Managing Generation Z: How to Recruit, Onboard, Develop, and Retain the Newest Generation in the Workplace

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.)