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Finding fulfilling and motivating work is a challenge for many people, but it can be especially difficult for those just starting their careers. And as Generation Z professionalsthose born between 1997 and 2012increasingly seek personalized career paths, managers are tasked with helping employees find meaning in their roles while also meeting organizational goals.Some managers may view Gen Zs desire for meaningful work as a form of entitlement, but dismissing it can be costly. Research shows that employees who find their work meaningful experience greater job satisfaction, which directly boosts productivity. Meanwhile, ignoring this need can lead to higher employee turnover and quiet quitting. In short, helping younger employees find meaning on the job isnt just good for themits a smart business strategy.As business professors who study meaningful work, we wanted to understand how managers can help younger staff thrive. So one of usKelly Kennedyconducted a research study at Baylor University in which she interviewed a range of Gen Z professionals. Then, together with leadership consultant Shanna Hocking, we analyzed the results to identify three crucial factors that can help managers unlock meaning for early-career professionals. These are self-knowledge, adding value, and relationships.By addressing these areas, managers can foster a supportive environment where Gen Z professionals thrive.The 3 keys to meaningful workSelf-knowledge is about understanding who you are and what you value, and recognizing your strengths and weaknesses. Research shows self-awareness can be a powerful tool for creating a productive and engaged workforce.To help Gen Z employees develop self-knowledge, encourage them to reflect on what energizes and interests them. To get the ball rolling, you can ask them to think about their college experiences, internships, and important personal milestones. These reflections can help them uncover patterns in what they enjoy and what drives their motivation.Additionally, many Gen Z professionals seek roles that align with their values. Its common for them to focus on developing a sense of purpose that extends beyond a specific job title.For example, one young employee we interviewed, who works in fashion merchandising, told us, I will make things beautiful and that will be my life. This is a flexible sense of purposeone that isnt tied to any particular job, but rather to a bigger vision of impact. A smart manager will connect day-to-day tasks to employees larger goals, helping them see how their contributions fit into the bigger picture.Adding value at work comes down to two key things: feeling recognized and knowing ones contributions make a difference. Our study found that adding value and feeling valued play a crucial role in shaping workplace meaning. For example, when asked what makes work meaningful, a Gen Z worker said, being part of a team where you are able to contribute and directly see the impact of your work, regardless of the level you are at.So, how do you make Gen Z employees feel recognized? It can be as simple as giving praise or as big as offering a raise. But for many young professionals, meaningful work goes beyond just perksits about feeling like their efforts contribute to a larger goal and make a positive impact on society.Finally, how people get work done in the office is often tied to the relationships they have.Previous research has shown that Gen Z professionals are more likely to thrive in work environments that prioritize diversity and inclusion and encourage positive relationships between colleagues. Our conversations with Gen Z workers backed that up: They told us they valued quality relationships, collaboration, and support from managers and colleagues.Managers can foster this type of environment by encouraging team members to meaningfully connect. As a Gen Z private equity analyst shared with us, When you work such long hours, its nice knowing theres others in the trenches with you.Building strong relationships with direct reports is also important. Gen Z professionals value being mentored by their managers and receiving regular feedback and honest communication. Research has shown connection at work is powerful for creating a meaningful environment of trust for employees of all ages.We also found that Gen Z appreciates being able to take risksand potentially failin a safe space. Thats why mentorship programs can be impactful; they help young professionals develop skills, build confidence, and find meaning in their work by providing a safe space for learning and growth.3 questions to unlock the power of meaningful workReflection and coaching are powerful tools that help early career employees develop self-awareness, add value, and build strong relationships. This work may seem daunting at first, but its easy to incorporate into the regular conversations youre already having as a manager. To bring out the best in your Gen Z employees, start by asking three simple questions during your next one-on-one meeting.1. When have you felt most energized at work?Asking this question can help early career employees gain a deeper understanding of what motivates them. By identifying key moments, both you and the employee can gain valuable insight into their priorities and interests. Pay close attention to the specific aspects of their work that spark enthusiasm, and observe nonverbal cues such as body language and facial expressionsthey can reveal just as much as words about what truly excites them.Make it a dialogue by sharing what youve noticed about the employees interests and discussing ways to tap into their motivations. Then, encourage the employee to find tasks and projects that align with their interests and bring them to the next one-on-one to discuss. From there, when assigning new tasks, be sure to highlight how the work connects to the employees interests and the organizations larger goals.2. Where do you feel you contribute the most?This question helps early career employees recognize their strengths, allowing them to contribute more effectively and feel like a valued part of the team. As they respond, look for recurring themes in how they approach their work and the quality of their output.Help employees see the bigger picture by connecting their efforts to departmental objectives and the companys overall mission. Highlight how their skills and contributions make a differencenot just in their own work but in supporting their colleagues and driving team success. And be on the lookout for opportunities to genuinely acknowledge their contributions in real time, as well as during performance reviews.3. Whom in the company do you want to learn from or work more closely with?Bringing up an employees work relationships in a one-on-one meeting might seem unconventional, but its a valuable opportunity to guide them in building strong partnerships. Plus, showing genuine interest in their connections reinforces your own relationship with them.As you discuss their workplace interactions, pay attention to whom they mention and why. Their responses can offer valuable insights into their career aspirations, potential collaboration opportunities, and the relationships they find most meaningful.Also, remember: You dont have to have all the answers. If a Gen Z employee comes to you with a question, use it as a chance to connect them with other team members or subject-matter experts. Encouraging them to seek out knowledge from others not only strengthens their network but also fosters a culture of continuous learning and collaboration.As Gen Z professionals seek more personalized and fulfilling career paths, managers play a critical role in supporting them. Helping early career team members reach their professional goals will, in turn, help organizations reach their own goals. So if youre a manager, asking these three simple questions during one-on-one meetings can lead to happier, more motivated workers and a more productive and stable organization.Kelly Kennedy, Ed.D. is a director of transformative learning at the University of Connecticut.Cathleen Swody, Ph.D. is a managing partner at Foster Talent Consulting, University of Connecticut.This article is republished from The Conversation under a Creative Commons license. Read the original article.
