Only one in 10 companies in the country claims to have people of generation Z occupying leadership positions, according to Institutoz, Trope’s research and training arm [trope.se]consultancy of Genz and Alpha, in partnership with MMA LATAM.
Although part of generation Z still has no professional experience to face a leadership position -this portion of the population is between 15 and 29 years old -the other more mature part is already in a position to assume this challenge, but has been running into the characteristics of the labor market.
The survey points out that only 23% of companies claim to have a team of different ages; 10% claim to have a team of different ages, including decision -making positions; 20% said they have a team of 30 to 40 years, including leaders; And 5% said the team is mostly 40 to 50 years old, as well as the leaders.
Prejudice and disinterest
The answer to this gap It is linked to prejudice against young people, but also to the disinterest of this group in occupying hierarchy positions along the lines as they are defined today, says Luiz Menezes, founder of Trope.
For companies, this makes the talents waste and opportunities to diversify decision making are lost, as well as dismissing more effective strategies to sell and communicate with this audience, he says.
Who is Genz
This reflects on loss of opportunity. Data from the United Nations (UN) indicate that 2.62 billion of the world population is Genz. In Brazil, there are 51 million people – 24.5 million are active in the labor market, according to the Brazilian Institute of Geography and Statistics (IBGE).
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These are people who spent part of life dealing with seizures, including Covid-19. “Of course these crises impact everyone, but this generation was studying, entering high school or reaching higher education. This greatly affected the perception of the world, safety and stability,” says Mendes.
Genz in the lead
Thus, when these young people enter the job market, they are analyzing whether it is worth staying five or more in a company to reach a leadership position.
“To get growing in the company, this young man will have to dedicate herself, and time is very long, training is lagged, everything is painful. He looks at his life and sees everything that happened in five years and begins to ask: ‘Does it make sense for me five years in my life inside?’” Says Mendes.
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He explains that with these questions in mind, generation Z no longer see in formal employment the only way to get compensation. “They see that stability is illusory and question the CLT model, start to undertake in parallel, go after other work and forms of compensation, often online.”
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Generational conflict
For Mendes, the main point is that companies are missing the opportunity to “pass the bat” to younger generations, without stimulating that working and decision -making groups are permeated from different points of view.
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“We are facing climate crisis, political crisis, has war, economic crisis, fiscal instability, there are many changes. We need to see how much it impacts the collective and how much we are training and empowering the new generations to get the bat and hold the right way to handle it all,” he ponders.
Business opportunity
On the other hand, companies’ perception of Genz is still guided by broad stereotypes that do not capture the diversity contained within this group.
Data point out that 90% of companies believe Genz is addicted to the internet and 75% of companies believe this generation has a limited or null impact on sales.
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In this context, companies are losing business opportunities. Mendes states that Genz employees in leadership positions can better communicate with this audience, generating identification.
This could improve bet rates in this niche. The research indicates that one in three companies have no specific strategy for Genz, and almost half bet on social networks to talk to this audience, followed by influencers.
In Mendes’s analysis, identification can better communicate to customers, who guide purchase decisions for product quality, evaluation of other consumers, price and reputation of the brand – factors that can earn a lot when generational diversity is placed within the company, he says.
