GENERATION Z

Are You Ready For Generation Z?

Have you ever wondered who Generation Z is? Gen Z or iGeneration constitutes of people born between 1996 and 2015. Many of Z‑ers are out of colleges, starting careers and or starting families. Employers need to understand the traits of Generation Z as this group has a crucial impact in the workplace and needs to be properly managed because they are the future workforce. Generation Z will flood the job market before you know it. They come in a globalization age where almost everything involves technological gadgets which make work easier and an online presence is fundamental for success. Companies need to get digital, stress on career development, give regular feedback, foster wellness and work -life balance. Some of the characteristics of Generation Z are tech native, values flexibility, diverse, mental health champions and competitiveness.

Tech Native

Generation Z are more tech savvy than the previous generations. Generation Z grew up exposed to smartphones and fully utilizing the social media both in their professional lives.  Research shows that 95% of Generation Z owns smartphones. They feel cosy using internet to work, research and interact. This enables them to seek knowledge as learning has been made easier with the availability of Google and other applications that foster learning like YouTube. In fact, most of them enroll in virtual short courses to boost their careers. They prefer working for companies that prioritizes technology and mobile engagement strategies. This is a factor they keenly consider while job-hunting. However, they prefer face-to-face communication at workplace despite being born in a technological era. On the negative side, technology has led to feelings of isolation and underdeveloped social skills. Generation Z is known as the “lonely generation” as they spend most of their time glued to television and mobile phone screens.

Values Flexibility

After the corona-virus pandemic, companies are re-opening and employees are getting back to the offices. Some companies have formed a hybrid working environment.  Generation Z has become more vibrant in championing for remote and hybrid work environment as they appreciate work-life balance and competitive packages as opposed to the traditional 9-5 and work from office culture.  They want to have control of their career journey. Generation Z are also attracted to benefits like medical covers, long vacation breaks, paid parental leave, free food and happy hours. To most, results justify the means and employers and supervisor should delegate a task and let them work independently most preferably, remotely. Gen Zers wants the ability and autonomy to work remotely but also still maintain a physical interaction with new colleagues. Nonetheless, they are okay forming and developing relationships online without necessarily having a physical connection.  This has been geared by easy access of smartphones, high-speed internet and social media. Companies should take into consideration work flexibility and ensure work -life balance to retain this generation.

Diversity

Generation Z is the most diverse group and has distinct values and views in the workplace.  They believe that diversity and inclusion in workplaces, not just by age, race or gender but also in terms of personality, will increase productivity and the overall good in the community. Diversity and inclusion is a factor in their job hunting checklist.  To Generation Z, equal pay for equal work, gender neutral facilities and racial inclusion should be a top priority to employers. Organizations should adapt their culture to accommodate Generation Z.

Mental Health

Generation Z values mental well-being and thus prefers a toxic-free working environment. Research shows that Generation Z is more likely to report mental health issues as compared to the millennial generation and seek therapy. Sexual harassment, racial discrimination, and students’ loans among other issues top the list of causes of stress to Generation Z. They also do not tolerate authoritative or toxic leaders as they are used to sharing their thoughts publicly and getting feedback instantly. They expect their ideas and thoughts to be heard and respected.  Generation Z want employers to address mental health issues as they are conscious of effects of poor mental health. Employers should create stress awareness, provide stress management resources, support medical health campaigns and work-life balance to attract and maintain Generation Z.

Competitive

Generation Z are needless to say competitive and enjoys healthy competition. This can be associated with their solid necessitate for acceptance in workplaces. Generation Z takes risks as they grew up in an economic recession. Generation Z is also motivated by stability that comes with well-defined job description and compensation packages. They hold dear clear expectations about how to realize success and career advancements. Companies should encourage healthy competitions in the workplaces to motivate Generation Z.

Conclusion

In conclusion, Generation Z is unique and has a number of characteristics that make them distinct as compared to the prior generations. They are tech native, flexible, diverse, values mental health and are competitive. With these, employers should strive to understand the traits and preferences of Generation Z as they will dominate the workforce in the coming years. Companies should create a culture that promotes the strengths of the Generation Z in order to attract and retain them. This is because Generation Z will be amongst the most indispensable asset a company can have in a globalized and technologically developed era.

Mental Health in the Workplace

“The strongest people are those who win battles we know nothing about.” 

According to the World Health Organization, mental illness affects one in four persons globally. In Kenya, it is estimated that about one out of ten individuals suffers from mental illness. 25-40% of people seeking treatment from general medical facilities suffer from mental illnesses. Most of the individuals who are affected by mental illnesses are below the age of 35 years.  A survey carried out by Dr. Edith Kwobah which was published in the BMC Psychiatry Journal indicated that there might be close to 5 million Kenyans affected by mental illnesses.   

