In my last blog I wrote how capitalizing on Generation X and Millennials’ strength will ensure a solid progression from Baby Boomer leaders to younger generations taking the industry’s helm. It may seem a bit premature, but let’s talk about the generation that follows Millennials: Generation Z.

Generation Z are young people born between about 1997 and 2010. They’re likely still in school right now or just starting their careers. They’ve never known anything other than being attached to iPads and smartphones, social media and video-based platforms have always existed in their worlds.

The ingrained tech skills are great to have, but research shows this generation understands they have perceived weak in-person communication skills. It also shows that while they’re concerned with the high cost of secondary and post-secondary education, they still covet the idea of a dream job with an employer that’s diverse and inclusive, one that strives to be a good global citizen who demonstrates a commitment to a broad set of societal challenges. And oh, yes, there are about 67 million Gen Zers. The time to pay attention to them is now.

I have spoken with a number of executive leaders in our industry in major and mid-tier producing mining companies. While they continue to express frustration with the effects of COVID on their ability to work, travel internationally and run their businesses, they also feel the longer-term effects of the “sexy” organizations attracting and/or poaching their talented young employees.

A senior leader from one of the largest global mining companies spoke with me about his disappointment seeing more than 30 mid-level career engineers in a variety of processing, mine engineering, data science and information specialties leave for Tesla, Amazon and Google over the past 18 months. His sentiment was that we can’t compete. We can’t compete with those companies’ locations, work schedules, pay, modern benefits and perks. He said our industry simply hasn’t kept up. 

Knowing, though, that the shiny object is only shiny for so long, capitalizing on Gen Zers’ other desires can keep mining competitive. From retail industries that seem to merely sell things and take money, ours is one in which we can give. We can position ourselves as companies that leave the earth better than we found it. We can sell young employees on an industry with a strong, specialized mission and provide them a clear plan of advancement. They won’t be a replaceable cog in a giant logistics machine, but rather a valued member who receives frequent feedback from an employer who understands their deep need for a positive work-life balance.

All of these things feed into Gen Z signature traits and characteristics that define them as a generation.

And finding them right now is easy. Partner with a top engineering university with a plan to attract fresh talent. Focus on women and minorities. Ensure your organization looks like the make-up of America right now. To young people researching your company (and they are) inclusivity is key. 

We cannot always control where our employees must work, or the hours in the day when work happens, but when we can, we should. We can offer student loan repayment programs and a long-term employment plan that includes monetary and training investment for these employees. Consider increasing family leave or offering PTO programs with more flexibility. Those are other hallmarks of Gen Z. They value smart investments and the ability to grow as leaders.

I challenge you to turn your company into one that sees and acts on the future before hiring has even begun.

Read part 1 to find out more about Millenials and Generation X and their current role in the workforce. Looking for your next team member? Contact me I would love to hear from you and help you work to grow your team of tomorrow.

If you’re looking to make a career change, MRC can help connect with us or submit your resume.