Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
HR Konferencija 2015
Generation Z and the work environment: overview of current studies
Dipl.-Ing. Jadranka Halilović
20.-22.10.2015, Beograd
Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Gen Z – who are they?
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http://writerswin.com/wp-content/uploads/2014/01/GenZCartoon-300x300.jpghttp://mindofmarco.com/wp-content/uploads/2015/02/Gen-Z.jpg
Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Motivation
Gen Z in the work environment – relevant for Germany?
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Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Motivation
Gen Z in the work environment – relevant for Germany?▪ Lack of experts: 6.29 million
▫ companies lose the majority of employees with many years of expertise
▪ Challenges: ▫ securing the experience before best ager
retire▫ recruit and retain talents
▪ BUT:▫ behaviours and life philosophies differ
depending on age▫ generation-specific features of the new
Generation Z? 4Frame: http://www.platinnetz.de/uploads/pics/iStock_000010567701XSmall.jpg; http://bizreporter.de/wp-content/uploads/2013/02/148059517.jpg
Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Motivation
Generations in the labor market
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Baby Boomer Generation X Generation Y Generation Z Born: mid-50s and mid-60s
Born: mid-60s to end of 70s
Born: begin 80s to mid-90s
?maturity stage was marked by socio-political crises
"media revolution" developed: computers, VCRs…
experienced a world of uncertainty; internet
they "live to work (a lot)"
new motto "work to live"
"living at work"
Negative stereotypes: nostalgia, unwillingness for change
Negative stereotypes: impatience, lack of loyalty and cynicism
Negative stereotypes: lazy, rebellious and irresponsible
Positive characteristics: experts, have a sense of duty, discipline and loyalty
Positive characteristics: new experts, hard working generation
Positive characteristics: want reasonable tasks, question processes
Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Method
Study analysis▪ Generation Z most defined as "born after 1995" ▪ Method: Systematic Literature Reviews
1) Identification of studies2) Selection of the studies3) Evaluation of the quality of studies4) Data extraction5) Synthesis of the data
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Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Findings
Synthesis of the data – General▪ Communication behavior
- preferred style of communication: not personally or verbally, but chatting using media on Internet and mobile phones
- Communication trough images “show me, don’t tell me”▪ Attitude towards life and environment
- "mini-adults" due to faster growing up, return to traditional values - high level of education, Entrepreneurs mind setting, realisitic towards
their individual (professional) goals ▪ Cognitive abilities
- "multitaskers" brain structure has changed and also their thinking processes (poor reproduction of text)
- ability to concentrate for a long period is low move information faster, to think flexibly and to master mental challenges better
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Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Findings
Synthesis of the data – Work environment▪ Opinion / influencing the company
- very conscious about advertising and marketing ▪ Preparation for work in the company
- highest possible level of education▪ Ideas on the working environment
- high expectations; work environment is more important than the content- the Z's like to work in interesting projects, where they can broaden their
knowledge- unattractive to Gen Z: hierarchical constraints
▪ Behavior in company - team players, but described as "insecure in personal contact”- short attention span of the Gen Z; that they need detailed instructions
for each step and the missing respect - Most criticized - and discussed – is their lack of loyalty to the employer
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Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
Summary
Gen Z ...
▪ Limitations- Study provides first insights of consisting studies (8 databases, 34
studies) - No real descriptions, because Gen Z hasn‘t entered the work
environment yet ▪ Work requirements
- Need to be taken seriously - Appropriate tasks are demanded - Differ from older generations
▪ Discussion- Homogeneity of Gen Z in south eastern Europe and Germany?
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Any questions?
Dipl.-Ing. Jadranka HalilovićMail: [email protected]
Lehrstuhl ABWL und Besondere der Organisation, des Personalmanagement sowie der Unternehmensführung
References
Lüthy, A. Dr. (2014). Ein Wandel ist längst überfällig: Die Generationen X und Y lassen sich nicht mehr alles bieten. KU Gesundheitsmanagement, 17–19.
Statistisches Bundesamt (2013). Bevölkerung und Erwerbstätigkeit: Stand und Entwicklung der Erwerbstätigkeit in Deutschland. Statistisches Bundesamt.
Kienbaum Communications. Absolventenstudie 2009/2010.
Klaffke, M. (2014). Erfolgsfaktor Generationen-Management: Handlungsansätze für das Personalmanagement. In M. Klaffke (Ed.), Generationen-Management: Konzepte, Instrumente, Good-Practice-Ansätze (pp. 3–25): Gabler.
Oertel, J. (2014). Baby Boomer und Generation X – Charakteristika der etablierten Arbeitnehmer-Generationen. In M. Klaffke (Ed.), Generationen-Management: Konzepte, Instrumente, Good-Practice-Ansätze (pp. 27–56). Wiesbaden: Springer Gabler.
Schöntauf, J. Gebrauchsanleitung Generation Y. ke-NEXT, 128–129.
Bottler, S., & Hassa, E. (2014). Der Kampf um die Gen Z.
Ex, M. hilfe - hier kommt die Generation Z.
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