Gen Z: Redefining the Future of Work
This year, the oldest member of Gen Z will turn 27. They already outnumber Boomers in most organisations. By 2025, Gen Z will comprise 27% of the workforce in OECD countries. America already has more than 6,000 Gen Z Chief Executives. McKinsey data shows that 38% of this generation want to be a CEO—more than any other generation—so we expect to see many more Gen Z bosses shortly.
There is no doubt that these new workers will make big waves in the world of work. But, beyond the headlines, what kind of future are they defining for themselves and the organisations they are joining?
At Top Employers Institute, we set out to answer this question. Through a large-scale survey of 1,700 people aged 18–27 across nine countries and four continents, we learned about Gen Z in their own words. We combined these insights with our learnings from 2,366 global Top Employers to understand whether businesses are ready for an influx of new Gen Z talent in the future.
Want to explore the research? Download it now for free! Just fill in the form for instant access to this exciting research!
If you aren’t convinced yet, get a sneak peek at some of the trends we explore in the white paper by reading the rest of this article. Here is your sneak peek:
Steady Steps, Stronger Success. Building a secure foundation for sustainable growth, one thoughtful step at a time.
Gen Z favours stability, sustainability, and safety. They want employers that support them in building their careers while enabling a healthy life outside of work. When we asked them what kind of organisation they would like to work for, the top three priorities were:
- Provides me with development opportunities
- Making the workplace safer and healthier for employees
- Is a financially stable organisation
Your Wellness, Your Way. Personalising the wellness journey, prioritising what matters most to each employee.
When Gen Z talks about wellbeing, they discuss much more than avoiding physical and psychological illness. Of course, they expect organisations to have these offerings in place, but this is only the first step to them. When asked if they would accept a lower salary if it meant a better work-life balance, 62% said yes.
Connect & Thrive. Cultivating deeper bonds within your community to foster shared growth and belonging.
Gen Z is sometimes thought of as a lonely generation. Previous research shows that 19% of this generation feel lonely sometimes, a higher percentage than any other age bracket. The workplace is an opportunity to enjoy human contact. For 78% of our respondents, it was a place to build community, social connections, and belonging. 75% said it is important to them to have fun at work.
Leading with Empathy. Championing leadership that listens, understands, and inspires from a place of empathy.
Until Gen Z is ready to take on leadership roles, they are actively looking for the right leaders to follow in this changing work environment. When asked what kind of leader they want to work for, they chose emotional intelligence as the most important quality. For Gen Z, the critical part of being a leader is motivating and inspiring others. 81% said they expect senior leaders to listen to them.
Ethical AI. Ensuring technology developments that remain focused on enhancing human interactions and experiences.
This generation recognises that AI is here to stay and has some short-term benefits. However, we also saw anxiety about how it would impact the lives of the respondents and other employees in the long term. Only 60% agreed that it would positively impact their career.
Discover all the insights by downloading the report via our form.
Best practice | Yettel Bulgaria’s second shift programme
One of the strategic priorities of Yettel Bulgaria’s People and Culture long-term strategy is to position the organisation as an attractive employer among young people in Bulgaria. To this end, the company has school and university partnerships, specialised internships, and other initiatives that bridge the gap between its organisation and younger generations. One programme that they are particularly proud of is their Second Shift Programme, which is one-of-a-kind in the Bulgarian market.
This is just a snapshot of Yettel Bulgaria’s innovative best practice; you can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. Access it now via the Top Employers Programme if you are Certified or learn more about it here!
Why the practice was needed
Yettel’s ambition was to design a programme that remains relevant to the children of Yettel employees. It aimed to support their career orientation, give them a competitive advantage in the labour market, and build “Yettel Brand Ambassadors” among young talent.
Yettel Teen Academy and Second Shift programmes are designated for the children and close relatives of Yettel Bulgaria employees aged 12 to 18. The end goal is to help participants gain practical experience in a real work environment and teach them more about the place where their parents work. In participating, they also gain some basic knowledge of diverse business fields, including project management, efficient communication, and ESG work.
Yettel Bulgaria’s unique programme is situated well in the local market, addressing the gap between education and real business.
An additional benefit of the Second Shift programme is the support it provides to the business during vacation periods, such as summer months, with assistance in entry-level administrative tasks.
