Generation Z
Modernizing Your Mentality: Advocacy and Superheroes
A common motif in pop culture today is that of the superhero. Growing up, comic books were coveted by my peers, and today, many of those stories have been adapted into books, TV shows, and films. In recent years, the Marvel Universe and DC Comics have produced countless films whose storylines center around heroes. These characters have abilities beyond those of ordinary people and use those powers to enact positive change. They are the ultimate advocates for a cause. When it comes to your association, who are the heroes at the center of your story? It may come as a surprise, your NextGen members can be your greatest superpower. They have the potential to be your most powerful advocates by garnering support for the causes most important to your organization. Much of my work centers around young people. In my work with Gen X and Gen Zers via think tanks, surveys, focus groups, and interviews, a “hero mentality” presents itself consistently. Young people today believe that they have a personal responsibility to make meaningful change and an impact on the world. This hasn’t always been the case – so what’s changed? Thanks to 24/7 news coverage and the advent of social media, young people are highly aware of the world’s injustices. If you work with (or are currently raising) adolescents, you likely know that the childhood experience has been forever changed by technology and the constant access to information it provides. The last two decades have been some of the most disruptive in our nation’s history. Those who grew up in this era experienced a host of radical changes, including an economic recession, the war on terror, climate change, a pandemic, and human rights issues – to name a few. As a result, they’ve become global thinkers and are well educated about the issues we are facing. They feel compelled and inspired to influence positive change. In recent years, we’ve seen more young people than ever…
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Let’s Talk About X – and Y and Z: How to overcome a fear of age diversity
A friend recently posted a photo of her five-year-old daughter playing with teddy bears and Barbies, just as children have done for many decades. But there was something different about how the treasured toys were lined up and the child was holding a thermometer. As it turns out, she was playing COVID hospital. We’ve all been impacted by the pandemic. It is an unprecedented, shared global experience and a defining, historic moment. But we have not been impacted the same. What children learn and observe about the world at an early age is hugely influential to their development. During those brain-developing years behaviors, values, and attitudes are shaped. Like trees, we mature, and adapt to outside forces, but the foundation from which we start is always there. Our roots are ever-present and undeniably strong. This is how generations are formed. Shared childhood experiences lead to the formation of similar responses to those experiences. Regrettably, there have been efforts to squelch the exploration of generations, with some people believing the practice leads to stereotyping. Other pundits have referred to generational research as a waste of time, believing all people are more or less the same. While I can appreciate the intent to rid the world of stereotypes and find similarities, there’s a fatal flaw in each of these arguments: Inclusion doesn’t happen by ignoring our differences. It can only happen when we learn to recognize, understand, accept, and celebrate our differences. Here and now, in the aftermath of the George Floyd incident and #MeToo movement, conversations about race and gender have become more prominent, and equity initiatives have edged closer to the forefront of priorities for social change. But all too often, conversations about age diversity are considered too controversial and too difficult, and the perspectives of younger generations consistently end up being dismissed or ignored. Delve deeper and you’ll understand why: Young people are the personification of change. They are a reminder change is necessary and…
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Why They Quit: How To Retain Young Talent
As vaccines are being distributed, there is hope the worst of the pandemic is nearing an end. But if research is any indication, another kind of crisis may just be heating up. As SHRM defines it, a “turnover tsunami” is brewing, with more than half of employees surveyed planning to look for a new job this year. Employers were experiencing high rates of turnover prior to the pandemic. In fact, voluntary turnover had been steadily rising since 2010, and was cited as a chief global concern by both the UN and World Economic Forum. When the pandemic hit, quit rates reached their lowest level in nine years – and now they’re bouncing back. Just this week, I’ve heard from three executives lamenting the loss of young talent. The fact remains that professionals under the age of 39 account for more than half of all voluntary separations. Why? Increased employee turnover is the outcome of a shift in workforce needs and values, and it’s a shift that is here to stay. This is a topic I’ve researched a great detail and the answer is quite complex. In brief, here are two reasons why young professionals are three times more likely than other generations to quit: Inclusion We’re observing an ever-widening gap between twentieth century managed organizations and twenty-first century raised workers. Young professionals don’t understand the management processes and hierarchies common throughout the past century. These generations have only known a world powered by innovation, collaboration, globalization, instant gratification, knowledge, acceptance, and access. They struggle to comprehend why decisions can’t be made on the fly, why they can’t have a seat at the decision-making table, and why it’s always been done ‘that way.’ Stability Millennials came of age during the Great Recession-the worst economic decline our country had experienced in 70 years. Gen Z has come of age during the most disruptive decade in history. These experiences have shaped the career trajectories of young professionals in more…
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Why your organization can’t afford to ignore virtual events any longer
Sarah Sladek is among the panel of experts in the nonprofit, association, and membership management space invited to provide additional insights and advice in response to Wild Apricot’s 2020 Virtual Events Research Report . Read the full article here. According to Wild Apricot’s findings, virtual events are still a relatively new concept for 50% of organizations. This information tells me organizations have remained mired in the day-to-day, largely ignoring market shifts and trends. The University of Phoenix became an online collegiate institution in 1989. The first international web conference took place in 1994. YouTube was founded in 2005. Our society has been transitioning to virtual education, events, and entertainment for more than 30 years, and still there are organizations banking solely on in-person events. The fact is, each generation has become more visual and virtual and better educated than the generation before. Your audience is getting more information, faster than ever before, and continually educating themselves. In fact, Generation Z, currently ages 11-24, create and consume more information than any other generation. Raised on YouTube and TikTok and the opportunity to enroll in virtual classes at Harvard, Zs are consistently educated and entertained and they are renowned for creating ways to hold companies and leaders accountable. The point is this: virtual events are here to stay. Your organization can’t continue to ignore the momentum of the past 30 years. Access to virtual events was, is, and will be what your audience expects. Organizations must get out of the once-a-year-conference-hosting mentality to be intentional about connecting, informing, inspiring, and being relevant and present always. Virtual provides that option. But that advice isn’t only applicable to organizing events, it’s essential to your organization’s future success.
