The element of motivation has become one of the most challenging and complex aspects of Human Resources. Particularly after Generation Z, Human Resources motivation involves understanding the unique perspectives, values, and needs of this generation, often referred to as "digital natives" and "purpose-driven" workers. Understanding the perceptions held by Generation Z and beyond helps facilitate empathy. Traditional tools such as salary, bonuses, and benefits seem to have less impact on the motivation of this generation. Different needs arise for different worldviews and psychological perceptions.
Some strategies that HR leaders can use to motivate and engage Generation Z employees include creating a mission and vision that aligns with their personal goals and passions, keeping passion and excitement alive in this process. Additionally, offering flexibility and autonomy in terms of working hours, location, and style, along with providing modern technology tools and platforms, is crucial. Flexibility, along with speed and efficiency, plays a critical role. While promoting diversity, participation, collaboration, and feedback culture, it is also essential to prioritize mental health and well-being, considering the human factor.
Another crucial motivation factor is providing opportunities for continuous learning, growth, and development and rewarding results rather than time spent. Offering hybrid work formats as an option to accommodate the different preferences and expectations of Generation Z employees can also be beneficial.
Change in human resources dependent on artificial intelligence and technology is inevitable. However, the need for human workforce in terms of creativity, development, self-control, and socio-economic aspects will always exist. Understanding the new generation and brainstorming adaptable tools for changing working styles is one of the challenges ahead, and it is a delicate matter. We should not be afraid to brainstorm and be open to new methods! Otherwise, our current fears could turn into bigger concerns for the future of our work.
Dr. Bilinç Dolmacı
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