How the practice was implemented
The Second Shift Programme is an initiative for the children of Yettel Bulgaria’s employees. It aims to support their career orientation and position Yettel as an attractive employer among Bulgarian young people.In 2023, the organisation held its third edition of the programme, and it welcomed 64 participants between 12 and 18 years of age—all of them children or close relatives of Yettel employees who gained real-world work experience in a chosen field.During their four-week paid assignment, the youngsters had the opportunity to work with professionals from different units on real small-scale projects. Each participant had a mentor who supported the students during the programme. In 2023, Yettel expanded the Second Shift Programme by introducing Yettel Teen Academy, which covers a wider age group: 11 to 14-year-olds who, in the span of one week, have the opportunity to learn more about the different units in the company and the needed skills for their future careers.Participants are split into two groups, depending on their age. During the first week, the children between fifth and sixth grade had the opportunity to spend half a day with colleagues from different units, gaining knowledge about the company and the needed skills for their future careers, such as presentation skills, communication skills, Project Management skills, etc.The same content was adjusted slightly for the older age group – seventh to twelfth grade – and presented during the programme’s second week.All the sessions are part of the different modules of the programme and were delivered by company volunteers and fellow Yettel employees. In this programme and other initiatives, Yettel Bulgaria strives to put employees in the centre when designing and implementing HR projects; their needs are prioritised in both professional and personal life.
Results of the practice
During the programme’s first year, 15 participants were registered between fifth and sixth grade and 49 young people between seventh and twelfth grade. Since then, the programme has expanded further.Based on the positive feedback and the increased engagement that this initiative provides, the programme acts as a statement that is part of their HR projects portfolio and has been a proud winner in various national employer branding awards.
THE NEXT EDITION HR BEST PRACTICES CONFERENCE TACKLING CHALLENGES FOR 2025
HR BEST PRACTICES CONFERENCE: THE FUTURE OF HR IN 2024 AND 2025 REMAINS IN PEOPLE, TRENDS, TECHNOLOGY
We are excited to invite our Top Employers Poland to our upcoming HR Best Practices Conference event. On September 24, 2024 we will meet in Warsaw to share HR industry experts’ insights and discuss the best HR practices for managing and developing a successful workplace.
HR Best Practices Conference 2024 will be initiated with a business breakfast and a “Positive Relationships Session” with the speaker, mentor and networker – Grzegorz Turniak.
HR TRENDS FROM THE PERSPECTIVE OF EXECUTIVE BOARD MEMBER / CCO TOP EMPLOYERS INSTITUTE – ADRIAN SELIGMAN
The first keynote session will be dedicated to the essentials of (re-)humanizing the employee experience in the face of technological advancements, unleashing the power of data in organizational culture. Our Executive Board Member / Chief Commercial Officer at Top Employers Institute – Adrian Seligman will share the latest insights from Top Employers Institute on how HR leaders should balance tech advancements with human centricity, leverage data-driven insights to enhance the employee experience, all while maintaining empathy and connection in the workplace.
During our engaging discussion panel, we will talk about employee loyalty as a key to success in the context of achieving the organizational goals – in other words our HR experts will share insights of recruiting, enhancing employee collaboration with the company and retaining the talents in the workplace.
The Autumn HR Best Practices Conference will be simultaneously fired up by lectures on digitization, reporting and budgeting, HR transformation through AI, activities in the spirit of “Total Experience” (and effective employee engagement). Our speakers will also sparkle a conversation with the topic of the power of women in the current reality as well as we will accommodate the big return to ESG (Environmental, Social and Governance).
LIST OF PANELISTS AND SPEAKERS DURING THE HR BEST PRACTICES CONFERENCE, TAKING PLACE ON SEPTEMBER 24, 2024 IN WARSAW
During the HR Best Practices Conference event, we will have a chance to meet, among othes, the following speakers and panelists: Piotr Cykier, Dyrektor Biura Polityki Wynagrodzeń i Cyfryzacji HR, Bank Gospodarstwa Krajowego; Aleksandra Kubasiewicz, Ekspert, Pion Zasobów Ludzkich, Departament Zarządzania Rozwojem i Kultury Organizacyjnej, Bank Pekao SA; Dorota Benkowska, Senior Director HR, GEA; Małgorzata Makowska, Dyrektor ds. Rekrutacji i Marki Pracodawcy, Auchan Retail Polska; Dorota Zaperty-Łukasik, Senior HR Manager – C.H. Robinson; Łukasz Peliksza, Chief Employee Experience Officer, Santander Bank Polska; Aneta Trzcińska, Kierownik Biura Personalnego, Provident Polska S.A.
