From Perks To Purpose: Decoding Tech Talent's Priorities

Young talent is more likely to prefer workplaces that prioritise learning, skill development and career guidance over high-paying jobs. So, employers must go with what their potential future employees would ask for, instead of revamping the old job descriptions


The rapid growth of the tech sector has attracted a rush of talent to the industry. The new generation is magnetised with the fast-paced and dynamic work avenues, while the traditional workplaces are no longer the pull factor for them. The Gen Z and Millennial generation seeks an appealing experience and aesthetics rather than just affiliation. As per a report by Deloitte, 61 per cent of GenZ in the existing workforce consider work as a significant part of their identity. Today, the desire for knowledge and personal learning poses a challenge for the tech sector to craft an environment that suits the preferences of the incredibly talented younger generation.

Opportunities with a Purpose

The motivation for tech talent today, is a sense of purpose, opportunities to create value and the potential for societal influence, which are pivotal. A competitive paycheck alone is not what the tech talent looks for anymore. An open and balanced work that lets them grow is what this generation strives towards. It is widely acknowledged that the younger generation wants purpose-driven work because it leads to increased engagement and job happiness.

Work-Life Balance and Flexibility

According to a 2023 report by Deloitte, there is a growing demand among Gen Z and millennials for better work-life balance and flexibility. Approximately, one-third of those in full- or part-time employment seek work-life balance which highlights the importance of the significance of hybrid or remote work models. 

Moreover, as the study suggests, there is an evident demand for part-time jobs and flexible hours amongst the young techies. This not only underscores the need for an adaptive work array but also the need to fit a variety of lifestyles and demands as well. 

It is important to note, that all of these will have to be balanced to make sure that innovation and collaboration at the workplace and the overall engagement of the workforce do not suffer in any manner. It is at this juncture, that the role of managers and leaders becomes crucial in keeping a strong team connection through virtual meetings, connects and communication sessions.  

Focus on Ongoing Learning and Skill Development

As technology is evolving, young tech talent is looking for opportunities that help them in learning and career advancement opportunities, including mentoring and access to courses. It is a necessity for employers to provide these to attract and retain talent, become magnets for skilled professionals and foster great workplaces.

Culture of Inclusion and Collaboration

Diversity is more than a checkbox; it is a must. Young IT talent loves inclusive environments that foster diverse viewpoints. Workplaces are required to foster DEI to sustain it in the long run and for its employees to have a better experience. Collaboration is more than just a cliché; it is a fertile ground for invention. The new norm is open and transparent communication. When employees feel that their grievances are being heard, they feel a sense of association with the workplace that is otherwise difficult to come by. Creating diverse teams and cultivating an environment in which everyone's voice is heard and everyone can thrive should be the collective effort at all workplaces.

Clearly Defined Career and Leadership Pathways

Professionals, in particular techies, want to see a clear path forward. A visible path and clear channels for professional progression, promotion and opportunities to grow and be groomed as future leaders for the organisation is a necessity.   An organisation’s ability to retain talent in this competitive world will depend a lot on the clarity around these aspects. Young talent is more likely to prefer workplaces that prioritise learning, skill development and career guidance over high-paying jobs. So, employers must go with what their potential future employees would ask for instead of revamping and beautifying their old job descriptions. 

Employee Well-Being and the Workplace

Young tech talent prioritises physical and mental well-being among others. Wellness programmes, flexible workspaces and measures to promote work-life balance are not only valued highly but are also increasingly expected as hygiene.

A positive work environment is non-negotiable. With the onset of Covid-19, companies have seen a significant rise in the number of employees who have suffered from mental health issues. As per a report by Deloitte, around 47 per cent who were surveyed have claimed workplace-related stress to be the biggest factor affecting their mental health. Now, this becomes an obligation for employers and places enormous responsibility on them to identify ways and means to ensure employee wellness and well-being at any cost.  The most common measures that indicate the absence of real focus on these are typically employee attrition, absenteeism and low productivity.

Access to Cutting-Edge Technologies 

Tech stacks and access to cutting-edge tools are not optional anymore but are required to create a fulfilling experience. Cultures that encourage experimentation and innovation are quite appealing and spoken about. Tech professionals aspire to match their expertise with cutting-edge resources, which is a need of the hour for themselves and the organisation to survive and thrive.

It is evident that today’s tech talent is becoming unlike any prior generation. They no longer look at the job to earn but rather want a lot more, such as an opportunity to carve an identity for themselves, create an opportunity to make a difference, contribute to a larger cause, etc. Employers who anticipate, understand and adapt to the evolving needs of the employees will have a greater chance to succeed in this new environment. 

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house


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