The effect of the subtle and often ignored mental illness is made evident by the rising number of suicides in the country. Conservative estimates indicate that the suicide rate in Kenya is about 7.9%. Mental illness related suicides are not limited to any tribe, religion, gender or social class. In October 2018, Steve Mumbo who had worked as business recovery manager at PwC, a leading audit firm in the country plunged to his death from the 17th floor of a building. It was speculated that his death may have been as a result of work related stress and depression.  Mental illnesses can take various forms including bipolar disorders, anxiety, depression, schizophrenia and psychotic disorders. The underlying causes of mental illness are complex and multifaceted but work related pressures have been known to trigger or aggravate pre-existing mental health conditions.

In a speech that was delivered by the Director of Medical Services, Dr. Jackson Kioko, it was revealed that 10% of absenteeism from work is related to mental illness. It has also been found that an episode of depression can lead to a loss of up to 36 working days. Mental illness can also result in presentism which results in employees being present but mentally disengaged from their jobs.  While statistics on the effect of mental illness on business in Kenya are scarce, other countries have found that mental illness has serious financial implications. For instance, statistics from the USA indicate that depression costs the economy $51 billion. Estimates from the UK indicate the mental illness costs UK businesses about €26 billion. 10% of these costs go towards the replacement of staff, 20% are attributed to absenteeism while 60% are attributed to reduced productivity at work. In the report on the costs of mental illnesses in the UK, it was reported up to 30% of these costs can be reduced by implementing work place well-being programs at the workplace.

 Mental illness remains a taboo subject in Kenya with most people attributing it to spiritual causes. The country only spends 0.05% of its health budget on mental health making access to mental health facilities beyond the reach of many. There is a scarcity of psychiatrists and psychologists in the public and private health care sectors. Insurance companies are hesitant to cover costs associated with mental health related illnesses in the country. These factors contribute to making it difficult for organizations to take steps towards the improvement of mental well-being at the work place.

On average, a person will spend 90,000hours at work. Internal or external factors related to the work place can contribute to poor mental health which in turn affects employee’s productivity and career prospects. Work related matters such as an overload of work, long working hours, unreasonable deadlines and job insecurity contribute to poor mental health. A review of 228 research studies on employee wellbeing reported that there was a significant relationship between work place stress and health outcomes. Job insecurity was found to increase the odds of reporting poor health by about 50%. Having high demands at work increased the odds of being diagnosed with illness by a physician by 35%. When a local office technology company in Kenya carried out a survey, it was found that most of the employees only had functional relationships at work. Most of the employees stated that they felt isolated and unrecognized which made them anxious at times. This is just one of the many organizations in Kenya whose employees may be courting poor mental health at the work place. Most organizations lack data on the status of the mental health of their employees in spite of the significant contribution of mental health to productivity.

In as much as there has been an increase in awareness about mental health in the workplace, most organizations have been slow to implement mental health policies. Traditionally, most organizations implement mental health initiatives at work following a mental health related incident in their organizations. Reactive measures towards improving mental health at the workplace often have little effect as compared to proactive, data driven measures. Most organizations also lack an understanding of the business case for having initiatives that promote mental well-being at the work place. Measuring the return on investment (ROI) for workplace well-being programs often stands as a barrier to companies seeking to improve the mental well-being of their employees.

In spite of the existence of these barriers, a number of organizations are leading the way. Unilever is a good example of an organization that has a mental wellbeing program in place. The company provides training for its managers to enable them to recognize signs of mental illness. The Copy Cat Group Limited in Kenya has an employee assistance program in place which allows employees to call a counsellor who works for the organization and discuss matters relating to their mental well-being. Kenya Railways has trained peer educators and counsellors as part of its work force who help their colleagues navigate matters related to mental health.

There are still many organizations in Kenya and in other parts of the continent that are lagging behind in promoting mental well-being at the work place. This mirrors the low priority assigned to mental well-being in the continent. Statistics by World Health Organization indicate that about 46% of countries in Africa lack a mental health policy. Employers need to create a culture of mental health awareness and promote initiatives that help prevent mental illness. Leaders play a crucial role in encouraging employees to talk about mental health and providing support for those who suffer from mental illness. This would help in mitigating stigma associated with mental health hence improving outcomes associated with mental illness. Barclays Bank (currently trading as Absa Group) provides a good example on how to do this. The bank had a campaign dubbed “This is Me” in which employees suffering from mental illness talked about their struggles and triumphs with mental illness. There are other actions that can be implemented by organizations such as:

  • Creation of  a culture of proactive, preventative management of  workplace well being
  • Having leaders model work-life model
  • Evaluation the effectiveness of  workplace well-being interventions using tools such as Mind Workplace Wellbeing Index

There is no one size fits all but a company needs to start somewhere; and what better place than how you hire by really getting to know your potential employees. Talk to us today for your hiring needs and we shall be part of your employee’s journey.

The future of the workplace in Kenya

A few years ago, banking halls used to be a mess. Clients would flock the banking hall at certain times of the month.  The bank employees would be overwhelmed by the number of requests. Fast forward to today, most banks have empty banking halls for the better part of the month. Most transactions are carried out online. There has been a significant rise in the adaption of mobile banking solutions by individuals and organizations. This is just an example of one of the sections that has rapidly evolved as a result of technological advances. With these advances, some jobs have been created while others have been rendered redundant. Many organizations have been forced to lay off staff as they seek to remain competitive in this ever-evolving business environment.

