I recently graduated from college and was fortunate enough to start working where I wanted. Currently, I'm employed in an IB school as a part of the Special Education Department. It's only been a month since I began working here, but this experience has prompted me to reflect on numerous aspects.
By writing this, I hope to track my progress and observe how my feelings might evolve over time. I want to let readers around my age know that they aren't alone in their experiences if they feel similarly. Moreover, I believe it will offer the older workforce insights into how the current generation perceives workplaces.
The first week consisted of a training program aimed at acquainting employees with the school's culture, mission, values, and the IB curriculum. I recall questioning whether I could thrive in the service industry, waking up as early as 6 a.m. and returning home exhausted. Previously, I would come back around 4 p.m., fall asleep by 5:30 p.m., and wake up directly the following morning. My mind and body weren't accustomed to a routine, and it took a while to adapt. My sleep cycle, like that of many others, was completely disrupted. I've stayed up until 4 or 5 in the morning and missed college, or even attended classes without sleeping, or managed only a few hours of sleep between lectures. But this was different. Skipping school was no longer an option. With 7 casual leaves (CLs) for an academic year at my disposal, I had to get prior approval for my leaves, and there were many HR-related matters to navigate. I distinctly recall having the thought during the HR induction, "Wow, things just got real." It was a mix of fear, intimidation, overwhelm, and excitement all at once.
During that very first week, I also questioned whether I could have a long-term association with a school, considering that the majority of the workforce was female, with an average age of 42. I vividly remember a conversation with colleagues who were casually engaging in body-shaming remarks. The sight of it disturbed me, and I wondered about the environment I had entered. It wasn't just that; the females in the workforce were significantly older than me, in their mid-30s, 40s, or even 50s. Witnessing conversations that involved stereotypical and judgmental attitudes from some colleagues left me disheartened.
However, there was a day when I engaged in a lengthy conversation with someone who had an open mind and offered new perspectives. This encounter brought me joy and helped me realize that social interaction is vital for me. As a people person, connecting with someone made me feel significantly better. In just 3-4 weeks, I can assert that not everyone conforms to the same mold. Some individuals share my viewpoints and emotions, and even those who don't are respectful and open to diverse perspectives.
One of my primary observations was that everyone here seems to be happy. People appear to be highly content with their leadership roles, the work atmosphere, and the space the institution provides for them to freely express themselves. They hold the belief that the organization is open-minded and genuinely concerned about their well-being. It's striking that every individual I've spoken to expresses extreme satisfaction with the organization, and I find that truly remarkable. Admittedly, I too recognize that this institution surpasses all other schools I'm familiar with. However, do you know what sets me apart from everyone else here? It's that I belong to Generation Z, making me the youngest person in the organization at 21 years old. Consequently, I perceive and experience things differently.
During one of our Professional Development sessions, we had a guest speaker, Seema Puri, who was invited to discuss "Etiquette in the Workplace." I had an inkling that the session might be problematic, and unfortunately, my intuition was accurate. Her presentation perpetuated sexism and objectification of women on several levels. The experience of being in the same room as her felt stifling. Personally, I believe that everyone is entitled to their own opinions, even if they are problematic. I'm willing to respect differing viewpoints. However, our guest displayed a lack of receptiveness to opinions that differed from hers. I understand that she was an outsider, not associated with the organization or in a leadership role, but I also firmly believed that: a. It's crucial for the organization to ensure that the content shared by an outsider aligns with the institution's values. b. The organization should stand up for its values and be willing to correct a guest, even if it requires polite correction. I was so incensed and repulsed by the session that my immediate response was to report Seema Puri's account and block her. I realize that with 173K followers, my complaint alone might not lead to her account being reported. Regrettably, to my knowledge, I was the sole individual reporting her account. Nevertheless, I couldn't stay passive. As an individual with a voice, I believe every voice counts. So, I took action.
During one of our whole-school meetings, a person in a leadership position made statements that they claimed were not sexist. However, they suggested that all female staff should have their hands and legs waxed, and should groom their upper lips and eyebrows. Additionally, they clarified that they were not body-shaming, but individuals should wear clothing that enhances their appearance. Trigger Warning: The remarks suggested that if someone is not slim, they should avoid wearing fitted clothes. I vividly recall that during the session, these comments stirred a mix of emotions within me. Moreover, it saddened me to contemplate that if this institution is considered one of the most open-minded in India, what might be occurring in other places? It's not just this; there have been instances where I've observed my colleagues inadvertently perpetuating sexism while interacting with students. For example, statements like, "Show this to your mom when you get home," "What kind of food does your mom give to your pet?" "Tell your mom not to pack this for lunch," "Remind your mom that we need to bring these books back on Monday." These remarks unveil an underlying assumption that mothers are exclusively responsible for domestic chores and anything related to the child. The role of caregiving and nurturing the child is predominantly assigned to mothers.
After witnessing a few instances of these statements, I engaged in a conversation with my colleague about it. I politely reminded her about the far-reaching impact of even our smallest actions. I emphasized how every word we utter and every behavior we exhibit plays a role in shaping the worldview of these children.
