Welcoming Gen-z into the workforce

Gen-z, the generation born between the late 1990s and early 2010s, is becoming increasingly influential in Bangladesh and globally. With around 26 per cent of the world's population belonging to this group, they are gradually taking over the labour market as Baby Boomers retire. By 2030, Gen-z is expected to fill most entry-level positions. For Bangladesh, it is indeed needless to further introduce -- who are Gen-z -- as Bangladesh has recently witnessed their critical role in giving birth a newly independent country. Therefore, Gen-z has become a buzzword in the socio-political and cultural landscape of Bangladesh.

This generation is well known to us as a distinguished population of different lifestyles, including mindsets, thought processes, intimate and emotional relationships, attachment to technology, career choice, goals of education and learning, financial habits, and social consciousness. Their unique upbringing in a hyper-connected, fast-paced, and economically uncertain world has shaped a pragmatic, socially aware, and tech-driven generation. This is the first tech-savvy generation to grow up with smartphones, social media, and high-speed internet as an integral part of daily life. They have distinct political narratives. Their political ideas are decentralised from any family-based or inherent policy. Instead, they try to emancipate people from social problems through mass participation. They share their political views on online platforms and try to know the opinions of  others.

In the Global North, the work value or preference of Gen-z has recently received special scholarly and policy attention in the discourses of labour market, occupational health and safety, social security, career development, and many more issues because of the increasingly important role they play in the labour market and the unique work values they hold as compared to previous generations. All stakeholders attached to the labour market - government, employers, universities, training providers, policymakers, and implementors -- need to be concerned about how to deal with these workforces to ensure a sustainable labour market, whether we belong to Global North or South. In addition to salary, benefits, and company reputations, unlike previous cohorts, Gen-z is more concerned about ethical business practices, sustainability, diversity, and social impact of organisations, social justice, and inclusion. They are also highly socially conscious and deeply concerned about racial justice, gender equality, and mental health. They expect brands, companies, and institutions to take a stand on these issues. Therefore, they are drawn to employers that demonstrate corporate responsibility and transparency. They place a higher priority on job security compensation and work-life balance when choosing employment. Many prefer flexible working hours, remote work options, and hybrid models that allow them to balance their personal and professional lives. The COVID-19 pandemic has also accelerated these preferences for flexibility in the workplace. Hence, even Bangladesh has witnessed a substantial number of young people entering the gig labour market, such as ride-share food delivery, using different digital platforms. This generation highly values continuous learning and professional development. They welcome digital and self-paced learning, often using platforms like YouTube, Coursera, and LinkedIn Learning for skills development. They prefer micro-learning and just-in-time learning to formal education, and many are sceptical of the traditional college degree system due to its high costs. Given the fast pace of technological advancements, they are keen on upskilling themselves and are drawn to organisations that offer clear pathways for career growth, mentoring, and training opportunities. These 'global children' do not limit their career boundary within a single jurisdiction; they perceive their human capitals needs to be invested for the whole planet, so they want to keep updated with the latest skills. In a similar vein, with the rise of remote work, many in Gen-z are interested in the idea of being "digital nomads," traveling and working from different locations around the world. This trend is increasingly appealing as technology enables seamless communication and collaboration across borders.

Having witnessed economic downturns, many in Gen-z prioritise financial stability. They are practical about money and maybe more conservative in their spending compared to millennials. Benefits like retirement plans, health insurance, and competitive salaries are important considerations. However, interestingly, several research reported that they are always ready to change jobs if their expectations are not satisfactorily accommodated. Although the entrepreneurial spirit is widely criticised by social scientists or political economists, a significant number of Gen-z individuals have a strong entrepreneurial mindset. Many are keen to create their own businesses, or work as freelancers. The rise of platforms like YouTube, TikTok, and e-commerce has made it easier for them to explore entrepreneurship at a young age. In this context, Bangladesh has a prodigious number of stories of successful young people who are earning much more than a university graduate earns. As mentioned earlier, today's labour market is borderless; hence we have to deal with diversity carefully. Gen-z is the most racially and ethnically diverse generation so far, and they expect workplaces to reflect this diversity. They seek inclusive environments where different perspectives and backgrounds are embraced. Companies that fail to foster diversity and inclusion may struggle to attract and retain top Gen-z talent. Mental health is a major priority for Gen-z, and they expect employers to support mental well-being. Although highly independent, Gen-z appreciates collaboration and regular feedback from supervisors. They want to be part of a team and enjoy transparent communication. They also expect a flatter organisational hierarchy where ideas can be shared freely, regardless of rank.

Given such backdrop, while today's employers, managers, and supervisors are millennials, a mental age gap is identified in working with Gen-z. This may gear up a gap in understanding to this generation, which ultimately hinders policymakers, educators, and employers from effectively preparing for and engaging with this generation. A proper understanding of Gen-z's priorities and what shapes such discretions are therefore imperative for education leaderships, employers, and respective government agencies. It may help higher education leaderships understand the role appropriate skills may play in guiding students to discover their work values, thus better preparing them for the world of work. In Bangladesh, where the traditional preference for civil service jobs is being challenged by the rise of private and gig work, understanding Gen-z's work preferences is crucial for educators, government agencies, and businesses alike.

Tauhid Hossain Khan, Ph.D. is Associate Professor, Department of Sociology, Jagannath University, Bangladesh.
[email protected]