Commentary: What youth want most from a job, and what bosses should do to get the best out of them

As an instructor in the human resource management programme at the Singapore University of Social Sciences (SUSS), I supervise final-year projects by graduating students.

Student groups are tasked to complete an independent investigation of an HR-related research topic in what we refer to as Capstone applied projects.

Interestingly, five out of the 11 student groups in the latest cohort picked research topics focusing on the employment needs and aspirations of Gen Z.

Students clearly feel enthused by the opportunity to educate organisations on what matters to these young workers and how might companies be able to retain them on a long-term basis.

Therefore, key results of the recent TODAY Youth Survey are well-aligned with the findings of the mini-research projects helmed by my students and validate what I’ve heard from them in the past few months.

GEN Z WORKERS WANT IT ALL

According to the survey, pay and work-life balance are the highest-ranked attributes that young workers would look for in their next or first job.

The writing is on the wall. This cohort of Gen Z workers wants it all. They are not inclined to make compromises.

While their Gen X and Gen Y parents/seniors may have demonstrated that high pay usually comes with a sub-par work-life balance, the younger workers of today are acutely aware of the costs associated with poor work-life balance.

Hence, they tend to value both the financial security that a job brings with it, as well as the ability to enjoy a life outside of work, equally.

A universally accepted mantra across generations is that people learn from their experiences. Gen Z is no different. However, they have just witnessed a world-changing event and acquired unique experiences that are like no other previous generation.

Apart from ubiquitous digital access in the form of high-speed internet and smartphones, Gen Z has witnessed one of the most remarkable epochs in human history: the Covid-19 pandemic.

The pandemic has made an indelible mark on the mindsets of these young people. It has shown them through experience (not reading in books) the meaning of resilience, bouncing back, and a world of work that can function productively outside the four walls of office space.

Put together, these distinctive experiences have shaped the work ethics and values of young people.

Naturally, they are entering the post-pandemic world with renewed expectations from their workplaces, which include autonomy and flexibility as significant factors.

It seems from the survey results that youth do not value a sense of fulfilment as much. However, it is possible that respondents find fulfilment a rather elusive concept.

Perhaps, the higher rankings to pay and work-life balance imply that the sense of fulfilment may be experienced via these more tangible factors.

WHAT SHOULD EMPLOYERS DO?

What implications do these rankings have for employers trying to attract and retain young talent?

Certainly, there is an urgent need to acknowledge the motivational preferences of different generations in the workplace.

If companies continue to believe in the “one size fits all” type of mindset pertaining to employee benefits, they will slowly but surely begin to lose out on valuable young talent from their ranks.

Research has shown that Gen Z values environmental sustainability, social responsibility and diversity in the workplace.

One of my student groups found that satisfaction with benefits (non-compensation-based incentives such as time off, healthcare, insurance and flexible spending allowance) would help foster Gen Z’s organisational commitment.

The question is: are organisations prepared to attend to the attitudinal shifts that Gen Z brings to the workplace? Specifically, would they consider providing a carefully curated suite of benefits that caters to the needs and aspirations of the generational diversity in their workforce?

One student project recommended the use of individually negotiated employment arrangements and benefits selection.

For example, a company might consider offering a basic benefits package that is standard across all employees, such as CPF, medical insurance, and annual leave.

But they should also allow employees the autonomy to select additional benefits that are most suitable to them, like offering a compressed work week versus regular work week, or flexible encashment of unused leave.

A JOB’S LIFESPAN FOR YOUTH

Another notable finding of the youth survey is that four in 10 respondents don’t see themselves in a job for more than 3 years, which has implications for employers in trying to retain workers or attracting new ones.

This finding is also in line with recent government reports that show millennials (25-29 years) and Gen Z (15-24 years) are most prone to changing jobs.

It is important to understand what the driving force behind this trend is. A common perception about job hopping or job switching is that it reflects a sense of restlessness among those who resort to it.

Research has shown that job hopping can be driven by either escape motives (impulsivity, lack of resilience/tolerance) or advancement motives (personal initiative, need for growth and ambition).

A student project delved into the relationship between certain personality traits and the tendency to job-hop. They found that individuals with low emotional stability are more likely to engage in job hopping.

Such individuals may simply resign in the event of experiencing unpleasant interactions with co-workers. Conversely, others might switch due to an ongoing drive to do better and more.

However, if more young people are inclined towards it, then it is important to understand what the youth must do to ensure that they benefit from frequent job switches.

The greatest benefit from switching jobs may be attained by carefully considering whether the potential job change is emanating from an escape motive or an advancement motive.

If it’s the former, hasty job switches may likely continue to perpetuate the lack of fit that a young person was trying to mitigate in the first place. What could follow is a cycle of entries and exits that are disruptive to career growth.

On the other hand, job switches motivated by well-deliberated opportunities for growth allow for a vibrant and meaningful work history.

Increased mobility generally is good for the economy as it means better wages and more spending power.

However, young workers should note that employers value loyalty and that frequent moves with better pay but not necessarily career advancement could make potential employers hesitant to invest in them.

But overall, there’s no turning away from the voice of the country’s youth. Businesses need to be nimble to pick up these cues from their young talent if they wish to keep them for the long haul.

Young workers must be prepared to take a holistic view of their advancement if they are to benefit from mobility in today’s labour market.

ABOUT THE AUTHOR:

Tania Nagpaul is a senior lecturer in the Human Resource Management Programme at the S R Nathan School of Human Development at Singapore University of Social Sciences.