Gen Z employees seek inclusive, mentally healthy and safe workplaces, while millennials value company reputation, purpose, and communication.
“Every generation grows up within a unique societal context,” says Dr. Meghan Grace, co-lead of the Institute of Generational Research and Education.
Despite their differences in top priorities in their workplace, Great Place To Work® ASEAN and ANZ senior consultant Ha Minh Chau says that both generations share some common ground.
“To create a great working environment that supports and values millennials and gen Z employees, leaders should foster a culture that addresses both generations’ needs for job satisfaction and well-being”, says Chau.
Ha Minh Chau, Great Place To Work® ASEAN and ANZ senior consultant
Recognize the meaningful contributions
In reality, about 86 per cent of gen Z and 89 per cent of millennials say having a sense of purpose is important for their job satisfaction, according to Deloitte’s 2024 gen Z and millennial survey of nearly 23,000 respondents worldwide.
Chau says that leaders should regularly recognise how employees’ work and performance contribute to business results and align with the organization’s mission and vision.
Recognition should be inclusive to all roles, thus instilling pride in every job holder.
Also, a strong sense of pride impacts an employee’s discretionary effort, significantly enhancing engagement, productivity, and emotional and psychological health.
Harness gen MZ’s enthusiasm for AI
Gen Z (49 per cent) and millennials (43 per cent) are more enthusiastic about AI tools compared to Baby Boomers and Gen X (26 per cent) combined, according to a recent Great Place To Work® study.
Leaders should balance AI investment with employee skill development using the 10-20-70 learning model.
10 per cent of their skill is from educational events, like technology quotient learning program at Insight Enterprises Australia Pty Ltd.
20 per cent is from interactions with others. The mentoring program and quarterly expert speaker series on artificial intelligence and NFT at Mastercard is an example.
70 per cent is from job-related experiences. The hackathon program with an AI theme at Amadeus Marketing Philippines Inc is an example.
Align business operations with core values
Deloitte’s report shows that 50 per cent of gen Z employees and 43 per cent of millennials have rejected assignments based on personal ethics. Around 22 per cent of gen Zs and 18 per cent of millennials felt unheard and had to complete the assignments against their beliefs.
Chau says that leaders should embed core values into all business operations, particularly in how roles and responsibilities are assigned, and team performance is managed.
Implement an upward feedback mechanism with a response SLA to ensure ideas are heard and addressed effectively.
In the hospitality industry, leaders like general director of Furama Resort Danang Nguyen Duc Quynh recognize the necessity of prioritizing risk management amidst the unpredictable fluctuations brought about by pandemics, wars, competition,or policy changes, all of which shape the path to sustainable development.
In the hospitality industry, leaders like general director of Furama Resort Danang Nguyen Duc Quynh recognize the necessity of prioritizing risk management amidst the unpredictable fluctuations brought about by pandemics, wars, competition,or policy changes, all of which shape the path to sustainable development.
Menas Group today inaugurated two new flagship retail destinations: the Mena cosmetics and perfumes pop-up store and TWG Tea, both located on the first floor of Menas Mall Saigon Airport.
The partnership aims to expand the system of charging and battery swapping stations, providing Grab driver-partners and other EV users with easy access to flexible and reliable charging solutions.
Michelin is undergoing a strong transformation by applying AI and smart analytic, helping lead the smart, safe, and sustainable mobility revolution in the Industry 4.0 era.
