By Sarah Nicastro, Creator, Future of Field Service

There is a fair amount of handwringing among employers in just about every industry around what to do about the incoming group of Gen Z employees. These young workers (in their 20s to very early 30s) are generally seen as very technology-savvy, but also very difficult to manage.

To evolve with the times, companies have done everything from adopting new perks, flexible schedules, to creating new programs and processes around diversity, ethics, mental health, and employee engagement. On the other end of the spectrum, some companies have dug in around the “No one wants to work” post-pandemic position that “these kids today” are lazy and want to be coddled by their employers.

You can see some of these viewpoints reflected in a recent survey conducted by ResumeBuilder, which found that three-quarters of managers find it difficult to work with Gen Z. 

There can be a lot of negativity in this kind of coverage, though, which overlooks some key points. First, this type of generational complaining has been going on for a long time (as this Inc. story points out). Second, these sweeping generalizations about workers of a certain age (any age) are not very helpful. And third, in many cases, meeting Gen Z where they are in terms of workplace expectations makes the work environment better for everybody, while also helping field service organizations recruit and retain young technicians.

But what are some of the reasons that managers think Gen Z is difficult? According to the ResumeBuilder survey, the top reasons were that they lack technological skills, lack effort, lack motivation, lack productivity, are easily distracted, have poor communication skills, and are easily offended.

This was a cross-industry survey, so the first point (they lack technological skills) is one that field service organizations have already been dealing with, addressed with solutions such as developing technicians via apprenticeships, working with trade schools, on-the-job training programs, etc. 

As far as the other challenges go, though, a big problem seems to be that different generations are speaking different “work languages,” for lack of a better term. Workers in their 20s have entered the workforce during a time of significant disruption and volatility across pretty much every facet of their lives – political, environmental, economic, and social environments included. They have also watched their older family members struggle as work becomes more demanding and ubiquitous thanks to our always-connected culture, while pay has stagnated and the cost of living (particularly housing) has ballooned.

As a result, younger workers are more likely to put up boundaries around their personal lives and time, while also asking for better pay and a company culture that allows them to enjoy (and maintain) their off-hours. While we do have to be cautious of too many generalizations, I think that as a group these younger workers have also not necessarily bought into the type of striving that their predecessors have valued – the idea that putting extra time and energy into your job is going to provide a path to upward mobility. This can come off as a lack of motivation, but it seems to me that it’s really an indication that the old incentives just aren’t working anymore.

Turning Perceived Weaknesses into Company Strengths

The real question we must ask ourselves is, how can we use this information to create successful Gen Z field service technicians? To do so, we need to focus on turning some of these perceived weaknesses into company strengths. Here are a few ideas:

Invest more in employee education. I addressed technical training above, but younger workers often lack interpersonal communication (or soft) skills – they are used to talking to people via text or online. Develop communication skills training (your older workers can probably benefit from a refresher, too) and put it in the proper context. Your goal is to help people (your customers) solve a problem. Gen Z has an abundance of empathy, which is a valuable commodity when it comes to customer service.

Invest in modern technology. If you haven’t upgraded your service management, scheduling, diagnostic, and/or communication tools for a long time, you are going to have trouble with younger workers that view your IT infrastructure as some sort of antique. Having modern tools in place is going to help your business in general, while also making it easier to hire and retain younger technicians.

Be open to new ideas. Younger workers are much more likely to question and criticize existing policies and processes if they don’t make sense. Forward-looking companies will resist being defensive and appreciate the fresh eyes. Some of those old policies/procedures are in place for good reasons, but others may have exceeded their sell-by date. Your younger technicians are more likely to thrive (and help you thrive) if they think their ideas are given serious consideration. 

Examine your company culture. Workplace culture in the U.S. has typically punished people for being human. Taking time off when you are sick, when your kids are sick, or when you need to deal with any type of issue (from an ailing parent to getting your car into the shop) is viewed negatively. For hourly positions, any time off work is time you aren’t earning, and at some companies your use of sick days or other PTO might be held against you when it comes to overtime or promotions. 

Is your company like that? It shouldn’t be. During the pandemic, a lot of employees took a hard look at how their employers treated them and did not like what they saw. Your employees (old and young alike) are human, and they need time to take care of their families and themselves. If your PTO policies are reasonable, your employees will be reasonable in following them. 

Give respect to earn respect. The survey also indicated that managers felt Gen Z was too thin-skinned and easily offended. But this generation is the most diverse we have ever seen entering the workforce, and their perspective on workplace behaviors is probably going to be very different, particularly in industries that have traditionally been more heterogeneous. For field service companies to thrive in the face of a shortage of qualified technicians, organizations are going to need to recruit more technicians from diverse backgrounds. For those employees to stick around, they must feel respected and comfortable.

New Gen Z technicians are offering employers fresh perspective, adaptability, and enthusiasm for problem solving. The things they are asking for in return – a livable wage, work schedules that give them time to have a personal life, and less toxic work environments – are not unreasonable. In fact, the existing employees who haven’t fought so hard for these things will appreciate them, too. 

Do you have experience training this new generation of technicians? What has worked and what hasn't? Please send me your thoughts and experiences.