According to research on the future of work globally, that was carried out by Price Waterhouse Coopers, the future of work is unpredictable given that it is subject to competing forces whose relation to each other is complex.  In as much as technological uptake in most sectors has been on an upward trend over the last couple of years, it is subject to other forces such as government regulations, consumer trends and shifts in economies. Robotics, artificial intelligence and automation are beneficial in a number of ways. They enhance productivity and improve lives but they can also be a source of unrest due to their disruptive nature. There have been reports in many parts of Europe and North America about protests by taxi drivers due to the expansion of Uber. Driverless cars have raised concerns about safety and led to protests in some parts of the USA.  

There is widespread fear and alarm as organizations try and grapple with the realities that will be brought about by the rapid shifts in the workplace. These fears are to some extent based on the realities. Recently, East African Breweries Limited announced that it was laying off some of its staff. Telkom Kenya also issued a notice indicating that some of its staff would be laid off. As it is, it is estimated that 5.2 million Kenya youth are either underemployed or unemployed. Reports about the emergent challenges and opportunities brought about by the preparation of most organizations for the future of work can be demotivating for those who are seeking to find their footing in their careers or to remain relevant in their respective careers.

The future of work presents unique opportunities that are yet to be fully exploited. In spite of the job losses that have been experienced in certain sectors in the recent past, there is a silver lining. Research by PWC categorizes the emergent opportunities for organizations and individuals into four: the red world, the blue world, the yellow world and the green world. Estimate reveal that while there might be up to 75% displacement of jobs, there are about 133 million jobs that will be created1. The opportunities in the yellow world are tied to the social nature of the sector. Business in this sector is secondary to the desire to do social good.

The Red world presents opportunities for innovators. Organizations in the red world are quick to adapt to new advances as they constantly seek to fulfill the desires of the consumers. Recently, Little Cab which has been offering shuttle services in Nairobi via a hailing mobile application was forced to halt its services after the government transport regulating agency, NTSA, flagged the company for failing to comply with its regulations. The online betting companies, Sport Pesa and Betin were recently forced to halt their operations and lay off their staff following a protracted battle over tax compliance. Facebook has been on the spot in the recent past due to concerns about data privacy. These are just examples of how innovation outpaces government regulation. In spite of this, the red world continues to constantly create new products and services for the ever-changing needs of consumers.  

The blue world thrives on having large corporations that are constantly seeking ways to expand their business portfolio. Mergers have been witnessed in Kenya in the retail and banking sectors as organizations prepare themselves to handle the challenges that will come with operating in an ever-evolving world. Large corporations possess the muscle and the skills to devote resources to research that will enable them to compete in the dynamic business environment in the future. Green world organizations pursue business models that factor in sustainability and concerns about demographic changes and climate change. By 2030, it is estimated that the world’s demand for energy and water will have increased by at least 50%. In Kenya, the pressure on water resources is increasingly being felt as the effects of rapid urbanization and deforestation threaten the traditional sources of water. The Green world provides opportunities for new engineering processes, recycling technologies, alternative energy sources and waste management processes.

The future of Organizations

Given that the changes in the workplace cannot be stopped, it is paramount that organizations and society adapt accordingly. For organizations, it is important to place more emphasis on training and retraining. People, not jobs, should be viewed as a priority in every organization.

In as much as the responsibility to acquire new skills is largely dependent on the individual, organizations that will thrive in the future need to make room for their employees to try new ideas, learn from their experiences and constantly rethink the ways in which they do their jobs. In order to remain relevant, the war on talent in the four worlds of work will remain fierce as organizations strive to remain relevant. It will be paramount for organizations to explicitly draw the link between people and performance and use this data to link the business objectives of the organization and the talent strategy of the organization. Traditional contracts that offer benefits such as medical insurance and pension may be rare as the world of work evolves. Organizations may find themselves grappling with the size and scale of their workforce as they seek to keep up.

What does this mean for the Workforce?

Adaptability is crucial for anyone seeking to advance his or her career in the future. In spite of the technological advances that have been made in the recent past, skills shortages are still being experienced particularly in the STEM areas. This does not mean that there are no opportunities for those whose education and skills does not fall under the STEM areas. A report of the top emerging professions listed sales and organizational development specialists alongside data analytics and software development. A survey of chief human resources officers drawn from various organizations listed the following capabilities as critical in the future workplace: creativity, complex problem solving, management capability, originality and entrepreneurship.

The World Economic Forum report on the skills required for the future workplace indicates that there will be a need for the aforementioned skills set to be blended with soft skills such as active listening, emotional intelligence and critical thinking.

In conclusion, work as we know it is constantly evolving. Those who will thrive read the times and adapt. Those who are keen spot the opportunities and take advantage of them. Change, as they often say, is the only constant thing in life.

We at Crystal Recruitment are in the business of getting you the talent that is adaptable to your business needs as the workplace keeps changing. Do reach out to us today.