Managing Generation Z : how to recruit, onboard, develop, and retain the newest generation in the workplace

Select an Action

Title:

Managing Generation Z : how to recruit, onboard, develop, and retain the newest generation in the workplace

Author:

Paggi, Robin, author.

ISBN:

9781610354004

Physical Description:

xvi, 325 pages ; 23 cm

Subject Term:

Generation Z -- Employment -- United States.

Conflict of generations in the workplace -- United States.

Intergenerational relations -- United States.

Added Author:

Clowes, Kat,

Summary:

"Expert advice on attracting, training, managing, retaining, and succeeding with America's newest generation of hard-working, tech-savvy employees. A new generation is entering the American workforce-Gen Z, the age cohort born after 1996. Having grown up with smartphones, social media, emoji-speak, helicopter parenting, and no expectation of privacy, Gen Z has a unique culture and working style that can be baffling to their Millennial, Gen X, and Baby Boomer managers. In Managing Generation Z, Robin Paggi, a veteran HR manager, and Kat Clowes, an educational consultant who has worked with hundreds of Gen Z'ers, join forces to give employers and managers a practical, easy-to-understand guide to the new generation defining the future of work. Based on Clowes's in-depth knowledge of Gen Z habits and Paggi's real-world experience of how generational miscommunications can cause expensive personnel problems, Managing Generation Z gives managers at all levels a plan for getting quality work from Gen Z employees while avoiding cultural clashes at the office. Gen Z is highly educated, extraordinarily tech-savvy, eager to meet expectations, and loyal to employers, but many Gen Z workers have never been trained in the basics of professionalism, workplace communication, and the unwritten social rules older generations instinctively expect. Managing Generation Z teaches managers how to bridge the communication styles between Gen Z and older colleagues, how to train Gen Z staff to make work objectives clear, and how to evaluate and correct Gen Z employees so they will listen, accept, learn, and improve. Like having an expert HR manager at your fingertips, Managing Generation Z is essential reading for both front-line supervisors and C-level executives who want to get the most from the newest generation in the workforce"--

Holds:

Available:*

Library	Call Number	Status
Searching... Bayport Public Library	658.300973 PAG	Searching... Unknown

Bound With These Titles

On Order

Summary

Expert advice on attracting, training, managing, retaining, and succeeding with Americas newest generation of hard-working, tech-savvy employees. Like having an expert HR manager at your fingertips. In Managing Generation Z, Robin Paggi, a veteran HR manager, and Kat Clowes, an educational consultant who has worked with hundreds of Gen Zers, join forces to give employers and managers a practical, easy-to-understand guide to the new generation defining the future of work. Based on Clowess in-depth knowledge of Gen Z habits and Paggis real-world experience of how generational miscommunications can cause expensive personnel problems, this book gives managers at all levels a plan for getting quality work from Gen Z employees while avoiding cultural clashes at the office.

Reviews (3)

Publisher's Weekly Review

Paggi, an HR trainer, and Clowes, an educational consultant, deliver a comprehensive but stereotype-hobbled guide to managing the 61 million-strong age cohort born after 1996. Because of technology and lack of work experience (only 19% had jobs as teens), Gen Z has a different approach to work than their boomer or millennial bosses, the authors write, which can lead to misunderstandings. They tout the younger generation as workers who are practical and cautious after seeing their parents go through a recession, as well as tech-savvy, and the authors encourage businesses to hire Gen Z employees since they're "not going to be able to ignore them for long." But the authors also often employ generalizations that undermine their credibility (Gen Z "have rarely been held accountable for being on time"; they also lack email etiquette). They offer no shortage of advice on such subjects as orienting new employees (show them around, introduce them to coworkers), setting goals (make sure they're attainable), and giving feedback (ensure it doesn't make them feel threatened), but it lands as not specific to any age group. This one misses the mark. (Apr.)

