Careers Archives - LAK Group

A Generation Z Perspective from Generation Z

Everything changes when given time. Interests, people, society, music, technology, and so on, all change. The workplace is no exception, with change not just being present, but expected. Part of what contributes to those changes are the perspectives and knowledge of the workforce. As different generations enter the workforce, they bring their own experience. The oldest members of Generation Z are now in their early 20s, and many more are entering the workforce every day. This generation will have a considerable influence in how we shape our organizations and the workplace of the future.

Forbes and Deloitte agree that Generation Z will revolutionize the workplace. Motifs from articles and other resources share the idea that Generation Z expectations include a high-tech workplace with a good work-life balance and a decent amount of human interaction, allowing the employees to be creative with their work. Other sources and first-hand interviews confirm these same ideas. While outside sources can be a highly viable option for gathering trends and general information, nothing can match firsthand conversations with those working with Generation Z.

After gathering opinions and experiences, I have a general understanding of what current employers think Generation Z desires in the workplace. The most common things I heard included diversity, transparency, equal opportunity, technology, flexibility, less bureaucracy, independence, and a relaxed work environment. This information was gathered by speaking with individuals I know who deal with Generation Z in a working environment on a regular basis as well as colleagues of my own.

As a Gen-Z-er myself, I think they got much of this right. I wholeheartedly agree with the topics mentioned. However, I have my own perspective and suggestions for the ideal workplace that I am certain will help with attraction and retention of the next generation of talent entering the workforce. In an ideal work environment, I would want a diverse cast of people, both senior leaders and individual contributors. There would need to be a good balance between projects requiring collaboration and projects requiring independent work. I would want my employer to be invested in both the employees and the local community, especially through outreach and group events, and I would also want the entire staff to be as transparent as possible. Having confidence that coworkers and leaders are not keeping information from me builds trust and deepens relationships. Well-informed employees tend to make well-informed decisions, so transparency is key to engaging others.

My ideal workplace would have an” open-door” policy. Any employee regardless of rank or seniority could have access to interact one-on-one with the CEO or any senior leader at different points in time without penalty. Access to leadership and being able to be a contributor fosters a sense of welcoming and engagement, and most importantly, makes me feel valued. In addition, equal opportunity, regardless of any unique trait, should be non-negotiable.

Embracing and utilizing new technology is a key requirement for my ideal workplace. Generation Z, me included, is highly technologically able and wants to demonstrate that in the workplace. A relaxing and comfortable environment is important to me and my generation. There really needs to be a casual, laid back, and welcoming environment. Many of my generation do not like the extra-formal, suit-and-tie workplace in which everyone sits in a sterile cubicle. We thrive in modern, welcoming, fun workplaces that stimulate growth and innovation. My office at LAK Group is a notable example of this, where the laid-back atmosphere combined with fun activities and beautiful grounds stimulate my desire to be productive and work effectively.

A Generation Z-friendly workplace should allow open thoughts, commentary, and criticism, fully embracing free speech and contribution for the better of the company. On the topic of freedom, employees need to have freedom to complete tasks their own way, rather than doing it in a way set in stone. Generation Z is highly creative, and they think critically in new and innovative ways that may push traditional boundaries.

Primarily, the workplace needs to be flexible with scheduling and where we work. A combination of working at home and at the office would be a fantastic benefit and frankly would be highly enjoyable. There should be little bureaucracy and drama, as well as less management where applicable. Speaking from experience and research from resources such as Glassdoor and LinkedIn, sometimes senior leadership can hinder progress rather than advancing it. Where applicable, there should be a promotion of a ‘let me do my job’ mentality. These factors, combined with reasonable hours and above-market pay with benefits and no taking advantage of employees, fulfill my ideal workplace.

So, what does this all mean? This list given here is simply my personal wish list and a general list of helpful suggestions for employers looking to satisfy Generation-Z employees entering their workplace. Needs and wants will always vary from worker to worker, but Generation Z is a different kind of worker and we all have our own changes we want for the workplace. The old ways of running a workplace will not work for Generation Z, and the new generation of workers need to realize that the incoming workers are not the same.

A current senior at Catholic Memorial High School and graduate in spring of 2021, Sam has been an Intern at LAK Group since October of 2020. He has been a business student for three years and has a wealth of experience assisting others and studying business as well as owning his own start-up.

His strengths include collaborating with others, his work ethic, willingness to learn, and always-positive demeanor. In his free time, Sam enjoys collecting and restoring retro video games and systems, driving, and running his own 3D printing side business, which he uses to serve others and finance his hobbies. He is looking to study business in college, with a focus in human resources or international supply chain management. You can reach Sam at his email, smen heer@lak-group.com.

