Themes
.The Gptw model divides the 60 statements of the questionnaire into five thematic areas: Credibility, Respect, Fairness, Pride and Cohesion. Generation Z in Best companies particularly appreciate the social aspects at work, valuing positively the relationship with colleagues, the team, the welcome they receive. The statements in the Credibility area concern the relationship with managers, for which zoomers in Best companies show high levels of satisfaction. However, they are less positive in the area of fairness, which includes topics such as meritocracy, remuneration and impartiality. The area of pride, on the other hand, includes statements relating to pride in one's work, in the product or service offered and in the company's social impact. Also noteworthy is the statement "I would recommend my company as a great workplace to the people I know", where 93% of Generation Z responses in Best companies are positive, a gap of 13 percentage points compared to Rest companies. In Best workplaces, companies are increasingly committed to creating a welcoming environment for everyone, regardless of people's age and stage of life. Generation Z is more enthusiastic about aspects related to management: they have a positive view on the passing on of information and expectations, a symptom of a perception of excellent communication, both from their supervisors and management. However, there are some aspects on which they are more dissatisfied, especially compared to the older generations: dismissal and pay. It is also interesting to note that it is more difficult for companies to engage Generation Z on 'purpose' than other generations, such as the more emotional side that determines personal motivation and pride in one's work.
The features
.Comparing the responses of the different generations, the youngest workers in the labour market 'are the ones who differ the most from the previous generations who have had a gradual maturation,' says Bedusa. 'This generation, on the other hand, also due to the technological transition and the pandemic, has questioned many values and habits. Until a couple of years ago, it could happen that one would enter the labour market and find no opportunities. Today, this is no longer the case; the youngest and best prepared have a choice. One of their qualifying elements then becomes the fact that as soon as they enter the company they are already aware that they do not want to work there for a long time: this makes it more complex for companies, which have to make a greater effort to retain them. The generations that preceded them did not have this approach at all and the initial objective was to build a longer and more stable career path'. When asked "Is there something unique and special about your company that makes it an excellent working environment?" the most frequently mentioned topics are help, support and atmosphere, while focusing on the question "If you could change one thing about this company to make it a better working environment, what would you change?" the zoomers mention pay, hours and flexibility. "It is clear from the answers that while the choice of previous generations was very much influenced by the brand, this is no longer the case, what counts is the sustainable approach to the environment, the ethical use of tech, respect for human rights. Add to this that surely the three fundamental items to be considered in order to attract and retain GenZ are work life balance, psychological safety and purpose,' mentions Bedusa. With regard to psychological security and the encouragement of a work-life balance, the zoomers respond more positively in the companies in the ranking than in the other generations, showing a particular appreciation for the work-life balance and well-being possibilities guaranteed by the company. In contrast, in the Rest (i.e. the companies monitored but not included in the ranking) the gap between the two groups cancels out, a symptom of uniformity of perception for all age groups. In the items relating to the meaning of one's work and the possibility of managing personal needs, the gap between Zoomers and other generations narrows considerably in the companies in the ranking, a sign of the uniformity of positive perception. In the Rest, GenZ is less positive than the other generations by 6/4 points, expressing sensitivity to aspects that appear less relevant for the other age groups.
The turn over
.If flexibility appears to be a priority condition, without neglecting salary aspects, it must be said that the results of trust in management are reflected in a high rate of corporate ambassadors. The data show us 1% of GenZs as 'quiet quitters', i.e. those who do not recognise the uniqueness of the company in which they work but intend to stay there for a long time: this is 5 percentage points less than the Rest. Then there are the Flight Risks: in the Best workplaces, only 4% of GenZ do not perceive the value of their workplace and wish to change reality, leaving -8 percentage points of difference from the other companies analysed and not included in the ranking. The so-called Not Attached are perhaps the most worrying data: 14% of the GenZ of the award-winning companies intend to look for new opportunities despite the positive environment: this is 3 percentage points more than the GenZ of the not listed: "This data is not surprising if taken in consideration of the need of GenZ to change jobs and explore new perspectives, as demonstrated by the answers to the single statement "I intend to work here for a long time", which is lower than the results of the other generations - explains Bedusa - but it must make companies reflect on the strategies to manage this phenomenon and its consequences". Then there is no shortage of ambassadors, 82% of GenZs in the companies surveyed have developed a high sense of belonging and have become spokespersons for company values, 12 percentage points higher than in the rest of the companies surveyed. "People choose to leave much more easily, especially with regard to GenZ, and this requires companies to work hard on themselves, both on the values side and on listening because GenZ is a generation that does not compromise," Bedusa interprets. If in the past changing jobs often could even become a stain on the CV, this is no longer the case and the average seniority of the youngest members of staff struggles to reach two years. With a very high cost for organisations, as Bedusa points out, who speaks of 'a figure between 50 and 80 per cent of the RAL, if we consider selection, training and coaching'.
Gender differences
.The analysis by gender within Generation Z shows subtle perceptual differences. The men of the companies entered in the BWxGZ 2024 ranking tend to be more positive than the women, showing a gap of 3 points in the trust index and 5 in the overall statement. Analysing the items of the two genders, there is a less positive level of satisfaction for women for management-related aspects: women are more critical regarding their involvement, empowerment and communication. On the other hand, they show more confidence when it comes to the topics of remuneration, positive perception of their work and retention: 'I plan to work here for a long time', which is 7 points higher than the male population. When the comparison shifts to the same demographics, but comparing different generations, the results show new evidence. The female population belonging to Generation Z expresses more confidence in the comparison of benefits, development and training opportunities, and the ability of management to honour agreements made, than the same of the other generations. They find less positivity, on the other hand, with respect to the importance of their own contribution, to the general well-being with respect to the work environment, caused both by possible and possible redundancies and in their daily work. Shifting the same analysis to the male population, we note that for young zoomers, the perception of management and leadership is 7 percentage points higher than that of the other generations. They are less satisfied - albeit with a superfluous detachment -, on the other hand, with recognition and retention: salary, contributions and intention to work for the same company for a long time are 4, 5 and 6 points lower for GenZ than for the rest of the male population.
The strengths of the best companies
.Comparing Generation Z's preferences between the Best and Non-Best ranked companies, the so-called 'Rest', the themes converge in two macro areas: credibility and fairness. Among the themes most appreciated by Gen Z in the Best is the integrity of the people they work with: principles of ethics and honesty in communicating news and changes, with a gap of 22 points from the unranked companies. On the same subject, however, the issue of redundancies emerges: the fundamental values both in the relationship between the individual and the company do not create a clear gap between the people in the companies ranked and those not ranked. For Gen Z, the possibility of receiving recognition translates into confidence in self-fulfilment through work and appreciation of one's commitment, which gives them 25 points more than their colleagues in non-ranked companies, together with a 23-point gap in the positive perception of promotions. For the zoomers, valuing differences remains essential: both areas score very high without deviating from each other. Furthermore, Generation Z in the Best workplaces for GenZ 2024 companies perceive more opportunities for innovation in processes and activities than their peers working in non-ranked companies. In particular, 57 per cent of Zs say they have many opportunities for innovation in Best companies, compared to 34 per cent in Rest. The percentage of GenZ who perceive few or no opportunities for innovation also reduces between Best and Rest companies. The Best zoomers recognise that the working environment encourages and supports experimentation, reporting 88% positive responses to the Innovation Item.
