Gen z Decoded
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8/12/2019 Gen z Decoded
Q: THE IDEA OF A
STAGES OF ONE’S
ARE THE BENEFITS
OF GETTING A MENTOR L ATER
A mentorship programme inthe organisation focuses onboth short- and long-term
professional developmentgoals.Most often, a mentor is aperson at least one levelhigher than the mentee in theorganisation. A mentor playsan important role in shapingthe mentee’s future in theorganisation. During thementorship programme, thementor guides his/her menteetowards self- development andcareer growth. This alsocreates a safe learningenvironment, where thementee feels free to discussissues op enly.Q: WHAT ARE THE KEY
FEATURES OF A GOOD
It is important to plan amentoring programme thataligns with the culture of theorganisation as well asdevelopment needs of theemployees. The mentor has tobe chosen carefully based on
the development plan andneed. The mentor and menteeneed to be explained the prosand cons of the mentoringprogramme. While selectingmentors,it is important toselect employees who possess
the required knowledge, skillsand experience that wouldbenefit the mentees and act aspositive role models with agenuine interest in developingothers.These would beemployees with stronginterpersonal skills, who arecommitted and willing to setaside the time to work witha mentee.
Q: DO MENTORS AND MENTEES
REQUIRE ANY TRAINING IN
ORDER TO MAKE THE MOST OF
A MENTORSHIP PROGRAMME?
WHAT SORT OF TRAINING
WOULD THEY NEED?
The entire mentorshipprogramme should bedesigned in a way that almostnegates the need for a separatetraining. A well-designedprogramme leads to thegaining of knowledge andexpertise within a trustingand supportive mentoring
relationship.Q: IS MENTORSHIP A LIFE-LONG
JOURNEY OR DO A FEW
Yes, mentorship is a lifelong journey. We seek guidance atall stages of life.While in anorganisation, based on thecapabilities of the employeeand the business need, aprogramme is devised in astructured manner for afruitful outcome.Q: THEY SAY THAT THERE IS
SOMETHING TO LEARN FROM
EVERYONE.IN VIEW OF THIS
STATEMENT,DOESN'T IT MAKE
SENSE TO HAVE MULTIPLE
MENTORS RATHER THAN FOCUS
ON ONE PERSON?
We learn from different peoplearound us in all walks of life.But in a formal structure,depending on the identifiedkey development areas,everymentee has the best chosen
mentors.Ultimately, thementee does learn from theircolleagues and othermanagers atall levels.Q: FROM YOUR EXPERIENCE, DO
MENTORS AND MENTEES
CONNECT BETTER WHEN THEY
SHARE SIMILAR BACKGROUNDS
OR HAVE SOMETHING IN
COMMON,OR IS THAT NOT A
It is evident that people fromsimilar backgrounds arecompatible and show betterproductivity. But at the sametime, diversity is equallyimportant when choosingmentors within organisation.
WHILE GEN Z AS PERthe popular definition is
still a generation in the making,a large section of it is under theage group from 12 to 18.They areforming their opinions andperceptions of careers and aremostly known as the ‘connected’generation as well.
The research takes thegrounded theory approach. Thekey is to obtain categories withdata and interpret theinterlinkages and develop broadtheoretical linkages. Thesubstantial use of this method iswhen much of the research ortheory is not available in the field
of study or when the study is of unique/not repeated incidents. 36youngsters in the age group 14 to18 were interviewed for theresearch. The approach was tounderstand their careeraspiration as it is perceived bythem.
The data analysis of interviewsusing the major key words and word clouds, gave a few clear themes:
Freedom: Most of therespondents felt that they
would like to do a job that offereda lot of freedom. They had heardof companies that do not botherabout work hours, leaves,permissions, and wanted to workfor some company like that.Theyfelt that they are responsible anddid not want somebody else totell them what to do every time.They wanted to seek feedback,though,from time to time. Theywould require a friend at work
rather than a boss. Many of thembelieved that at one point of time,they aspired to become someonelike Steve Jobs or Zuckerberg.The other heroes for them were
Anna Hazare and SachinTendulkar. However, many of them could not relate to Indianbusiness leaders.
