The old refrain that “young people aren’t committed to the workplace” is something that iGen’ers, and their older comrades Millennials, have to deal with on a constant base from all over the place. But is it a fair statement? Is it true then, that the so called “snowflakes” are becoming more and more apathetic? A survey conducted by Deloitte suggests the exact opposite, showing that a whopping 84% of the interviewed faced burnout due to the excessive workloads.
So how do we fix that? Well, once again, turning to the young ones is probably our best bet. In fact, the generational divide can be seen on the most varied topics, from self-development to remote working, from freelance roles to future-proofing strategies.
To further prove this assumption, a World Economic Forum Report on the future of Jobs highlights how 1 in 10 baby boomers feel they should considering reskilling as technology threatens the stability of many traditional careers while, three times as many millennials and Gen Z-ers believe that developing new skills is their own responsibility, rather than their employer’s.
Here are some ways in which new generations are reshaping the workforce:
Reskilling – While most managers believe reskilling is important for employees, there is a generational gap on the best approach. As we said the vast majority of baby boomers feel that employers have the task to reskill their staff, while millennials and iGen’ers are more likely to seek out self-development and be proactive.
Planning ahead – Younger generation managers are generally more likely to consider future workforce planning a top priority. This is true both in establishing a flexible talent strategy as well as in investing in technology to support a remote workforce.
Smart working – Younger generation managers are keener to employ smart working, both for their employees and their staff. Three-quarters of millennial and Gen Z managers have team members who work remotely, and this trend is expected to to rise to 73% of all teams by 2028.
Freelancing – iGen and Millennial managers are more than twice as likely as baby boomers to have increased their use of freelancers in the past few years, and are projected to continue increasing it going forward. That is dueto the value they see in terms of productivity and cost efficiency.
A recent study by the Morning Consult, based on over 2,000 survey interviews within 13 to 38-year-old, was set up to explore the scale and nature of influencer engagement. By looking at which influencers young Americans follow, why they follow them and how much trust they have in influencers we can paint a pretty accurate picture of what actually drives young minds to make choices.
The study highlights how crucial influencers have become in the marketing game, so much so that an astounding 72% of the people interviewed admitted to follow several influencers compared to “regular celebrities”. This result could be due to the constant rise in popularity of platforms such as Youtube, Instagram and TikTok that are able to deliver massive amounts of engaging content in a fraction of the time that traditional media generally needs.
“Influencers have become a central part of social media for young Americans, and social media is an increasingly central driver of consumer decisions. Nearly three quarters of Gen Z and Millennials follow influencers on social media, and a majority say social media is where they most often learn about new products, they’re interested in.
Because of this, influencers provide brands with a key opportunity to reach young Americans – so long as they adequately understand how and where to engage them.”
(Photo: Morning Consult)
Another possible explanation of this phenomenon can be found within the concept of Authenticity: the study found that both Millennials and iGen’ers look for deeper connections with their role models and are more likely to get influenced if they perceive a sense of genuine care and raw authenticity, a feeling that they can relate because “they’re so real!”.
It will come as no surprise that more than 50% of the people interviewed put their trust in influencers they follow, on product recommendations, compared to 38% for their favorite celebrities.
It seems like just a few years ago that managers and HR professionals everywhere were talking about the impact of Millennials in the workplace. Millennials, also known as Gen Y, were different from Gen X and Baby Boomers. The first generation to have grown up with hyper-connectivity and social media, they had their own distinct views of why and how to work. Those views initially shook up the workplace, but now, approximately two decades later, they’ve reshaped it.
However, the multi-generational workplace just got bigger—thanks to the entry of the first Gen Z employees (workers born after 1995). While there are fewer data available about this generation’s work preferences, we do know some important facts. According to John Boitnott in his Inc. article titled “Generation Z and the Workplace: What You Need to Know,” Gen Z are hardworking and want to make a difference in the world. They’re even more tech-savvy than Millennials, and they’re more intuitive when it comes to online authenticity. In addition, though they’ve always had smartphones, tablets, and
computers at their fingertips, they value face-to-face contact with their coworkers and supervisors.
