, a 22-year-old New Yorker, repeat mistakes. According to this social media assistant for the educational technology company Quizlet, one of the worst things a boss can do is criticize an action, then fix the problem without talking about it: “That would be confusing and demotivating.” If you redo my work, why did I do it? And if you can’t explain it to me, I’ll never completely understand. »

Knowing the personality and point of view of their superior and feeling that he is interested in them personally helps them identify the subject of his criticism, young people say. Regular contact, even unrelated to work, and questions about their feelings help build the relationship.

Joel Velez, 24, a digital marketer near Milwaukee, says he appreciates it when managers take an advisor approach, creating a culture of openness and empathy. Even a phrase as simple as “Don’t hesitate to ask questions” helps calm his anxiety, Joel Velez said. “It’s a good way to remind people that we’re in a learning environment. »

Younger workers say older generations are wrong to call them lazy or soft. They just ask that we bring humanity back to work. According to generational workforce expert Megan Gerhardt, all managers should ask themselves: What is my goal in criticizing? And does my approach work?

Businesses are not forced to change. But young workers will choose environments where they feel comfortable, experts say.

This text was published in the Washington Post.

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