An expert on workplace generational variances emphasizes that younger employees seek assurance that managers genuinely prioritize their well-being and professional advancement.
The struggle for managers to connect with Gen Z is no secret, extensively covered in news outlets and social media. During this past summer, as firms concentrated on year-end performance evaluations, numerous managers expressed their concerns that feedback for Gen Z employees was not hitting the mark, often leading to personal reactions to critiques. So, how can managers effectively deliver feedback to individuals from a different generation and career stage, especially when new norms and expectations are at play?
RETHINK PRECONCEPTIONS
As a manager, the initial step is to reflect honestly on your own experiences with receiving feedback. Recall your early career performance reviews; were they genuinely beneficial? While we all tend to adhere to the norms of our own generation, it’s crucial to recognize that norms evolve over time. Avoid assuming that the feedback you received is the only or best way.
For older managers, it might be challenging to accept that in their early career, concerns about feedback delivery or its impact on mental health weren’t significant. However, today’s younger workforce values such considerations. Understanding why the norms and expectations of younger employees might differ is vital for resolving conflicts and fostering mutual understanding.
ADJUST YOUR PERSPECTIVE
Views on career building have evolved as well. Organizational loyalty, once taken for granted, has transitioned from being expected to being questioned and now to being optional. Gen Z approaches their careers with a more flexible mindset, akin to a “choose your own adventure” model. Nonetheless, both millennials and Gen Z prioritize organizations that invest in their development.
Development means different things to different generations. While some view tough feedback as crucial for professional growth, Gen Z often emphasizes the importance of authentic care for their well-being alongside career progression. Recognizing and acting on this connection is crucial for effectively engaging with Gen Z employees.
BUILD TRUST
Managers often assume that employees understand feedback is provided for their benefit. However, younger employees may lack initial trust, potentially misunderstanding feedback as a precursor to termination. Proactively building trust is essential in such cases.
During onboarding, dedicate a session to discuss feedback and performance review processes, clarifying expectations and responsibilities for both parties. Addressing concerns and providing context fosters understanding, particularly among younger employees who value transparency.
SEEK A WIN-WIN
Feedback should ideally benefit both parties, aiding employee development while adding value to the organization. Misaligned expectations or perceived unfairness can derail feedback conversations.
Focusing on shared goals and mutually beneficial outcomes avoids the win-lose dynamic. By prioritizing understanding and respect across generations, organizations can foster more effective feedback processes and developmental outcomes.