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Why the Generational Topic is More Controversial — and More Relevant — Than Ever
By Sarah Sladek There’s been considerable debate on the topic of generations. In 2019, the ‘OK, Boomer’ campaign reached a fever pitch globally. The phenomenon started when an unidentified Boomer man posted a rant on TikTok against young people. Thousands of teens and 20-somethings on TikTok responded, posting videos and memes and even creating ‘Ok, Boomer’ merchandise. The campaign has been referred to as a “mass retaliation” by Gen Z to the political, economic, and environmental choices made by decision-makers which have negatively impacted this generation’s quality of life. On the other end of the spectrum, a guest author said in an Association Chat interview last month that a person’s generation “has no relevance” to how a person behaves or what influences them. He goes so far as to say the concept of generational data-mining is “broken” and “nuts”. It’s ironic, isn’t it? Gen Zs worldwide organized a campaign as a direct result of their shared, negative political, economic, and environmental experiences at the same time an author proclaims there is no relevance to shared generational experiences. What can we learn from these conflicting views? There are beneficial insights to glean from each. In his Association Chat interview, the author urged us to consider the values that drive behavior and to avoid making stereotypes, and I wholeheartedly agree. I don’t agree with his dismissal of generational research, but I do agree organizations need to avoid jumping to conclusions and making broad generalizations. Not every Millennial likes avocado toast, and it’s never a good idea to shift your entire marketing budget to Snapchat simply because you assume that’s where young people find their information and want to hear from your organization. Doing the research, seeking to really understand your audience and the unique drivers and values that exist within your organization is absolutely imperative. And as in-your-face the Ok Boomer campaign might be, it’s important we look beyond the sarcasm to the cause driving the campaign. It’s…
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Workplace Etiquette: The haunting truth of ‘ghosting’
By Sarah Sladek, XYZ University CEO Workplace etiquette. Turns out, that’s a pretty controversial subject right now. Recently I presented at a conference for healthcare executives and heard many complaints about the youngest generations in the workforce and their disregard for etiquette. Topping the list of complaints: quitting via text, not showing up for work, and calling the boss by his first name. Is the etiquette divide the indication of a generation gap or a social shift? Turns out, it’s both. Across the United States, so many people are not showing up for job interviews, not responding to job offers, blowing off a job they’ve already accepted, or even mysteriously not returning to work, that economists have taken notice. In December 2018, the practice of “ghosting” made the Federal Reserve Bank’s list of official labor market trends. Ghosting is slang for describing the practice of breaking off a relationship by ceasing all communication and contact without any apparent warning or justification. Reactions to the ghosting milestone have been mixed, often aligning with career stage or generation. For example, most executives believe it’s a sign of the times and lament our deteriorating ability to be social or halfway civil with each other. But some people—mostly entry-level or mid-level employees who tend to represent younger generations—are basking in the ironic twist that it’s employers, rather than job applicants, left wondering why they were so quietly and uneventfully rejected. Scarred by past events, these people argue that for years it was customary to not hear back from a prospective employer, even after interviews and extensive screenings. Some experts believe ghosting is on the rise because of the job market. Unemployment is at its lowest point in decades and there are more job openings than there are people looking for jobs. As a result, this has emboldened workers to skip the awkward conversations with their bosses and quickly move on to other opportunities. Others say the rise in ghosting is…
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Which Generation Works The Hardest?
