Generasi Z at Work

Neila Ramdhani

neila_psi@ugm.ac.id

Applied Cyberpsychology Laboratorium

Room: A-111 Fakultas Psikologi UGM

Neila Ramdhani

• Bekerja di UGM:– Fakultas Psikologi, Ka Prodi Doktor Ilmu Psikologi– Magister Manajemen

• Education Background:– PostDoctoral Research at TU Wien, Austria– Doktor Psikologi Informasi Teknologi (UGM + University of

Massachussetts, USA)– M.Ed in IT, Multimedia, & Education University of Leeds, UK– MA in Clinical Psychology, UGM

• Riset terkait CyberPsychology:– Digital native Indonesia; Information seeking

behavior; Game online addiction; Digital literacy; Envy di social media; Cyber-bullying; Online self-representation; Smart school for smart people; Exposure therapy virtual reality..

Agricultural

Industrialisasi

TeknologiInformasi

IlmuPengetahuan

Connected Baby

PERGESERAN ERA

Milleneal GenerationBaby Boomers Generasi X Generasi Y Generasi Z

GENERASI menentukan PERILAKU

• VALUES, tata nilaiditananmkan di tahapawal kehidupan manusia

• ATTITUDES, tata nilaimembentuk sikapmanusia

• CHOICES, sikap manusiamenentukan pilihannya

Traditionalists/Veterans (1922-1945)

Sumber image: http://unsplash.com

Baby BoomersBorn 1946-1964

Sumber image: http://unsplash.com

Generation X Born 1965-1982

Millennials/Generation Y(Kelahiran 1983-2000)

Generation Z

9

Setiap generasi berkontribusi

10

TATA NILAI

SIKAP

PERILAKU

Work Ethic Generasi NOW

• Suka tantangan, mudah bosan, suka pekerjaan yang meaningful

• Bekerja sebagai ajang untuk merasa terlibat dan berkarya

• Pekerjaan itu sama pentingnya dengan kehidupan personal

Siapakah Pemimpinnya?

• Respect authority and rules similar to Traditionalists.

• Value a relationship with the immediate boss.

• Respond best to an informal, engaging, and “fun” approach.

Communication Style

• Like informal communication that feels positive and personalized to them.

• Value patience and clarification.

• Prefer electronic communication over meetings.

Interaction with Others

• Collaborative spirit

• They value social networking.

• Respectful of the experience of others.

• May be perceived as having poor communication skills, being rude, or feeling entitled

Feedback

• Immediate feedback

• Eager to please and looking to be coached.

View toward the Employer

• View toward employers are dependent on their specific work experiences

• They have high expectations for their boss and their work experience

• Unmet expectations drive them to leave

Work vs. Personal Life

• Careers must leave room for personal lives.

• Seek flexible scheduling and part-time or temporary leave options.

What they Want

• Prefer to receive immediate rewards for their achievements.

• Like Generation Xers, they want more challenges and opportunities to develop their skills

• Have fun at work

• Work on a variety of tasks

• Mentorship

Research Topics:Implications for Management

Mentorship/Mentoring

• Boss as a resource for learning, training, and growth opportunities.

• Boss as a big reason to leave a job.

Implications for Management

Be a mentor:

• They also value frequent communication with their boss, which includes feedback.

• They expect their boss to be directly involved in overseeing their career development.

Implications for Management

Structure work:

• Numerous tasks with deadlines, a clearly defined schedule, and measurable goals.

• Inform the steps involved in a project, and allow them to complete it in pieces.

Implications for Management

Challenge them:

• Put them on the fast-track to increased responsibility.

Generational Disconnect

Veterans have the tendency not to

question or challenge authority

the Gen Xers and Millennials who have

been taught to speak up.

Generational Disconnect

• Gen Xers and Millennials may fail to actively listen to Boomers and Traditionalists thereby missing valuable information and guidance

Summary: The Differences

Feedback

• Veterans: “No news is good news.”

• Boomers: “Feedback once a year and lots of documentation.”

• Gen Xers: “Sorry to interrupt but how am I doing?”

• Millennials: “Feedback where I want it at the push of a button.”

Conclusion

Ireland 2006

Effective leadership in this century can no longer be “my way or the highway.” We must have a vision for the future, an understanding of our employees and a plan that meets their needs as well as those of the company. But a vision and a plan without execution is meaningless.