How Gen Z is transforming HRM practice at the workplace

Abstract

Numerous progressive business studies have noted numerous behavioral, psychographic, demographic and geographical traits with which the general populace is segmented, such as country, gender, social status, AIO* and lifecycle stage. However, in recent years, the notion of segmenting our population also from a generational standpoint has started to reach our offices’ drawing boards. In fact, an increasing yet still few studies analyze this diversity vis-à-vis the generations individual's belong to. This is so since comparable ‘generational traits’ can be directly linked to a cohort of individuals who were born in the same time period, as well as track ‘sense of differences between age groupings in society’ (Jane Pilcher, 1993). The study explores the influence that the emerging Generation Z is having on human resources management within the workplace. The research will include qualitative research undertaken with numerous Human Resources decision makers operating within the local Gaming industry. The research study is strictly qualitative; nevertheless, during the course of the study, the researcher will refer to statistics in order to interpret certain data, such as employee turnover. Following the analysis of current literature, the researcher will conduct a series of interview with gaming industry experts to pinpoint the distinct relevant changes noted nowadays with the HR department. The results of the study enabled the researcher to list down the key changes, which HR teams must face in order to keep up with the up and coming, dynamic demands of Generation Z whilst also serving its more senior body of employees. Briefly, these include the expansion of the department itself as it deals with the challenges of dealing with an international workforce, executing the appropriate work engagement strategy, advocating the right work culture and promoting itself as an ideal employer. The changes look at the responsibilities bestowed upon the department, including that of managing the organization’s culture, managing career progression, ensuring the right culture fit during recruitment and retaining the top talent. In addition, one looks at how basic HR processes such as recruitment and training have evolved due to technology. It notes new policies that HR has had to establish such as those relating to confidentiality, competition, work-life balance, communication, access to information and social media. Lastly, it looks how concepts such as agility and flexibility are dominating not just HR but the industry in general due to the nature of its people and operations.