Chapter 4: Salon Professionals and Gen Z Hires 1 CE Hour
Course overview Generation Z is a whopping one third of the global population. The nearly 2.56 billion who are in or about to enter the workforce will change how business is conducted. Policies designed to attract and hire, train and develop, and ultimately retain this huge group must change to Learning objectives After completing this course, the learner will be able to: Understand Gen Z as they enter the workforce. Understand learning and work ethics of Gen Z.
complement and reflect this generation’s work and life expectations. This basic-level course will help salon professionals understand how to establish a solid working relationship with the Gen Z population.
Understand methods used to attract, develop and retain Gen Z in the workplace.
LET’S COMPARE AND CONTRAST GEN Z WITH PREVIOUS GENERATIONS
Obviously, humans are still individuals and year of birth cannot be definitive, however, some generalizations re: characteristics can be made. Defining a generation is not The Baby Boomers Baby Boomers were part of the marked rise in baby births in the United States beginning after the end of World War II. People born between 1946 and about 1960 are generally classified as Baby Boomers. Typically, Baby Boomers think optimistically and like to participate. They are team-orientated but will question authority if necessary. In the past, this generation has been at the forefront of movements like the sexual revolution, and still continues to support various causes. They believe in personal development and are independent thinkers. In general, they respond to advertising in the mass media, magazines, and direct mail. They tend to be followers but can also be assertive and they handle conflict well. They have smaller families than their parent’s generation and the divorce rate is higher among Boomers than previous generations. Some additional characteristics of Baby Boomers: ● Believe in personal development. ● Are independent thinkers. Generation X This generation is typically associated with those who were born between 1961 and 1981 and numbers roughly 20 million Americans. They tend to be more pessimistic and pragmatic. They are not easily intimidated by authority and can come across as arrogant, individualistic, and entrepreneurial. Typically, they are isolationists but they also can see the big picture. They are unafraid of change; it is what they know best, and they want choices in their lives. They believe risk-taking is the key to innovation and that information stimulates initiative and responsibility for them. Due to economic circumstances, they may lack disposable income. They want balance in their lives and adapt well. In addition, there are demographic shifts associated with Generation X, such as the fact that they are getting married less and consider their friends to be family as well. Some additional characteristics are that they can: ● Be aggressive and not good with conflict. ● Practice serial monogamy; may have more than one sexual relationship, but only one at a time. ● Be described as slackers, but that may have to do with them putting themselves first.
arbitrary, but studies will often cite different years as the markers of the beginning and end of a generation, so there is always some overlap.
● Spent their way through the 1980s; are not good with budgeting. ● Will follow; will extend themselves and be adaptable with good cause. ● Can be assertive and handle conflict well. The aging of the U.S. population, especially in view of the ideals of Baby Boomers, will undoubtedly bring about a variety of changes in society. Baby Boomers seek physical security. They demand excellent service and expect to be a part of a health-care system that provides for second opinions, for example. They are generally more educated and more energetic than the generation that preceded them. Salon professionals will want to: allow their Baby Boomer employees to provide input when decision making, encourage them to connect their daily work to their future career direction, and to give them regular reinforcement. ● Shirk work and generally earn less money than their parents did at the same age. ● Invest, to some degree, in their future because they have no confidence that government benefits designed for their retirement will exist by the time they are eligible to receive them. ● Be inspired by managers and educators who convey trust and confidence. Managers and other supervisors should be honest and straightforward with Generation X. Remember to pay close attention to these learners because they are always changing. They should respect their intelligence and communicate benefits rather than features to this group. Print media will be beneficial when teaching them because 70 percent of them read magazines. Money and career income highly motivates these learners. Managers should give them support and feedback, but should not attempt to control them. They should explain to Gen Xers why there is a need for them to learn. In addition, supervisors should continuously update their own skills in order to earn respect from these learners. Salon professionals should also try to see Gen Xer’s point of view and avoid philosophizing
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