Last week I spoke at a corporate event where younger generations were getting a tongue-lashing from their Baby Boomer counterparts. The Boomers were scolding Generation Y for needing constant feedback, being unable to prioritize, and wanting to have (gasp!) fun at work. Indeed, there’s a stereotype in many offices that younger employees–especially those born since the mid ’80s–are less responsible and unreliable. It’s history repeating itself. Remember when Generation X entered the workforce? They were labeled as ‘slackers’ because they wanted flex-time. And both the Xers and Ys will gladly sling mud at the Boomers, referring to them as ‘workaholics’ and ‘fuddy-duddies’. There’s more than name-calling at work here. What these negative stereotypes really stem from are differences in productivity. For a generation that followed the Industrial Revolution and was raised to value hard work, the perceived lack of Generation X and Y’s productivity drives the Boomers absolutely nuts. In fact, 68% of Boomers feel “younger people” do not have as strong a work ethic as they do and that makes doing their own work harder. I don’t think the Boomers are doing the lion’s share of the work while Xers slack off and Ys seek pats on the back. Rather, productivity resembles something different for each generation. This blog was written to help organizations better understand why they are challenged with differing generational demographics. Our studies show that the significant disruptions and societal shifts of the past 20+ years have influenced younger members behaviors. This has affected the reasons why joining and engaging with your organization is different today. The research findings do not apply to every single member of each generation. However, our 20 years of ongoing research findings continue to hold true – making the information valuable when drafting membership engagement and growth strategies to target younger members. Boomers (1946-1964) Productivity = DedicationBoomers tend to lean toward vision and values. They like inspiring mission statements, setting goals, fixing problems, and measure success in terms of…
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Not Another Millennial Generation: 6 Ways Gen Z Will Disrupt the Workplace
Millennials brought changes to the work environment and marketplace. Get ready to adjust again and figure out how to balance different needs as Generation Z seeks something different from work. For several years, attention has been centered on the Millennials, also known as Generation Y (1982-1995). This first generation of the Post-Industrial Era ushered in the computer age and wowed and perplexed the world as the largest, most diverse, and best-educated generation in history. Now, workforce analysts and marketers are turning their attention to Generation Z (1996-2009)—the oldest who turned 21 in 2017—to gain a better understanding of what will define and drive this next generation of workers and consumers. In fact, XYZ University released a research paper this month on this generation, featuring the results of a global survey of 1,800 youth ages 13-21. For a deeper dive into this subject, we invite you to download Ready or Not – Here Comes Z. One thing is quite certain from our research: Zs have little in common with their Millennial elders. While it may be easy to lump these two technology-driven generations together, it would be a mistake to think they are the same. Here are six ways Zs differ from Millennials, and how this generation is likely to influence your workplace. Zs came of age in an era of disruption In many ways, it’s symbolic that Generation Z is named after the last letter in the alphabet because their arrival marks the end of clearly defined roles, traditions, and experiences. After all, Gen Z is coming of age on the heels of what has been referred to as the most disruptive decade of the last century. America has become an increasingly changing and complex place. For example: Zs were born into a “modern family era” in which highly involved dads help out at home, and the nuclear family model (two parents, married, with children) represents only 46% of American households. Zs are the first generation…
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Show Z the Money: A Generation Pursuing Financial Strength
This blog was written to help organizations better understand why they are challenged with differing generational traits. Our studies show that the significant disruptions and societal shifts of the past 20+ years have influenced younger members behaviors. This has affected the reasons why joining and engaging with your organization is different today. The research findings do not apply to every single member of each generation. However, our 20 years of ongoing research findings continue to hold true – making the information valuable when drafting membership engagement and growth strategies to target younger members. Generation Z’s views on money and financial status are distinctly different from Millennials. This is shaping their decisions and behavior from salary levels to homeownership and leaves ample opportunity for financial institutions to get in front of and work with this generation. The dot-com bubble burst the year I was born. When the Great Recession began, I was six. I was seven years old when the housing bubble finally popped. And today, many still live in fragile economic times. While the United States is currently experiencing a period of economic growth, there continues to be a sense of worry. There is unrest in the political sphere that can throw financial markets off. We are reminiscent of past events and recall family members struggling during the recession. Because of some of those factors, Gen Z places a premium on the value of financial status. We are a materialistic generation and one’s social status can depend on their socioeconomic status. Research from a case study done by start-up company FLAME shows over 75% of Gen Zs say they are motivated by money. The value we place on money will also translate to the recruiting world. When asked what is more important in a job, 66% of Gen Z survey respondents said that finding a job with financial stability is more important than finding a job you enjoy, and a good salary is the most important…
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