HR Best Practices Conference 2024 in Warsaw will be led by Katarzyna Konieczna – Senior HR Auditor at Top Employers Institute.
Best Practice | Accenture Accentuates the Employee Experience
The programme “Change @ Work, Poland edition” started in 2019 as the first One Accenture initiative to promote a sense of belonging within the organisation. The programme aims to improve employee satisfaction by helping them feel more valued and connected to the organisation.
Using a dedicated AI tool, Accenture Poland engaged approximately 250 employees in real time to shape their culture of belonging. Based on extensive research, they have determined four main areas that most influence employees’ sense of belonging. Under this programme, Accenture Poland is running 15 amazing projects to shape a better world for more than 9 000 employees.
This is just a snapshot of Accenture’s innovative best practice. You can find the entire practice in our HR Best Practices database, which is exclusively available to Top Employers. Get inspiration and insight into the approach, challenges and learnings experienced by certified Top Employers. Access it now via the Top Employers Programme if you are certified or learn more about it here!
Why the practice was needed
During difficult and unpredictable times, Accenture Poland believes that leaders must act alongside younger colleagues to co-create the best solutions. Involving employees at all levels of an organisation can also help them feel engaged with the organisation in a meaningful way and could, therefore, help retain talent.
How the practice was implemented
Accenture’s Change @ Work, Poland edition consisted of three main steps:
- Accenture Poland conducted research using individual in-depth interviews with approximately 50 employees to understand the main factors that determine a feeling of belonging within Accenture.
- The analysed dataset included:
- The anonymised personal data of respondents was obtained from internal human resource management systems.
- Qualitative data – statements of respondents obtained based on the interview discussion guide.
- Quantitative data – responses to questions asked using a five-point Likert scale.
- Based on the research, the organisation designed four main activities that were most important for employees in terms of belonging.
- Using an AI tool, Remesh, Accenture Poland involved approximately 250 employees in shaping final solutions that best met employees’ expectations.
The co-creation method was used, and the initiative was run by employees for employees as a way to understand and focus on their real needs.
Results of the practice
- More than 300 employees gave feedback to shape the final solutions.
- 15 initiatives are being implemented to increase employee satisfaction.
- Accenture Poland is moving from talent consumption toward talent creation, with Gen Z pushing for this change.
Insights from the People Summit 2024
Today, 84% of the organisations are defining a vision for how technology contributes to the overall employee experience. That was the focus of the People Summit 2024, hosted by SAP and the Top Employers Institute, which took place on June 12, 2024, at the SAP Labs Campus in Bengaluru, Whitfield in India.
And we’re delighted to share some of the resources shared during the People Summit:
World of Work Trends 2024
Top Employers Institute’s World of Work Trends 2024 analyses the latest trends in people strategies and practices from leading organisations globally. In the report, our analysis showed five significant trends affecting workplaces in 2024. Those trends are:
- The Future Defined with Purpose
- Dialogue for Transformation
- Evolution of Wellbeing Effectiveness
- Broaden the Horizon of DEI
These trends were unpacked by Adrian Seligman, Executive Board Member at the Top Employers Institue. You can download the report here, and watch Adrian’s Keynote here:
Future of Work – Trend Report 2024
Throughout the People Summit, insights were shared by SAP which also featured many insights from the research they’re doing into the future of work. SAP have identified future of work trends three strategic dimensions. You can access an array of resources shared by SAP during the conference here:
- SAP Future of Work – Global Academic Research: Flex Scrum – Hybrid Work and its Impact on Agile Software Engineering
- Future of Work – powered by SAP Booklet
- SAP Flex Team Workshop – This Design Thinking inspired workshop helps teams successfully navigate a hybrid work model
Future-Proofing HR: Trends and Transformations in India
The People Summit also featured a wonderful panel discussion on future-proofing HR and discussing trends and transformations in the Indian Landscape. On the panel was Kavita Kurup, Global Head HR and Corporate Communications at UST, Shilpy Sharma, Regional HR Head at Empower, Kiran Sn, Vice President – HR, HCLTech, Shweta Mohanty, Head of Human Resources: India at SAP and Billy Elliott, Regional Director Asia-Pacific, Top Employers Institute.
They addressed the integration of technology, the distinction and enhancement of employee experience vs. engagement, the importance of diversity, equity, and inclusivity (DE&I), and strategies for skills development and talent management.