Choice Review

The latest generation to join the workforce today are Gen-Zers. Anyone who manages individuals on a regular basis, in a leadership or human resources capacity, will want to add this book to their reading list. Paggi and Clowes use their collective consulting expertise and workplace experience to piece together how the characteristics of Gen Z translate to the contemporary world of work. The book contains 35 chapters, organized in seven sections, that cover topics such as cultivating professionalism, understanding the skillsets of this generation, effective onboarding, and tips for supporting Gen-Z employees' success post-onboarding. Each chapter provides readers with real-world scenarios to think about how to engage this generation effectively. While Gen-Zers require focused and consistent input to feel successful in the workplace, comprehensive training is one of several outcomes--and the most valuable--presented in the text. Overall, this book is sure to prompt leaders, human resource professionals, and other organizational stakeholders to engage in rich reflection and dialogue that is sure to leverage the strength and success of the Gen-Z workforce. Summing Up: Essential. Professionals. --Russell Wartalski, Northeastern Illinois University

Library Journal Review

Paggi and Clowes are a good combination for this practical guide to hiring, training, and managing Generation Z (i.e., people born in or after 1996). Paggi works with human resources professionals, especially in training and development, while Clowes assists Generation Z'ers in finding employment. They draw from their own experience but also from the experiences of others, as well as data from surveys. The book argues that Generation Z is more deeply involved with social media (especially via smartphones) than previous generations, which makes them think the internet holds the solution to any question. At the same time, having lived through the terrorist attacks of 9/11 and the Great Recession of 2008, they are inclined to be risk averse and to seek stability. Paggi and Clowes say managers should pay deep and sustained attention to developing an appropriate office culture that can take full advantage of the strengths Generation Z brings to workplace while averting a culture clash between employees of different generations. VERDICT The book's pragmatic, realistic approach will appeal to HR professionals and general managers.--Shmuel Ben-Gad, Gelman Lib., George Washington Univ., Washington, DC

Introduction	p. ix
Section 1 Open the door to gen Z	p. 1
Chapter 1 Why should you hire gen Z?	p. 3
Chapter 2 How do you find gen Z Workers?	p. 7
Chapter 3 Narrow the list	p. 13
Chapter 4 Talking and testing	p. 21
Section 2 Hire them	p. 27
Chapter 5 Find a good fit	p. 29
Chapter 6 Avoid a culture clash	p. 37
Chapter 7 Prevent groupthink	p. 43
Chapter 8 Check them out	p. 49
Section 3 Welcome them	p. 53
Chapter 9 First days first	p. 55
Chapter 10 Solid grounding	p. 61
Chapter 11 Good goals	p. 69
Chapter 12 Performance evaluations and feedback	p. 76
Section 4 Train them	p. 87
Chapter 13 What do they know?	p. 89
Chapter 14 Cultivate professionalism and civility	p. 100
Chapter 15 Regulate cell phones	p. 110
Chapter 16 Tame social media	p. 117
Chapter 17 Claim your time	p. 125
Chapter 18 Fashion a dress code	p. 132
Chapter 19 Coach communication	p. 136
Chapter 20 Explain email and emojis	p. 144
Chapter 21 Address bad habits	p. 153
Section 5 Work with them	p. 159
Chapter 22 Commitment and love	p. 161
Chapter 23 Cultivate a positive atmosphere	p. 169
Chapter 24 Build a great team	p. 179
Chapter 25 Have some fun!	p. 185
Chapter 26 Equip your leaders	p. 194
Section 6 Avoid problems	p. 205
Chapter 27 Harassment and discrimination	p. 207
Chapter 28 Sex and gender issues	p. 214
Chapter 29 Race, culture, and bias	p. 221
Chapter 30 Religion and politics	p. 229
Chapter 31 Handling complaints	p. 236
Section 7 Keep them healthy, safe	p. 249
Chapter 32 Address mental health issues	p. 251
Chapter 33 Health and the Law	p. 261
Chapter 34 Encourage physical fitness	p. 267
Chapter 35 Alcohol and drugs	p. 274
Conclusion	p. 281
Appendix A Providing References	p. 283
Appendix B At-will employment precautions	p. 286
Appendix C Social media and the NLRA	p. 289
Appendix D Fashionable precautions	p. 291
Appendix E Troublesome words	p. 294
Appendix F Training cases	p. 296
Appendix G California training mandates	p. 298
Appendix H Supervisor problems	p. 300
Appendix I Starbucks Training	p. 303
Appendix J Two case examples	p. 305
Appendix K Medicinal marijuana at work	p. 308
Appendix L A coach and a problem	p. 310
Appendix M Nightmare scenario	p. 312
Acknowledgments	p. 314
Index	p. 315

Available:*

Bound With These Titles

On Order

Summary

Summary

Reviews (3)

Publisher's Weekly Review

Choice Review

Library Journal Review

Table of Contents

Helpful Links

Research Links

Contact

Events and Rooms

Follow Us

Today's Hours