This text is part of the special section Unionism
Recent strikes in the public sector have brought to the fore the consequences of the labor shortage on working conditions and quality of services. Faced with vacancies, particularly for teaching and nursing staff, what measures can employers take to sustainably attract younger workers?
They are between 12 and 27 years old, approximately. While a good portion of Generation Z members will only be employed in a decade, others have already been employed for several years.
2024 is also a pivotal moment for the job market, according to a report from the evaluation site Glassdoor which indicates that Zs are no longer a minority. “For the first time, the demographic curves of Z and boomers intersect. Their preponderance will only increase, they will shape the world of work over the coming years,” underlines Annie Boilard, president and manager of the Annie RH Network.
Competitive salaries
Employers therefore have every interest in knowing the profile of employees of this generation in order to offer them working conditions aligned with their aspirations. “These are people who want a balance between their personal and professional lives. They are looking for pleasure at work, autonomy, fairness and humanity in management, and they have a thirst for learning,” says the entrepreneur. She adds that they also – and above all – want “money in their bank account”.
The Youth study, conducted by the Léger survey firm last year, corroborates the importance that Canadian Zs attach to remuneration. Although they are more inclined to stay in their job in the short term compared to 2021, “both Z and millennials put salary as the first factor that will explain their mobility”, indicates Charlotte Fortin, research director at Léger and co-leader of the study.
The unfavorable economic situation in fact feeds the fears of these generations regarding access to property, which encourages them to be more prudent when it comes to money, underlines the report. “There is a crisis for the future that is felt more among Generation Z than among millennials. They are a little more worried about the prospects linked to the environment and the financial environment, although they have fewer constraints in this area,” specifies M.me Fort.
What can employers do?
Organizations must navigate economic uncertainty and not all can be as competitive as they would like when it comes to compensation. Employers nevertheless have levers that they can activate in order to change the situation with Z employees, believe the speakers.
Among these, the Léger study highlights four elements particularly appreciated by younger generations of employees: flexible hours, social benefits, job security and working in an honest and transparent company. “Salary remains their priority, but if an employer manages to offer profitable conditions in terms of vacation, benefits and hours, this can tip the scales in their favor. Flexibility is really the watchword,” says M.me Fort.
How can this translate into the education or health sector? Annie Boilard puts forward some ideas. “As Zs are very sensitive to remuneration, it may be interesting to think of a formula that would give them access to overtime. Nurses have access to it, teachers less so. Would this be relevant to them? » asks the entrepreneur, referring to the additional development needs of the students.
Supervision by a manager who is available, offers feedback and agrees to receive it, is another element to which younger workers appear receptive. “A person with a coaching approach who helps them flourish,” she sums up.
Thus, Annie Boilard considers positive the prospect of release of mentor teachers when this could be identified in the agreements to renew the collective agreements recently concluded between the unions and the government.
If remote working does not lend itself well to certain professions, implementing it when circumstances permit remains a valuable gain in terms of flexibility, she emphasizes. She mentions as an example the possibility of teleworking during educational days, obtained following negotiations.
One thing is certain, the labor shortage places younger workers in a position of strength, which will inevitably impact the organizational culture of companies. “The current context gives this generation an advantage which significantly influences values,” recalls M.me Boilard. She highlights the decline in taboos linked to mental health, concern for the environment and the level of technological literacy which characterize the Z. A final point which will undoubtedly be amplified among members of the next generation, known as alpha, immersed since their birth in digital technology.
This content was produced by the Special Publications team at Duty, relating to marketing. The writing of the Duty did not take part.