As Gen Z joins the workforce in larger numbers, many are being dismissed as too lazy to work, or too self-absorbed to do so. Over half of employers consider Gen Z employees entitled and unprepared for work.
Yet the perception of a certain generation being selfish or lazy is nothing new. Baby Boomers—who are now in the position to hire many Gen Z workers—were once called the “Me Generation.” Gen X was considered too “laid back.” Millennials, no strangers to criticism, were labeled the “ME ME ME” generation.
Gen Z—defined as those born between 1997 and 2012—is not the first generation to face stereotypes. But Udemy’s research shows these stereotypes are unfounded. The latest research found that Gen Z is highly motivated by personal growth and self-improvement. If Gen Z should be labeled anything, it’s the “Professional Development Generation.”
The report, which surveyed over 6,500 multigenerational global learners, found that Gen Z is motivated by learning and advancing in their careers. If Gen Z is focused on themselves, it’s for their betterment and that of their employers. Almost 100% of Gen Z spend an hour a week on learning, and almost two-thirds spend five or more hours on learning activities.
What Gen Z’ers Seek at Work
This desire for professional development represents an opportunity for human resources and talent management leaders. To build a competitive, next-generation workforce, here’s how to harness Gen Z’s natural tendency to learn:
- Embed ESG into everyday learning practices: ESG—short for “environmental, social and governance” initiatives—remains a top motivator for Gen Z, with over 95% of Gen Z respondents surveyed reporting this as a learning interest. This is one stereotype of Gen Z as “do-gooders” and engaged citizens that proves to be true. Companies that have higher ESG scores are most attractive to students and young professionals. Additionally, the Society for Human Resource Management found that 75% of executives said ESG initiatives have a positive impact on employee engagement. Leaders should assess their company’s ESG learning opportunities for employees and consider how to increase this focus to support talent recruitment and retention.
- Use AI responsibly in learning and development: Seventy percent of Gen Z respondents in the same survey indicated that they would be somewhat likely or very likely to use an online learning platform that offers an AI-driven personalized learning experience. Yet, 13% were skeptical about AI’s effectiveness and there were general concerns about accuracy and potential bias. However, Gen Z also appreciated the flexible schedules and tailored learning opportunities that AI enables. If your company is considering using AI tools for talent engagement, do not be afraid to harness the latest technologies, but take the time to assess how to deploy the tools in the right ways. You want to give Gen Z employees (and all employees) time to get comfortable with new technology and avoid a learning process muddled by bias.
- Offer feedback: Despite the common assumption that Gen Z can’t handle criticism, offering feedback keeps Gen Z engaged and interested in further growth within their company. Over three-quarters of Gen Z respondents in the Udemy survey reported that feedback on their progress increases their motivation to learn and grow. This is greater than for both Millennials (at 74%) and Gen Xers (72%). When giving feedback, Gen Z is looking for managers to be open to receiving feedback of their own, to be aware of and respect different communication styles, and to be willing to use different types of communication tools and platforms, like Slack or text messaging. If you’re looking to improve your organization’s feedback culture, make sure you consider the unique needs of Gen Z while doing so.
Adapting to Generational Differences
Changing company culture and processes in the face of generational change can be hard, but it is necessary. Differences between generations are just that—differences. When the next generation comes of age, challenges naturally arise when integrating them into a workforce designed to meet the needs of generations that came before. As the Baby Boomers move into retirement, Gen Z, Millennials, and Gen X will be taking their place. Companies that can adapt quickly to generational differences will be the ones that thrive.
With Gen Z becoming a broader part of the workforce, leaders need to recognize Gen Z’s learning motivations, their interests, and how they like to receive feedback. They also must acknowledge the differences in generational trends, like the workplace shifts that occurred when Gen X and Millennials joined the workforce en masse. To recruit and retain the Professional Development Generation, it’s critical to understand how their commitment to learning and development can translate into a successful talent retention and engagement strategy.
Nathan Blain is the General Manager of the Udemy Leadership Academy. Prior to that, he worked at Korn Ferry, where he was the first leader of the Organizational Strategy practice. He joined Korn Ferry from CEB where he founded several learning businesses including Challenger Selling, a high-growth sales training business. Nathan earned an MBA from Stanford University’s Graduate School of Business. He earned a Bachelors from the School of Foreign Service at Georgetown University. He also served as an adjunct faculty member in Georgetown’s MBA program for 9 years.
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