So, what does this mean for managers? Well, it’s possible that they’ll soon have workers from all four generations on their teams—with the possibility of an age gap of 40 years between Gen Z workers and Baby Boomers! While that age gap might appear problematic, forward-thinking managers can tap into the abilities and knowledge of the oldest and youngest generations by pairing them in mutual mentorship teams. Employees usually have a tendency to seek out colleagues of their own age group. However, by creating mutual, cross-generational mentorships, you put your employees in a position that requires them to learn how to effectively communicate and collaborate with each other. Having a more age-diverse workplace will facilitate creative thinking and enable your team to come up with innovative solutions. In addition, Baby Boomers possess a huge amount of valuable information about their profession, the company, and their industry—information that could soon be lost if they don’t have the opportunity to share it. By pairing them with Gen Z colleagues, you can ensure that this information isn’t lost when a mature worker retires. At the same time, since an increasing number of Baby Boomers are working till well past retirement age, Gen Z workers can help them keep up with important work and industry trends that are resulting from increased globalization and disruptive technology.
Managing four generations in the workplace can seem intimidating. However, with careful planning and good guidance on your part, you can foster a work environment in which mutual mentorships can benefit your company, your employees, and yourself.
Men are often taught that being a ‘real man’ means ignoring their feelings and emotions. Yet, emotions are natural and all part of the human experience. Emotions empower us tomake decisions and give us the ability to manage dif cultmoments. If overwhelming feelings are not dealt with properly, they can induce violence and alienate people. It is therefore helpful to be understand how to manage your emotions in a positive way.
Emotional reactions are normal, and the degree to which we experience them depend on the individual. When strong emotions take place, our physical and physiological reaction chains change. Our brain functions alter, and different areas of our brain become active, compared to when we are in a neutral state. When we face strong emotions, we tend to take the low road, focusing mainly on staying alive, consequently losing the sense of time, control and rationality. Certain factors can increase feelings of aggression, many of which occur in everyday life, like fatigue or stress. A key factor of emotion management is to collect information before the emotion becomes overwhelming. This enables you to make informed decisions. Here areve practical actions to manage your emotions.
1. KNOW YOUR BOILING POINT Knowing your boiling point enables you to foresee risks and identify hazards before they arise. A boiling point is something that immediately brings you strong emotions and can make you lose control. Take time to identify your boiling point, as it differs from person to person.
2. BE PHYSICALLY ACTIVE When emotions become overwhelming, being active can help reduce the build- up of anger. When you feel the need to vent, use your body physically through exercise such as running or jumping. Utilize easily accessible activities that can help you calm down, allowing for the emotion to pass.
3. TALK TO SOMEONE It is unhealthy to keep a heavy emotional load to yourself. Talking about your emotions is helpful, as it enables your brain to deal with the matter in a new way. Talking to someone enables you to gain new perspective of the situation and reassures you that you are not alone with your emotion. You can speak to a friend, a family member, spiritual leader or seek professional help, such as a psychologist.
4. THINK RATIONALLY When your emotions are in turmoil, your rationality can easily deteriorate. The Traf cLight Model can help you think more rationally.Imagine a traf c light. First is red, where youstop immediately and try to calm down. Then comes yellow, where you name your emotion, allow it to happen and research available options. Last is green, where you focus on proceeding cautiously. This process enables you to take time to stop and consider all options available before proceeding.
5. CREATE A CALMING MENTAL IMAGE A mental image provides calming and clear headspace when a strong emotion takes over. It is a familiar thing or place that feels peaceful and relaxing. The tool requires concentration and repetition to be successful. For the mental image to effectively calm your body and mind, focus on the image for one minute or more by closing your eyes and imagining details.
Audrey Hepburn represents an enigmatic icon, and yet, very modern.
She is known for creating a style, or a look, that women envied and replicated. She had a unique sex appeal, as her beauty was in her attitude, her character, her soul, her very being.
Her style, class and light broke the stereotype of 1950s femininity. Her slender body was the polar opposite of the bombshell hourglass figures of the divas of the time; her poise, voice and manner seemed to place her securely within an aristocratic class which was simultaneously old European and modern American.
The combination of her perceived authenticity, acceptably different femininity and self-possession, spoke to a generation of young women who would go on to negotiate the changes brought by feminism. Billy Wilder, the director of Sabrina, said about her: " Audrey was known for something which has disappeared, and that is elegance, grace and manners."
She managed to be both feminine and boyish, “natural” yet poised, across cultures and generations, retaining a timeless allure that still communicates the intangible quality of Charisma.