Key points included:
- Technological Integration: Shilpy Sharma highlighted the evolving role of technology in HR, emphasizing advancements that boost organizational efficiency while considering potential drawbacks like job displacement and privacy concerns.
- Employee Experience vs. Engagement: Kavita Kurup differentiated between the two concepts, sharing successful UST initiatives to enhance both through personalized approaches and flexible work arrangements.
- Skills Development and Talent Management: Kiran SN discussed HCLTech’s approach to upskilling and reskilling, aligning talent initiatives with strategic goals, and addressing challenges like budget and time constraints.
- Diversity, Equity & Inclusivity: Shweta Mohanty shared effective strategies and impactful programs at SAP to promote DE&I, acknowledging challenges like unconscious bias and tokenism.
To view the complete panel discussion, please visit: Panel discussion – Future-Proofing HR: Trends and Transformations in India
HR Practices to Elevate Your Workforce: Insights from Asia-Pacific’s Top Employers 2024
This year, we’ve certified 369 organisations in Asia-Pacific as Top Employers, and we have curated a selection of best practices from these esteemed organisations to inspire you. In this comprehensive resource, you’ll find insights and exemplary practices that have not only raised the global standard of HR excellence but also set the benchmark for others to follow.
Download the ebook now to uncover invaluable insights. Here are some highlights you’ll find inside:
- Learning and Development – Discover how AstraZeneca fosters a culture of lifelong learning to support its 2030 Bold Ambition. Learn how their 3Es Learning Framework (Experience, Exposure, and Education) empowers employees to embrace a ‘learning mindset,’ focusing on real-time application and long-term development through coaching and feedforward. Explore how initiatives like Degreed, P100, LEAP 50, and the Accelerate program enhance skills, broaden perspectives, and accelerate leadership development. Discover how AstraZeneca’s commitment to everyday development experiences drives innovation and delivers life-changing medicines to patients, reflected in high engagement scores and strong business performance.
- Onboarding – Discover how NN Life Insurance Japan has transformed its onboarding process by integrating digital tools with personal communication. Learn how new hires benefit from instant access to essential information and e-learning resources, coupled with personal interactions such as welcome sessions with senior management. Explore how these efforts enhance talent retention and engagement by fostering strong connections within the organization.
- Performance – Discover how Lyreco Thailand’s Performance Development Review (PDR) promotes ongoing learning and development. Learn how this holistic procedure integrates self-assessments, open communication, constructive feedback, and personalized development plans to align individual goals with company objectives. Explore how Lyreco’s PDR process, implemented through the Workday platform, has enhanced employee growth, reduced turnover, and increased engagement and satisfaction.
- Sustainability – Discover how CHEP Australia fosters a culture of sustainability throughout the employee lifecycle. Learn how their sustainable practices are embedded from recruitment to onboarding and beyond, promoting a nature-positive economy through their pooling model. Explore initiatives like their annual Sustainability Week and Helping Hands program, which support employee engagement and community involvement, contributing to their ambitious sustainability goals.
- Leadership – Discover how Servier Philippines anchors its leadership on the company value of CARE, fostering a highly inclusive and psychologically safe working environment. Learn how their transformation journey prioritizes acting on feedback, with initiatives like “You spoke, we listened” promoting open communication and continuous improvement. Explore how their psych safety training programs and workshops have built trust and collaboration, leading to high engagement and recognition as a Top Employer.
- Talent Acquisition – Discover how GSK Indonesia’s Talent Pipeline strategy shifts from reactive to proactive recruiting, building relationships with passive external talent for future opportunities. Learn how this approach has streamlined the hiring process, reduced costs, and improved the quality of hires. Explore the steps of identifying, assessing, and engaging potential candidates, ensuring a ready pool of talent for critical roles.
- Career Development – Discover how DLMI Malaysia supports employee career development through initiatives like Personal Development Plans, continuous dialogue, and career coaching programs. Learn how their internal digital career marketplace facilitates mobility and advancement, enhancing employee engagement and satisfaction. Explore how their annual Talent Reviews and Succession Planning process ensure the development of talents for critical leadership roles.
- Offboarding – Discover how GEP India’s Alumni Network on LinkedIn keeps ex-employees connected to the organization. Learn how this professional network facilitates brand advocacy, rehiring of boomerang employees, and networking opportunities. Explore how GEP maintains relationships with former employees through engaging content and periodic alumni events.
