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PAE
• Two thirds of hiring managers say Gen Z have become more
demanding
• Almost a third of younger generations value pay over job security
• Nearly a quarter would move jobs if they don’t get the pay rise they
ask for
last year. This is followed by millennials (64%), and skills shortages:
Gen X (37%) and baby boomers (22%).
“Gen Z might be the most digitally-savvy
While the data revealed that job security is demographic in the workforce, but according
valued as more important than pay by 43% to our research they are also the most
of all employees, Gen Z was more likely than demanding when it comes to pay and
any other age group to prioritise remuneration. renumeration. As businesses struggle to
Almost a third (29%) of respondents in this balance already limited budgets with the need
demographic rated pay over job security, to recruit and develop emerging generations,
compared to 25% of millennials and 23% of carefully developed talent attraction strategies
Gen X. that appeal to Gen Z will be a priority.
The study also revealed that younger “Given that this demographic is the future of
professionals are less loyal to their employers, the workforce, it’s critical that employers find
with 20% of Gen Z revealing that they would a way to strike the right balance between
move jobs if they didn’t get the pay rise they remuneration and retention strategies that
want, while 12% would ask for more benefits build loyalty longer-term. The fact that our
instead. data shows that Gen Z is willing to consider
additional perks and benefits where pay
Nonetheless, businesses need to be aware increases aren’t feasible shows that there are
that Gen Z workers are particularly motivated alternative routes to attracting and engaging
by jobs that align with their values and give this generation. With Gen Z ultimately driven
them a sense of purpose. The types of by meaning and purpose, businesses could
organisations that resonate with Gen Z are the employ alternative engagement methods,
ones that make a positive impact on society such as showing how their role contributes to
and the environment, promote a culture of the larger goals of the company and the world.
continuous growth and development, and Emphasising the social impact or ethical
encourage autonomy and entrepreneurship.
dimensions of their work and involving them in
As Matt Weston, Senior Managing Director sustainability or social responsibility initiatives
UK & Ireland at Robert Half explained, this is can go a long way.”
putting further pressure on employers that are
already contending with budget constraints
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