According to a survey by rewards platform Perkbox, four in five Gen Z workers (78%) were considering changing jobs after the pandemic.
The survey of more than 1,000 employees under the age of 25 (born between 1997 and 2012) by data research firm Censuswide didn’t quite yield a big quit, though low unemployment and Strong competition for skilled workers drives up wages, but 78% of respondents said they’ve considered changing jobs in the past six months, with nearly half (43%) citing higher pay as their main motivation .
Those working in the retail, restaurant and leisure sectors are the least satisfied with their role, with more than a quarter (27%) saying they were unhappy with their job. Mental and financial well-being seemed to be a particular issue in this industry, being rated as “poor” by 20% and 28% respectively.
Perkbox Australia country manager Ross McDonald said that in general, Gen Z employees want more support on this front, with the vast majority wanting their employer to do more for mental wellbeing (77 %) and financial (66%).
“This study should serve as a wake-up call to employers about Gen Z in the workforce. They are very motivated and hardworking employees. But if they don’t feel properly supported, they won’t tell you, they’ll just seek to leave,” he said.
“This is a generation of workers that will reward proactive employers. If you go above and beyond for them, they will go above and beyond for you.
Flexibility was valued most by Gen Z, with more than a third (37%) even saying they would move to a lower paying position to maintain work-life balance.
Almost all (88%) said it was important for benefits to be tailored to them as an individual, but more than a quarter (28%) said everyone in their current workplace receives the same benefits, while 26% do not even receive all the benefits.
McDonald said the numbers underscore the importance of employers talking to their team to find out what drives each individual.
“Some employees may want more time off, others may be interested in insurance benefits instead. A one-size-fits-all approach will not suffice, especially with younger workers,” he said.
“Choice and personalization are a common aspect of their daily lives, so it makes sense for them to want this reflected in their benefits package.”
Managers think they’re awesome
The Gen Z Censuswide survey has emerged alongside another survey, this time by recruiter Robert Half, found that Australian managers think they are really good at their jobs, with 81 per cent rating their skills in management between 8 and 10, where 10 is excellent, with 29% giving themselves a perfect score.
Only 8% of respondents rate themselves at 6 or lower, underscoring the high degree of self-confidence of Australian managers.
Australian leaders saw room for improvement, however, with 4 in 10 believing their game needed to be upped in fundamental areas such as motivation and engagement (42%), conflict management and dissemination bad news (42%), and employee wellness support (42%).
Robert Half Australia director Andrew Brushfield said the annual survey and was conducted online in late 2021, surveying 300 hiring managers, including 100 CFOs and 100 CIOs, shows that Australia’s tight labor market has created more opportunities for workers to move quickly into managerial or leadership positions – even with skills considered “underdeveloped” before the pandemic,
“This, coupled with the increased strategic role that management has taken on in the post-pandemic market, has placed greater emphasis on how employers provide in-house leadership training opportunities. Equipping leaders to identify and address emerging trends, guiding agile decision-making in uncertain situations, and structured people management expertise are essential skills in today’s market,” he said.
“It is often said that employees do not leave their jobs, they leave their managers, and as the war for talent does not seem to subside, management excellence is a valuable retention lever. Creating a positive employee experience not only contributes to motivation and engagement, but acts as a barrier to employee turnover. »
And while he thinks they’re doing a great job, Brushfield said their goal for improvement is clear.
“In the post-pandemic market, the importance of strong and competent management is threefold: restoring a sense of culture and stability among decentralized teams; cultivate a high performing and productive team as organizations embark on ambitious growth initiatives; and drive change management to adapt workers to digital transformation efforts,” he said.