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With a new generation poised to enter the workforce, organizations are simultaneously forced to combat two converging trends. First, Generation Z (Gen Z), consisting of those born after 1995, is entering the workforce. While Gen Z is anticipated to bring an unprecedented level of technology skills to the workforce, they also express apprehensions about their interpersonal communication skills. Throughout the article we will be following a prototypical Gen Z member, Emily, to illustrate the shifting experiences and expectations Gen Z brings to the workplace. (See sidebar: Meet Emily, a prototypical Generation Z member).
Second, emerging technologies, particularly automation, are expected to further disrupt the nature of the entry-level roles that this generation is poised to fill. Complicating this dynamic is the ambiguity surrounding this technical shift, in addition to the inherent uncertainty involved in predicting how today’s teenagers will behave in 10 years.
Given these new realities, this article explores how organizations can redesign entry-level jobs in a way that can both attract and engage Gen Z, while ensuring that the entry-level job continues to serve as the necessary training ground for incoming professionals. This will be essential for organizations seeking to generate a pipeline of future talent to help meet the organization’s evolving needs.
Via David Hain
