Published November 3, 2023
Estimated read time: 3 min
By 2030, Generation Z will make up 30% of the workforce in France. Understanding and addressing this generation is crucial for recruiting the best talents. In this regard, Anne Le Bruchec, Chief People Officer at JobTeaser, the European leader in recruiting young talents, breaks down some misconceptions about this generation.
Generation Z, like any other generation entering the workforce, raises questions and uncertainties typical of early career stages. Questions about career choices, first professional experiences, and employer profiles and values are natural concerns.
However, Generation Z comes with unique aspects such as hyper-connectivity, the importance of social networks, and the image they portray regarding their success. This generation often questions their usefulness, vocation, and performance, leading to issues like imposter syndrome, stemming from the disparity between their professional online image and the sometimes challenging reality of corporate life.
Similar to the advertisements they consume, Generation Z candidates expect a personalized employer approach. According to a Glassdoor study, 86% of HR professionals view recruitment as a form of marketing. Candidates now behave like consumers, seeking differentiating factors from employers: the company's values, management style, and tools provided for the job. To cater to this generation, companies must transparently discuss internal advancement opportunities, values, and the meaningful nature of their missions without overselling.
Generation Z, aware of the distorted reality presented on social media, seeks authenticity. McKinsey defines the current generation as the "Truth Generation." This emphasis on authenticity extends to employment and recruitment:
Employer branding must be consistent. Any discrepancy could break the trust established with the candidate. Statements must be well-founded and universally shared, supported by evidence. A profound exploration of the employer brand enables the creation of an authentic identity based on experiences shared by employees.
A significant trend is observed among recent graduates: institutions like AgroParisTech, HEC, Sciences PO, Polytechnique, etc., challenge the corporate world and its social and environmental impact.
A confirming statistic underlines this trend: 6 out of 10 young individuals plan to pursue socially meaningful employment within the next two years. Inclusivity, sharing, and environmental respect align with their values, often integrated into corporate CSR issues.
The sharing economy is ingrained in the daily lives of Generation Z: sharing, selling, trading through platforms like Blablacar, Vinted, Le Bon Coin, etc. This consumption pattern influences the corporate world, fostering a more collaborative culture. Designing collaboration, its tools, and processes welcomes Generation Z, who seek experimentation within the workplace.
Complete remote work is not the ultimate goal for Generation Z. They prefer having choices. When possible, candidates lean towards hybrid work setups, a preference reinforced during the pandemic.
Flexibility in work arrangements has become a focal point since the health crisis. Candidates inquire about it from the first contact, making it a crucial aspect of the recruitment process. Hybrid approaches motivate young talents to join a company while meeting their expectations for well-being and work-life balance.
However, caution is necessary. Remote work and related tools might lead to overcommitment and challenges in separating personal and professional life. Ensuring young employees disconnect from work is essential.