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3 in 4 Gen Zers will resign if they don’t get feedback from managers

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Summary

This article examines the importance of providing career growth plans and regular managerial feedback for Gen Z employees. Research has found that 73% of Gen Z employees said they are more likely to leave an organization if they don't receive frequent managerial feedback and communication. Companies need to provide a structured approach to career growth plans and regular check-ins in order to successfully hire and retain new employees. It is also important to provide upskilling/reskilling initiatives to help employees grow and develop their skills.

Q&As

What percentage of Gen Z employees reported that they are more likely to leave an organization if they don’t receive frequent managerial feedback and communication?
73% of Gen Z employees reported that they are more likely to leave an organization if they don’t receive frequent managerial feedback and communication.

How often do the majority of employees have check-ins with their managers?
The majority of employees (76%) only have a check-in once per month or less.

What is the current situation regarding logging feedback from performance management meetings?
25% of employees don’t have access to personal development plans and associated goals.

What are the implications of the “gap career” trend for career development?
The “gap career” trend could lead to a lack of in-office experience, which could affect career development by making it difficult for Gen Zers to know how to behave at work.

What is suggested as a way to help Gen Zers overcome challenges and retain them in the years to come?
It is suggested to take a deep dive into internal upskilling and reskilling to help talent grow and overcome challenges. Additionally, creating the right infrastructure and processes to support career progression from within is suggested to help retain Gen Zers in the years to come.

AI Comments

👍 This article is an eye-opening look into how Gen Zers are driving the need for more feedback and career growth plans from their managers. It also provides useful insights into how employers and employees can work together to provide the best opportunities for career progression.

👎 This article provides an overly optimistic view of Gen Zers and fails to take into account the potential drawbacks of their demands for frequent feedback and career growth plans. It also ignores the fact that companies may not be able to meet the expectations of Gen Zers in terms of upskilling and reskilling.

AI Discussion

Me: It's about how Gen Zers are more likely to leave an organization if they don't receive frequent managerial feedback and communication. The research found that just 15% of employees have regular weekly check-ins with their managers to discuss performance.

Friend: Wow, that's a really high number. It's definitely something managers need to be aware of.

Me: Definitely. It's also important for organizations to invest in upskilling and reskilling employees so they have the skills they need to succeed in the future. Otherwise, they're going to be at a disadvantage when it comes to hiring and retaining new employees.

Action items

Develop a structured approach to performance management meetings, including regular check-ins with employees and logging feedback from meetings.
Invest in upskilling and reskilling employees to ensure they have the skills they need to succeed.
Create an infrastructure and processes to support career progression from within, including providing employees with personal development plans and associated goals.

Technical terms

Gen Zers: A term used to refer to people born between 1997 and 2012.
Employee Success Platform: A software platform designed to help employers measure and improve employee engagement, performance, and satisfaction.
HR Professionals: Human Resources professionals who are responsible for managing the recruitment, training, and development of employees.
Check-ins: Regular meetings between managers and employees to discuss performance.
Performance Management Meetings: Meetings between managers and employees to discuss performance and provide feedback.
Upskilling/Reskilling: The process of teaching employees new skills or updating existing skills to keep up with changing technology and job requirements.
Baby Boomers: People born between 1946 and 1964.
Talent Managers: Professionals responsible for recruiting, training, and managing employees.
Learning and Development Professionals: Professionals responsible for designing and delivering training and development programs for employees.
Digital and Technical Skills: Skills related to the use of technology, such as coding, software development, and data analysis.
Managerial and Leadership Capability: Skills related to managing and leading teams, such as communication, problem-solving, and decision-making.