19_06_24_career_generacion_Z

The millenials give way to generation Z or centennials, born between 1995 and 2010. What characterizes them? How do companies and universities adapt to their concerns and preferences? Fifty professors and businesspeople from Navarre attended the first session of the cycle 'ENcuentros', organized by the Foundation business y Career Services. Charo Sádaba, dean of the School of Communication of the University of Navarra, Isabel Lara, vice president of Atrevia, Luis Unceta, CEO of IsimarIsabel Lara, vice-president of Atrevia, Luis Unceta, CEO of Isimar, and Josean Ascarza, CEO of Oniria Consulting, participated in the session, in which they shared their concerns about this young generation.

Atrevia, together with Deusto Business School, conducted a study in Spain and Portugal with young people Z that helped them to better define and understand this generation. "We live in an absolutely global world and Generation Z is different from the rest because it is the only one that has been socialized and formed through the Internet," said Isabel Lara.

Based on the results of the study, they determined that Generation Z is the "generation of the I's ": internet, Instagram, immediacy, innovation, irreverence, restlessness, and influence. But they are also characterized, according to Isabel Lara, by two Cs: they have lived through a major crisis and they like to share, which explains, for example, the rise of collaborative Economics .

Z's as workers and consumers

60% of the professions of the future are not yet known. "It is not going to destroy employment, it is going to transform. If there is a generation ready to take on new responsibilities and jobs, it is the Z generation," said Isabel Lara.

Many attribute the adjective nini (neither studying nor working) to the Zs. "We have discovered that this is not the case. In fact, Education is their main concern. But this has to be transformed in substance and form, they are no longer satisfied with the masterful class , they want to be trained in skills such as public speaking, "said the vice president of Atrevia.

In terms of labor, according to the study, they also have other preferences. "They want more flexibility and what matters most to them when it comes to working in a business is the environment. They are also interested in the functional mobility , they do not aspire so much to reach high positions. And, of course, they don't want bosses, but leaders they can learn from and communicate with," explained Isabel Lara. Many companies are questioning how to adapt to these new preferences. "The 'problem' is not young people, but managing generational diversity, i.e. the fact that we have workers and consumers of different ages," said Isabel Lara.

There is one aspect that young Zs have in common as workers and as consumers: "They are not interested in big companies simply because of their brand, but because they are companies that do something for society, especially if they are sustainable and innovate in technology," he added.

Indeed, many brands say it is becoming increasingly difficult to connect with these young consumers. "They are very interested in value for money, immediacy and respect for the environment. These are the three aspects that most drive their loyalty, but it doesn't cost them anything to switch from one brand to another," said Isabel Lara. The people experience is also essential. "To connect, you have to give the consumer an experience, student or employee," said Isabel Lara.

Both the academic and business worlds have to face challenges and changes. But there is one issue that, according to Isabel Lara, should not be lost sight of: "Technology does not empathize, it does not generate engagement, but is a tool at the service of people. As much as generation Z is very technological, human relationships are still fundamental to generate engagement with people".

For Charo Sádaba, dean of School Communication, it is essential to be aware that times are changing: "Things don't necessarily have to be done one way because they have always been done that way. For example, flexibility opens new spaces for growth staff. But young people also have to understand that if a boss behaves in a certain way, it's not that he or she is inept, it's just how he or she learned to do it at the time."

"These meetings are a valuable bridge to share ideas that allow us to adapt to change, get out of our comfort zones, and look at these new generations from an appreciative point of view. Not from imposition, but from affection. Not from obligation, but from example", commented Roberto Cabezas, director of Fundación business and Career Services.

Why are the Z's like this?

There are many adjectives with which young Zs are associated, and sometimes the negative ones predominate. "We need to have a more reasonable view to understand why they are like that," commented Charo Sádaba, dean of the School of Communication. "They present common factors: they have grown up in the formulas of capitalism, in the world of globalization, in a period of general family and relational changes, watching and learning from youtubers and instagramers...", she added.

Other factors have also played a role, for example, in "not being able to properly assess the risks involved in their life decisions", such as parental overprotection.

"According to experts, they have grown up with very full agendas, especially in cities. The lack of play in childhood means that anxiety and narcissism may appear more frequently. Behind the 'postureo' of social networks there is a lot of insecurity and fear of not being accepted," says Charo Sádaba. Social networks and the Internet satisfy three needs typical of this age group: the need for socialization, entertainment and identity.

Young Z's are also characterized by living emotions in a more intense and natural way. "They love to live totalizing emotions, those that involve a social experience with a mixture of intense emotions as happens at a concert, a party, a surprise party... They help them relate to friends and understand who they are," explains Charo Sádaba.

In addition, he says, this generation's relationship with time is conflictive: "The long deadline scares them, so they are afraid to commit, even in personal relationships. You offer them a permanent contract and they tell you they don't know if they want to work in the same place for five years.

In this scenario, Charo Sádaba defined the most appropriate attitude: "Faced with uncertainty, we can accompany them; faced with their fear of risk, we can help them manage the personal decisions they have to make; faced with their high emotional sensitivity, we have to understand them; and faced with the consequences of technologicalization, we can take advantage of its benefits to minimize its risks".