The unconventional way:Around ten of the
participants mentioned about‘doing something different’. Thekey for them was that they wouldlike to spend their professionallife beyond one organisation.They also mentioned aboutsetting up on their own, doingsomething different like – becoming a ‘National Geographicphotographer’, ‘a hair dresser for
celebrities’, ‘bring rural arts tothe forefront’, ‘being a imageconsultant’, etc. Interestingly,they are able to share things thatwere generally not heard of from
the previous generation. Five of the participants also gave veryconventional prospects like beinga ‘doctor’,‘engineer’, ‘IASofficer’,etc.
All things nice: Whilemany of the participants
are still idealistic, it wasinteresting to note that morethan 50 per cent of theparticipants saw a ‘good life’ and‘good money’ as drivers forchoosing a career. Whilesupporting parents, and helpingfamily might be some of thevalues of the previous
generation, especially among themiddle classes, the new ‘middleclass Gen Z’, saw career as anopportunity to create their ownlife.Another aspect of this facet
was that they wanted to beassociated with ‘all things nice’as well, which are the symbols of a ‘good life’ – owning an ‘Audi’,or‘going for vacation to Europe’,and ‘having a bash’. Interestingly,they were also against peopleshowing-off.The global edge: Another
interesting aspect that we saw inthe respondents is that manyview their career canvas asglobal. They wanted to have astint of education abroad, imbibeglobal values, and wanted to beseen as somebody who can
influence at a global level. Theydid not bother much aboutboundaries that exist betweenglobal job markets and this mightbe a reflection of what India
might be tomorrow.
Professional commitment:Many of the Gen Z
participants did not speak aboutthe value of being in anorganisation for long and theynever got that as a prerequisitefor professional commitment.Many felt that it is important toutilise their talent wherever theyare and what matters most is thatthey deliver on the commitmentmade for that period of time,irrespective of the tenure.
Risk-taking: The othersignificant aspect that came
into the picture was that they didnot want to be perceived as laid-
back or unidimensional inapproach.Many wanted toexperiment with a couple of fields and choose what theywanted to pursue the most. Itwas mostly coming from a fearthat if they choose somethingbased on other’s interest, willthey be able to sustainthemselves in those fields? Many,especially, female respondentsexpressed that they were keen towork with NGOs.
Beyond technology: It is aknown fact that most of the
Gen Z is well-versed withtechnology in mobile,computingand the information space.Interestingly, many did not showmuch interest towardstechnology. Many felt that sinceeveryone seems inclined towardsit, it didn’t have a novelty factor.They mentioned about pursuinginteresting avenues like‘journalism’, ‘photography’,
‘working for the UN’, ‘teachingin Africa’, etc.
- The author is associate director, People Business
Zinnov,a nnounced the findings of theirlatest report,‘Global Roles BenchmarkingStudy’.The report provides an assessmentof global roles across MNC Global In-houseCentres (GICs) in India,with regards todepth and variety of global roles acrossmajor functions and industry verticals.Thestudy was based on an assessment of 20+
GICs in India across key industry verticalscovering a total of 115 global roles.
KEY FINDINGS: The study indicates that most GICs haveprimarily been able to achieve either depthor variety in terms of global roles creation,but not both,wit h only ten per cent of GICs
currently falling in the
leadership zone; The internet/software industry continuesto drive a majority of global roles fromIndia with 59 per cent of all the globalroles considered belonging to this vertical,followed by telecom/networking/storage(19 per cent) and healthcare verticals (18per cent); Global roles are primarily limited to the
top management (VP/SVP) for GICs withlow depth and variety in terms of globalroles creation,but increasingly spreadacross senior leadership (sr directors/directors) and mid-to-senior leadershiplevels (engineering/ programme/projectmanagers etc) for GICs in the leadershipzone; Companies in the leadership zone alsotend to have higher center-level maturity(i.e. a high level of engineering ownership)as compared to GICs in other zones.
J U S T A R R I V E D
Dr Sandeep K Krishnan provides a grounded theory approach toGen Z, its aspirations and career choices
DILEP MISRA, PRESIDENT & HEAD CORPORATE HR,JK ORGANISATIONDISCUSSES THE DYNAMICS OF A CORPORATE MENTORSHIP
PROGRAMME WITH ANKITA SHREERAM
59 per cent of all the global roles belong to the software industry
THE PERFECT MENTOR
Gen Z decoded
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