A part of me recognizes that because this is my first working experience, I am inclined towards idealism and am deeply immersed in these emotions. However, my earnest wish is that even 15 year from now, the older version of myself will sustain this level of caring and steadfastness, refusing to give up. The world yearns for individuals who challenge norms without hesitation, and are not willing to conform to societal standards. I hold the hope that my future 'self' revisits this blog, remembers my initial perspective, and finds renewed motivation during periods of dwindling faith in the world.
Following a succession of such experiences I pondered why I was the lone observer of these events, and a memory emerged from my days as a Psychology student. During one of our Industrial Organizational Psychology classes, the subject of distinct generational groups within the workplace, each characterized by their unique attributes, was explored. I am eager to share with my readers a selection of the empirical findings from my personal research-
Typically, work is one place where all generations come together. From boomers to Gen Z, people of all ages collaborate within teams and on projects. Navigating generational differences in the workplace can be challenging for leaders trying to increase employee motivation and productivity. This is because each generation tends to want something different from the workplace.
Understanding the generational diversity between baby boomers, Gen X, Gen Y (Millennials), Gen Z, and beyond is a great start. Knowledge is power in the effort to harness their collective strengths and understand how to effectively communicate, manage, and lead them.
We shouldn’t pigeonhole, label or stereotype any demographic or generation, but having a better understanding of the backstories and perceptions that surround a particular group of people – a generation, helps us appreciate their differing attitudes, viewpoints and motivations. This in turn enables us to more effectively lead and engage them.
Gen Z employees believe that they are more than their jobs and they want their employers to know the same. For Gen Z, diversity and inclusion go beyond issues of colour and ethnicity. Gen Z embraces the right to freely express one’s gender identity. They are more at ease with non-binary identities and gender fluidity, and they want their employers to share this comfort. In support of this, a staggering 88 percent of Gen Z poll participants felt companies must inquire about preferred gender pronouns. 40% of Gen Zers, compared to 24% of earlier generations, stated they would debate sexism in the workplace, and they want their employers to join the dialogue and give inclusive perks.
A lot of companies see culture as a secondary thing, but with Gen Z it is front and center. If a company’s culture doesn’t align with what Gen Z employees expect, they’re going to leave. They want to work at a company that is essentially a good global citizen and actually investing in the world. Deloitte and NEW research reports that 77 percent of Gen Z respondents stated it was vital to work for a company whose values aligned with their own. According to Deloitte, “Gen Z no longer forms opinions of a company based solely on the quality of their products/services, but also on their ethics, practices, and social impact.” The same is true with prospective employers. Gen Z wants firms to demonstrate their principles by taking action on topics such as climate change and sustainability. For example, 39% of Gen Z respondents claimed they were very or extremely engaged in environmental concerns. As a result, firms that take initiatives to decrease their carbon footprints and publicly advocate sustainability can help employers attract younger recruits. When companies are unable to cater to these expectations, Gen Z employees generally undergo tremendous stress and lack of engagement.
Gen Z will transform and disrupt the workplace more than any generation. Gen Z will inspire leaders to focus on mental health, including offering mental health days as an employee benefit. They will pressure employers to establish a company's purpose in a way that contributes to a better society and prioritize a company's purpose along with profits. That's primarily because Gen Z came of age during a time when more employers spoke openly about taking care of workers’ mental health. When the Boomers grew up, the companies expected employees to simply stay quiet and do their work.
Gen Z will consistently call for pay equity and a corporate culture that is truly diverse and inclusive where they feel they belong. Finally, as a cohort of digital natives who are early adopters of emerging technology, Gen Z will force leaders to invest in technology that makes it more efficient and effective to complete their work.
Now the question of the hour remains that how can companies better appeal to and engage with Gen Z employees?
Gen Z stands out because they want fulfillment and a sense of purpose from their work. In other words, they want work that matters. They expect sincere corporate social responsibility, and they expect those initiatives to be applied internally as well.
- Promote mental health awareness: Employees of Generation Z want improved access to mental health services, enhanced knowledge of mental well-being, empathic leadership, and a culture of wellness. Therefore, companies must establish stigma-free work cultures and integrate mental health across the business through policies and programs that care for people and respect their personal and professional wellness to achieve these interests.
- Promote diversity and inclusion: Gen Z may be the most diverse generation yet. And naturally, diversity and inclusion efforts matter to the age group perceiving itself as most impacted by them. Lack of diversity and inclusiveness might make it difficult to attract and keep Gen Z employees. Making neurodiversity a fourth pillar of your DEI (Diversity, Equity and Inclusion)programs, alongside gender, race, and sexual orientation, provides a powerful signal of understanding and dedication to your organization’s Gen Z workforce.
- Encourage focus on career and growth: The Gen Z workforce is searching for opportunities to grow and advance in their jobs due to their need for financial security, entrepreneurial mentality, and competitive spirit. They actively seek guidance from a dependable boss, and training and development possibilities. Thus, companies that provide mentorship and training programs are generally preferred by Gen Z employees.
- Environmental, sustainable, and social responsibility accountability: Gen Z is driven to make a difference and seek employment with organizations they believe share similar values to their own. Instead of only seeking financial gain, they seek to have an influence.
- Equal pay: According to Handshake Network Trends, 62% of college students and recent graduates said they would be more likely to apply to a firm if it was committed to equal pay. Therefore, companies that offer equal pay are more likely to see employee retention.
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