Labeled "digital natives" or Generation Z, these young individuals born from the late 1990s to the early 2010s represent the emerging and future workforce. Often perceived as "less prepared" professionally and more "volatile" compared to their predecessors, it raises the question: is it a myth or reality? What are the professional aspirations of this generation, and how can international employers adequately equip them for the challenges of roles overseas?
Employers' perception of Gen Z employees
A study involving nearly 1,000 recruiters and managers unveils striking figures: 75% of companies indicate that some or all recent graduates hired within the past year failed to meet professional expectations. Furthermore, six out of ten companies have terminated a young recruit hired within the same timeframe. Does this stem from a lack of professional experience, or is it an effect of the generational gap? What reasons do seasoned professionals give for their dissatisfaction with Generation Z?
Prioritizing work-life balance
The era when personal life was routinely sidelined is over. Generation Z is distinctively marked by its insistence on work flexibility (including scheduling and remote options), a robust balance between professional and private lives, and an emphasis on personal well-being. A substantial Deloitte survey with 22,800 participants from this generation underscores this trend: work-life balance is their top priority.
While these preferences align with a global shift toward more flexibility, such as remote work, employers might view them as incompatible with the demands of international assignments. Expatriate roles often require extended hours of work, regular travel, and a high level of dedication—criteria that some employers worry Generation Z may not be prepared to meet.
Lack of interpersonal skills
According to the same survey, employers observe that while Generation Z is proficient with technology and digital tools, their face-to-face interpersonal and communication skills often lag behind.
Huy Nguyen, a senior advisor in education and career development, comments on this issue. He suggests that young graduates should initially focus on observing and understanding the company culture and the interaction styles of their colleagues, which often doesn't happen.
Indeed, 54% of surveyed employers report that their young hires are either unreceptive to feedback or prone to losing their temper quickly. Moreover, more than half of the respondents believe these recruits' interpersonal communication skills are inadequate.
These deficiencies could pose significant challenges because international assignments require a high degree of cultural sensitivity, negotiation abilities, and relationship-building skills.
Reluctance for long-term commitment
Generation Z is frequently characterized as preferring diverse experiences over long-term tenure at a single company—a stark contrast to older generations, who often value stability and prolonged employment. The Deloitte report corroborates this trend, indicating that Generation Z readily embraces less conventional employment models, such as frequent job changes, part-time work, or adopting a digital nomad lifestyle. This shift can dampen the enthusiasm of international recruiters, who generally expect an average commitment of three years to an overseas position.
There's still a growing demand for international talent
Despite the challenges highlighted in the previous survey, there remains a strong global demand for young international talent, with many countries actively recruiting.
Labor shortages across various sectors
Numerous sectors worldwide consistently face talent and skills shortages, with healthcare being a prime example. Countries like Switzerland, Germany, Canada, and the United Arab Emirates are actively seeking to attract international healthcare professionals. Industries such as hospitality, engineering, and technology are also experiencing similar needs. Consequently, the focus is increasingly on attracting talent rather than maintaining overly selective hiring practices.
Policies to retain young international graduates
Acknowledging the value of skilled young workers, several countries have instituted policies to retain international graduates. For instance, Canada offers the "Post-Graduation Work Permit" program, which permits international graduates to work within the country post-studies, serving as a pathway to permanent residency. Similarly, Germany has streamlined its visa processes for skilled workers and international students, enabling graduates to gain professional experience and potentially settle in the country long-term. Numerous other nations have established comparable visa schemes to support this objective.
How to adapt to Generation Z?
Adapting to new recruits involves introspection about one's organizational values and structure. This reflection is crucial for thriving in a dynamic and globalized professional environment.
Proposing a flexible organization
What exactly is the company's policy regarding flexibility like? Are employees trusted for their productivity when they work from home? Which tasks genuinely necessitate office presence for effective execution? These critical questions must be addressed to optimize organizational functioning and accommodate Generation Z's preference for flexibility.
Moreover, should traditional three-year expatriation contracts (extendable by two years) be re-evaluated? Short-term international assignments, ranging from 6 to 12 months and focused on specific projects, could offer young professionals valuable experience without demanding a long-term commitment.
Valuing 'learning and development'
According to the Deloitte survey, aside from balancing professional and personal life, the primary factors influencing Generation Z's choice of employer are learning and development opportunities and compensation.
What role does ongoing training play within the company? What opportunities are available for personal and professional growth?
Specifically, in the global mobility context, what type of support is provided? Are you entitled to leadership and intercultural skills training? Addressing these questions is essential for organizations that aim to foster employee development and significantly impact their long-term satisfaction.
Focusing on the purpose of the proposed missions
A key insight from the Deloitte survey reveals that Generation Z is driven not only by personal development but also by a quest for meaningful work. An overwhelming 86% of respondents emphasized that having a purpose aligned with their values significantly impacts their job satisfaction and well-being. For some, this involves contributing positively to society or the environment; for others, it means clearly understanding their mission's objectives.
While not all companies can directly influence societal or environmental issues, many employers are considering how they can support charitable causes (through CSR projects) or reduce their ecological footprint. More than just a slogan, a robust company culture can articulate values that resonate with young employees seeking purpose in their work.
