Generation Z is fast approaching a series of defining eras within their professional journey. Hot on the heels of the Millennial job market, Gen Z is now experiencing an unprecedented economic climate and uncertainty resulting from the COVID-19 pandemic.
According to LinkedIn “Born roughly between 1995 and 2015, Gen Z accounts for 32% of the global population in 2019. By 2020, they’ll make up 24% of the workforce.” With this emerging workforce comes a rising responsibility to ensure the membership offering caters for the preferences and behaviours that typify Gen Z, and the new challenges they may face.
Digital natives
Gen Z have grown up concurrently with the insurmountable rise and rise of social media, digital engagement and are more tech savvy than any other generation. Which means your digital owned assets, including your website and social media channels need to be in pristine condition and updated regularly. Your messaging and accessibility across social media and your website will also need to be a high priority, with Gen Z accustomed to round-the-clock contact, mobile-ready communication and visually engaging and entertaining messaging. With Snapchat and Instagram their preferred channels, where appropriate consider how your organisation could better leverage video and imagery to engage with potential members.
Negating risk
Gen Z is typically risk averse, growing up during a period of extreme economic unrest and hardship that ensued after the 2008 global economic crisis. Developing an outlook during this period which saw them watch their families and working adults potentially struggle and experience job loss and professional downturn means that they ar
e a generation in search of security and stability. Your membership offering needs to reflect this sentiment, particularly in light of the current climate, offering them tools to ensure their job security, development and place within their industry. They will be fighting hard for positions and progression in what is now an extremely competitive market place, so your membership offering needs to provide those early in their career with tools that will set them apart from other candidates in search of similar roles. This may be additional training, mentoring opportunities or accreditation.
Work/life balance
The emerging focus on a healthy and productive work/life balance is of high importance to Gen Z. Entering the workplace in an era of greater flexibility and mutually beneficial working arrangements means that your membership offering needs to accommodate this approach to professional life. The notion of a 9-5.30 working day is rapidly becoming less prevalent and with this, the drive for autonomy and independence in working arrangements and priorities is important. It is worth considering how your membership offering can empower the early careers and younger membership to manage their own workload and instil confidence in their skills and professional qualifications. This will help them assert themselves in a competitive workspace without feeling patronised or spoon fed as part of a fledgling and inexperienced workforce.
Diversity and inclusion
Your Gen Z membership is extremely open-minded, raised to embrace equality and diversity, so it’s worth revisiting your relevant policies, procedures and even your marketing collateral to ensure you are adequately demonstrating that you are a forward-thinking and inclusive organisation. Authenticity surrounding these issues is imperative, avoiding cliché and stereotypes, instead ensuring the needs of all potential members can be met in your offering. Publishing case studies that demonstrate the inclusivity of your organisation by positively reinforcing the diversity of your membership and their achievements will build trust and keep your offering progressive.
Healthy competition
Whilst their predecessors place great emphasis on teamwork, Gen Z is a more competitive bunch, driven by personal achievement, feedback and accolade. Raised in an era of vanity metrics, peer gratification and with the ability to freely and readily publish personal successes, it’s worth exploring ways and means of channelling this quality to drive your membership forward. Highlighting key achievements of your younger, early careers members on your website, social channels and in any membership communications will not only inspire other new and potential members to seek similar accolade, but also communicate to your members that this generation should be celebrated and nurtured.
Work hard, play hard
It may no longer be enough to provide sufficient membership value through professional resources and accreditation to a generation who have a strong awareness of their work/life balance. Why not consider investing in partnerships and affiliations with resources that can support and sustain personal and leisure ventures, enabling members to associate how investing in their professional development can also enhance their personal wellbeing? Initiatives that provide discounts, incentives and lifestyle support and ‘perks’ are increasingly popular and are a great way to market your membership offering to both early careers members and established professionals. Providing opportunities for members to make savings and enjoy additional treats during a challenging economic period will also reinforce the notion that your association or membership organisation places importance on personal wellbeing.
Despite being on track to be the most well-educated generation to date, the pandemic has placed their training and potential at risk. Which means the membership sector needs to work even harder to cater for the demands and needs of this crucial demographic.
CJ Association Management is an established, specialist association management company providing support services tailored for the membership sector.
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