It’s a cliché to scoff about the “kids these days.” Somehow, throughout all of recorded history, the grown-ups have complained about youngsters and, inevitably, those kids age into the job market and figure things out.
And that’s just what Gen Z is doing now.
The post-millennial cohort, roughly assessed to have been born between 1997 and 2012, are starting to move into difference-making positions in the world. While sweeping generalizations risk oversimplification, there can be some broad applicability regarding the values and expectations a generation brings into the world of work.
It’s essential for print and promo leaders to understand those elements. Why? Because it will help them create workplaces that attract and retain the next generation of top-notch talent – an essential changing of the guard to keep their businesses, and the industry, running through the decades. These strategies will help firms build such dynamic workplaces.
Key In on Culture
Over the last decade, Jason Lipsett, a millennial, has been forging a successful career at his family’s business, rising recently to the role of president at Charles River Apparel (asi/44620).
Now that he’s in a position of power, he’s been contemplating what worked for him as a young person joining the industry and what will work best for younger team members the company may bring on. His intentional thinking has led to this conclusion: Creating a vibrant culture is paramount.
“For me, the most important aspect of any company is how they treat their people,” Lipsett says. “Since you spend so much time with your co-workers, it’s essential to build genuine relationships and truly enjoy the work you’re doing together. I was a competitive athlete through college, so I’ve always valued the sense of being part of a team. There’s something incredibly rewarding about working together toward a common goal, and that’s the kind of culture I seek to cultivate – one where collaboration, passion and shared success are at the forefront.”
It’s a similar story at Counselor Top 40 supplier Sunscope (asi /90075), where efforts include fostering a company culture that welcomes young emerging talent and gives those individuals a reason to grow at the firm. “I want people to be happy to come to work,” says Anika Bhavnani, Sunscope’s vice president of operations. “I want to add some spice to the business. I want people to have things to look forward to. We do check-ins to make sure everyone is happy and comfortable. We’re always asking, ‘What can we do better?’”
Build Genuine Values Into Your Business
Put simply, younger people want to be part of companies for which they can feel good about working. Researchers say that often happens when businesses take clear and sincere stances on their values – and then live by them.
For instance, those who grew up with the internet tend to be keenly aware of social justice, equality and sustainability. Baking those ideals into a company’s culture – and actively supporting them – looks good to prospective hires and those already working within a business. “People today, especially the younger generations, want to work for companies that align with their values and contribute to something meaningful,” Lipsett says.
Statistics back up the assertion: A study by global consulting firm EY found that 63% of Gen Z workers would choose a company that prioritizes diversity, equity and inclusion over one that doesn’t. “Gen Z is a generation that expects equity, inclusion and a sense of belonging as a minimum,” Errol Gardner, global vice chair of consulting for EY, told Forbes recently. “Being able to reflect, represent and understand your diverse workforce doesn’t just empower teams and make them feel included but also benefits organizations and the customers and communities they serve.”
Provide Flexibility & Work-Life Balance
Due to changes ushered in during the COVID-19 pandemic, it’s a different workforce than the one that existed even four years ago. Now, things like hybrid workplaces are the norm. Perks like unlimited PTO that might’ve previously been unheard of outside the hippiest Silicon Valley startups have become more mainstream.
Print and promo firms courting Gen Z and younger millennial talent need to recognize this and adapt. That doesn’t mean accepting inefficient or slack working practices, but it does center on developing a company with the processes in place that allow for work-life balance. “Flexibility in the workplace is key,” says Lipsett. “We’ve maintained a hybrid office model since the pandemic, and I firmly believe in being responsive to individual and family needs.”
Research from EY suggests that’s part of the right approach. Younger people are more likely than other generations to openly discuss personal satisfaction and psychological well-being at their jobs with colleagues and friends. It’s why, perhaps, more than a third of Gen Zers surveyed by EY reported that they expected to switch jobs within the next year – showing a willingness to make a move if they’re unhappy.
To not be one of those companies from which 20-somethings jump ship, print and promo purveyors must strive to create workplaces in which the workers feel personally satisfied. “For Gen Z,” Gardner says, “personal sacrifice does not equate to professional value.”
Appeal to a Digital-First Mentality
Gen Z came of age in front of screens and gaming consoles and had their formative years interrupted by the social restrictions of the pandemic. As such, they’re highly comfortable communicating through digital means – and sometimes, in-person offices and face-to-face interaction can feel intimidating.
Of course, this doesn’t mean a business has to only operate remotely. But offerings like hybrid work models and quality digital communication tools can help ease younger generations into this new work phase of their lives.
Most importantly, Tara Salinas, professor of business ethics at the University of San Diego, says that managers should have a little extra patience while getting younger team members acclimated. “Hiring managers need to be cognizant of this when interviewing Gen Zers for positions,” she says. “This generation may need more training when it comes to professional skills.”
Foster Trust
Young people embarking on their careers want to feel like they’re valued. One way to do that is to provide them with the training and support they need to succeed, and then give them increasing levels of responsibility and trust.
Andrew Titus, president for Counselor Top 40 distributor Fully Promoted (asi/384000), tells the story about how when he was brought into his family business, he was given the chance to oversee expansion at the company.
It was a huge opportunity for the company – focused on increasing footprint and year-over-year sales. It was also a massive opportunity for Titus to show his ability after his father, the company’s founder, gave him the tools to succeed and only stepped in when and where it was necessary. “Dad trusts us and gives us advice, but ultimately it’s our decision,” Titus says. “That’s freeing. That’s how we learn.”
Familial Succession
The print and promo industries are home to many family-run businesses. With that comes a desire to hire the next generation of company stars from within the bloodline. Still, it’s important to determine if those younger family members are a truly a good fit. Dr. Steve Treat, a family business expert, CEO emeritus of Council for Relationships and a popular speaker at the ASI Shows, offers advice here that will help you do just that.
Q: What personal attributes should company executives look for in members of the next generation?
A: The most important thing is that they’re competent for the role. At a minimum, they should meet the requirements of what management would be looking for if they were hiring outside the family.
Q: Where do people usually go wrong with this?
A: The worst-case scenario is that they bring on family members who can’t find another job, so they haven’t built their own confidence, identity and sense of skill. Some companies can help with this through education, but it’s important that they have some work experience. The potential hire ought to be able to get a job easily at another company.
Q: What personality traits do you think help someone gel in a role?
A: They need to be able to take a piece of criticism and probe it, think about it and talk about it with their parent or boss. They need to have humility, and not use their last name as a point of power. They should be humble enough to recognize that there are probably many more people in the company who could mentor them.
Q: What are some red flags that shouldn’t be ignored?
A: They take any criticism and feedback as negative. They’ve reflected very little on their own strengths and weaknesses – they think they’re entitled to a job.