The heart of human excellence often begins to beat when you discover a pursuit that absorbs you, frees you, challenges you, or gives you a sense of meaning, joy, or passion.

Terry Orlick

“Where do you hope to be in five years?”

It’s a common question asked during interviews and goal setting conversations with employees. “I hope to be in a leadership position,” or “I hope to be promoted to a Vice President role” are not uncommon answers. When asked why they want to achieve that position, their usual answers include: “Because I want to be in charge,” “Because I want to be the boss,” “Because I will make more money,” or “Because I’ve been told that I am good at what I do and that is the next step for my career,” and the most common, “It is the obvious next steps for my career.”

Unfortunately, while all of these are most likely genuine answers, they’re not the right answers when it comes to pursuing what we term: Leadership ON PURPOSE. “Because I want to be in charge” expresses a desire for control and oversight of others; “Because I want to be the boss” expresses a motivation to run the show; “Because I want more money” is a motivation for self-benefit; and , “Because I am told that I am good at what I do and that is the next step for my career” is a statement that serves one while appeasing others. It seems the obvious next step in their career is more of an entitlement. Leaders need to want to be leaders for the “right” reasons.

Our belief is that to have what it takes to be a leader who others truly want to follow; one must have a leadership mindset that is purpose-based rather than results-based. Moreover, Leadership ON PURPOSE has two aims that must intertwine: one is pursuing a leadership role with intention; the other is ensuring that one’s vision, plans, actions, and behaviors align with the vision, values, and goals of the organization. Leaders aren’t simply born and developed; they have a mindset that believes their purpose is to impact others.

A perfect example of greater purpose versus personal results can often be found among highly skilled professionals like engineers. There are many energetic engineers, with aspirations to be the heads of their engineering departments, groups, or divisions. They feel a need to lead other engineers. They see it as their means to a greater title and a higher rate of pay, even though their real talent and satisfaction comes from designing new and innovative things. It’s what compelled them to become engineers in the first place.

The outcome is not surprising. Many extremely talented individuals aspire to leadership roles, only to find once they arrive that they are no longer able to concentrate on and do what they do best. They realize, often too late, that the role of a leader is completely different from what they had expected, what motivates them and what they are skilled to do. We’ve experienced this outcome in every organization we’ve worked with.

Let’s look at an example we have seen in many organizations and in many different roles (sales, operations, finance, product development, information technology, marketing and other). This example is that of a high-performing engineer. In this example, the chosen successor for a senior leadership role was identified in succession plans as one of the emerging leaders in the organization, a highly-skilled electronics engineer who had tremendous success with design innovation, margins, and market share. He seemed to be a great choice for leadership, yet this turned out to be a poor decision for both the organization and the chosen leader. Although in a new position, he was still getting too deep into the design tactics. He kept spending his time on technical matters and not leading and building his team. He couldn’t separate himself from his passion and talent as an engineer. This inhibited his ability to build the organization and lead the team.

This new role didn’t work out for the engineer and he was later exited from the organization. A talented professional, identified as top talent, now out of the company. It happens often because we tend to promote for technical capability, not leadership capacity. Organizations also need to assess aspirations and desire to be in a leadership role for the “right” reasons. In the example above a new leader was identified who did demonstrate the qualities and attributes of leadership. And although he wasn’t as technically skilled as the members of his team and was actually being paid less than most all of the engineers on the team, he was able to build a very strong, united, and focused group of skilled professionals.

ON PURPOSE Leaders want to be in a leadership role for a reason. It is not about the title or attaining credit for being at the helm when the team’s engineering designs would lead to patents but helping the organization to excel in its capability and expertise.

John C. Maxwell notably said, “Leadership is not about titles, positions, or flowcharts. It is about one life influencing another.” This is what we mean when we talk about Leadership ON PURPOSE. Agile leaders have the character traits, behaviors, and skills to be the leader of others.

It is our belief that Leadership ON PURPOSE serves the greater good of self, others, and the organization. A leader who establishes a vision and goals, develops new opportunities for the value and prosperity of others, and unites the organization in that quest is Leading ON PURPOSE. It means that behind a vision there is purpose and the right mindset to create and pursue that vision in the first place.

How Regular Career Conversations Help You Keep Your Best Employees

Retaining the best and the brightest stars is becoming an increasingly difficult challenge for employers, especially considering the low unemployment rates that today’s job-seekers are enjoying. For that reason, smart companies are looking into the reasons why people are leaving their employers to understand what they can do better to protect their workforces. According to recent research, low pay is the top reason for leaving, but that one is easy for employers to solve. The second reason is the lack of career development and growth. In fact, 77 percent of employees feel as if they are “on their own” to develop their careers at their current job.

