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worklife coaching report 2022: retention through coaching.
Once again the Workmonitor report from Randstad shares a number of fascinating insights about the role of work in people’s lives. At Randstad RiseSmart this is an area I pay special attention to due to our focus on worklife - not the work and life balance that so many have focused on post-pandemic, but your life at work.
Yesterday we announced that we’re bringing to market a new coaching-centric solution called Worklife Coaching. This empowers professionals by helping them make their worklife more enjoyable and engaging, ensuring they make informed decisions about their time at work. It’s a solution-based approach to career decision-making grounded in expert knowledge and intelligence. So, for over 18 months the world of worklife and the generational attitudes towards work is something my team and I have given great consideration, and this Workmonitor research compounds what we have been seeing.
As a business, RiseSmart has been in existence for fifteen years and during that time we have seen so many business challenges; recessions, pandemics, digital transformation, the gig economy, privacy issues, cybersecurity threats, world leaders come and go, and more. However, the current battle for talent has never been greater. Businesses of all sizes, public and private sector, are grappling with how to deliver a standout worklife experience, and then you’ve got the challenge of how to consistently deliver that if the employee is in the office or remote.
With Randstad’s WorkMonitor report showing some revealing insights, I wanted to give my take on some of the fascinating generational trends that are beginning to appear.
Over the past twelve months, it’s become abundantly clear that the economic environment we continue to operate in, puts the power in jobseekers’ hands. They can demand what they want, when they want it, from employers. Our own, soon to be announced, worklife coaching report, will go into more depth on how this plays out in respect of coaching, but WorkMonitor has started the discussion.
Gen Z and the Pursuit of Happiness
According to the 2022 report, two in five of the youngest age group surveyed (18-24) would rather be unemployed than unhappy in a job, compared to only a quarter of those aged 55 years old. However, some 94 percent of 18-24 year-olds say they want to have a career coach. So, while Millenials and Gen Z prioritize personal happiness over a career, they are committed en-mass to finding a level of happiness in a career and not just taking an opportunity at face value. This is highly encouraging and something employers and hiring managers should note.
Insights from our own research launching in May will go further into this and show just how committed the youngest generation of workers are to self-improvement and development, but they do require more engagement and a higher purpose from an organization.
Typically, Gen Z tends to be curious and open to learning when they understand a higher purpose or mission. In coaching, many participants of this generation only commit to the concept of worklife coaching or the program if they understand why and how it benefits their performance. Some business leaders may find this challenging, but for me, that’s a fair trade-off for a more engaged and passionate workforce.
Coaching the uncoached
Positively, some 84 percent of respondents said they would be interested in speaking to a professional career coach if offered the chance. But in stark contrast to the Millenials and Gen Z crowd, just 63 percent of those aged 55+ said they wanted to have a career coach. There’s a huge opportunity for people in this demographic to continue to reinvent their careers and create a worklife aligned with their priorities for the stage of life they are in.
Forget the gym membership, give me a coach
Out of the topics offered, 50% of people said that they would put speaking to a career coach about finding a better balance between their work and personal lives within their top three choices, as well as earning more money (60%), and advancing career with current employer is (40%).
Of those surveyed, almost half (46%) would put developing their soft skills within the three learning and development opportunities that they would be interested in - younger people are most interested in this (56%.) And, such is the seriousness with which personal development is considered, two in five (43%) would quit their job if they felt that their employer didn’t take into account their requests for better conditions.
Making it Visually Appealing
Gen Z is often characterized as being the best-educated generation in history, in part due to the fact that technology has been readily available to them their entire lives. With easy access to a plethora of information online and possessing the skills to use it easily, they also tend to be visual learners.
Due to the amount of time Gen Z can spend with technology embedded in their everyday lives, there is a reliance on tech and digital interactions. As a result, it is a common thought that they have shorter attention spans, need frequent feedback, and are lacking a sense of independence. Now the Workmonitor report doesn’t dig into this, but from data I have seen and the commitment to learning outlined by this latest Randstad study, I think there is more to learn about this younger generation of workers. Their aptitude, energy, and commitment to a higher purpose are admirable, and a shot in the arm for many businesses.
As HR and People leaders, understanding these generational differences and motivating factors is incredibly important when looking to build learning and development frameworks and understand how coaching can be used. One thing I have learned through hours of speaking to participants and HR teams is how coaching itself is not enough. For many priorities HR has, coaching needs to be supported by assessment, support articles, development content - all visual aids that help reinforce coaching and help Gen Z understand and comprehend new skills.
Making coaching and the process of development more inclusive and engaging is at the heart of my team here at RiseSmart. We look forward to bringing you more details on our disruptive new worklife coaching solution over the coming weeks. In the meantime, why not take a look at what our CEO, Dan Davenport has been musing over with regard to coaching, worklife, and HR Priorities?
Bridge the gap between employer and employee expectations with a new approach to coaching.