Keeping Your Stars

Talent has become the top competitive differentiator for organizations today. Culture, compensation and scope of work are important, but without some understanding of a career path, top talent will eventually exit your company. Creating experiences that encourage career mobility will help an organization attract, engage and retain the brightest talent, while also anchoring accountability for employees to take charge of their careers.

Most workers in the U.S. are used to the annual review process at work, one where they get a breakdown of what they’re doing well and what they should work over the next year to improve their performance. Traditionally, this is when any career conversations would happen, and it’s probably easy to see why these tacked-on talks are not productive. Not only is the annual review process a painfully outdated mode of assessing performance, but it is also one filled with nerves and fear for many employees. A good review is usually a relief, and there’s little focus left for future considerations. A poor review may leave many people too shaken to talk seriously about their long-term goals.

As organizations move away from this ineffective, backward-looking process and move toward more frequent conversations that are focused on empowering their workers for the future, big changes are happening for the people who work for these companies, and it can all be boiled down to one word: engagement. Providing an excellent employee experience is key to boosting engagement and, therefore, retention rates. In fact, 82 percent of workers who have conversations more than once per month are highly engaged employees.

What is a Career Conversation?

In the past, a career conversation may have included pointing out to a person which rung they are currently occupying on the corporate ladder and describing the steps needed for moving up to the next. Today’s career conversations must be far more dynamic as technology reshapes the workplace at a blinding pace, new jobs based on this tech are hitting the marketplace every day and the skills needed to keep up are continuously growing and evolving. It’s become almost impossible for employees to truly imagine where they see themselves in 10 years, let alone feel confident that the steps taken today will even be relevant at that time.

Yet only 16 percent of employees report having ongoing conversations with their manager about their career. Part of the reason why this number is so low is that managers don’t have the training or experience to have meaningful conversations about the careers of their subordinates, or they are worried that these conversations will set expectations for promotions or raises that cannot be delivered. However, most people will be happy having opportunities to grow within their current position and are concerned with stagnation far more than they are in hot pursuit of a promotion.

Successful Career Conversations

The first way to ensure that career conversations are successful is to have them in the first place and to make sure that managers are equipped with the tools they need to direct these talks and empowered to provide growth opportunities to their crews. Sheryl Sandberg, current COO of Facebook and founder of LeanIn.org, suggests that people should have a long-term vision for their careers as well as an 18-month plan with actionable steps. Employees should have a big goal that they are working towards, but plans shouldn’t be so detailed over the long-term that unforeseen opportunities are missed because they’re not part of the plan.

We encourage three key elements for employees to consider and managers to discuss in a healthy career conversation.

Look Inward: Assess interests, work values and skills. Ask yourself: “What do you want from work?” and “What do you have to offer your organization?”
Look Outward: Gather functional, regional, company, and industry information to assess current or future options and development needs. Identify trends in your organization, industry or profession that you need to consider.
Look Ahead: Create an action plan to meet your career goals. Identify what experiences are desirable for you now and clarify your long-term career goals.

To help guide people through the process of planning, managers need to be ready to talk about people’s pasts to understand how they arrived in their current position and to uncover details that might inform underlying goals and motivators. Next, it’s important to know what a person’s dreams are, even if they seem far-fetched or not directly connected to the person’s current trajectory. Then, it’s time to create a career action plan based on the motivators and dreams uncovered, including steps that can be started right away.

Other important points to consider is that career conversations should be focused on the employee, and this means that they won’t always be in the context of the current employer. They don’t have to be a formal meeting as productive career talks are often spontaneous, but formal discussions should also be scheduled to ensure they’re happening regularly. Career development should also include helping people see their options from different perspectives as their career goals may be unnecessarily limited from a lack of understanding or awareness of possibilities within an operation or industry.

Start Talking About Careers Now

If employers want an engaged workforce, then they also must begin engaging with their workers on a more regular basis and a more honest and personal level. Career conversations are more than just a feel-good measure; they have a direct impact on retention rates and overall success for the organization and the employee, too.

According to one study, if career conversations were more regular, workers would be 82 percent more engaged with their work, 78 percent more likely to share ideas, and 76 percent more likely to look for opportunities for growth from their employer rather than jumping ship to gain new experiences. If you want a highly productive and successful workforce that sticks around longer, it’s time to make career conversations a part of your company’s culture.