# data[].attributes.headline
Source: Cedefop (IER estimates based on E3ME, EDMOD and RDMOD).

# data[].attributes.subject
Source: Cedefop (IER estimates based on E3ME, EDMOD and RDMOD).

# data[].attributes.headline
Huge impact on the professional field, schools, health system, etc. 

# data[].attributes.subject
Huge impact on the professional field, schools, health system, etc. 

# data[].attributes.headline
Disadvantages at schools such as scarcities of devices to get connection

# data[].attributes.subject
Disadvantages at schools such as scarcities of devices to get connection

# data[].attributes.headline
Governments need to increase investments to connect regions, villages and other non-urban realms 

# data[].attributes.subject
Governments need to increase investments to connect regions, villages and other non-urban realms 

# data[].attributes.headline
Technology gap deepened by COVID situation 

# data[].attributes.subject
Technology gap deepened by COVID situation 

# data[].attributes.headline
Volunteering year for young people at the end of their studies to guide them 

# data[].attributes.subject
Volunteering year for young people at the end of their studies to guide them 

# data[].attributes.headline
Orientation advisors in schools to guide teenagers 

# data[].attributes.subject
Orientation advisors in schools to guide teenagers 

# data[].attributes.headline
Difficulties to enter the labour market in France, Romania or Germany because employers ask lots of experiences

# data[].attributes.subject
Difficulties to enter the labour market in France, Romania or Germany because employers ask lots of experiences

# data[].attributes.body
A receiving and a sending organization, where you can have the chance to work in a company abroad after proposing a business plan and evaluating by a committee

# data[].attributes.headline
Associations where you can be employed when you have disabilities who disfruit from special funds from the State

# data[].attributes.subject
Associations where you can be employed when you have disabilities who disfruit from special funds from the State

# data[].attributes.body
But private actors are putting their resources in common.
Shared flats for disabled people in Germany

# data[].attributes.body
No institutions offering a special access for disabled people.

# data[].attributes.headline
In Turkey, training and educational programs

# data[].attributes.subject
In Turkey, training and educational programs

# data[].attributes.body
Fundings and grants from the government. Specific exams for getting the jobs.

# data[].attributes.body
Try to integrate disabled people in the social life
Programs if you want to become an officer for instance (specific exams)
Work places specific for disabled people

# data[].attributes.headline
In Spain, it is difficult to live with only one job.

# data[].attributes.subject
In Spain, it is difficult to live with only one job.

# data[].attributes.body
So people are searching to find many jobs

# data[].attributes.headline
The limit between work-time and free-time could be adjusted

# data[].attributes.subject
The limit between work-time and free-time could be adjusted

# data[].attributes.headline
Develop connexions to get more experience

# data[].attributes.subject
Develop connexions to get more experience

# data[].attributes.headline
Using technologies (LinkedIn) to create new relations

# data[].attributes.subject
Using technologies (LinkedIn) to create new relations

# data[].attributes.headline
About home office : using online instruments (like Notion)

# data[].attributes.subject
About home office : using online instruments (like Notion)

# data[].attributes.headline
Website with job offers created by the state

# data[].attributes.subject
Website with job offers created by the state

# data[].attributes.body
Help young people to have links

# data[].attributes.headline
Volunteering can also help to create new relations.

# data[].attributes.subject
Volunteering can also help to create new relations.

# data[].attributes.headline
Helping young people to candidate in the university

# data[].attributes.subject
Helping young people to candidate in the university

# data[].attributes.body
To find internships

# data[].attributes.headline
Develop the search of relations in the university

# data[].attributes.subject
Develop the search of relations in the university

# data[].attributes.body
Each locality should analyse and update his housing offer and maybe suggest a special offer for seasonal workers

# data[].attributes.headline
Each entrepreneur should be offered free langage lessons

# data[].attributes.subject
Each entrepreneur should be offered free langage lessons

# data[].attributes.body
In france, each company needs to have a PDE (Plan de déplacement d'entreprise / Company travel plan) that optimise and reduce his employees carbon print.
This should be mandatory or tax-exempted.

# data[].attributes.headline
Join one of the communities at the university that suits you

# data[].attributes.subject
Join one of the communities at the university that suits you

# data[].attributes.body
decent workplace where the superiors are attentive to the needs and mental health of its employees

# data[].attributes.body
The MOOCs (Massive Open Online Courses) provide free (and also some for which you have to pay) courses about entrepreuneurship in various languages, levels and duration. People can enroll and follow the course at their own pace. The course usually ends with a certificate.
https://www.edx.org/search?q=entrepreuneurship

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edX Courses | View all online courses on edX.org

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Find online courses from top universities. Search all edX MOOCs from Harvard, MIT and more and enroll in a free course today.

# data[].attributes.headline
tools in France : "MILO" and "1 jeune 1 solution"

# data[].attributes.subject
tools in France : "MILO" and "1 jeune 1 solution"

# data[].attributes.body
In France there is the MILO which is a place dedicated to younsters out of the shcool system where they can go to be helped to find a job, to find a school... They provide school guidance for free.

Then, there is 1 jeune 1 solution, which is a platform created by the government and aiming at helping youngsters to find an internship, a job, a student job, an apprenticeship and so on

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IMPLEMENT QUOTAS FOR YOUNG PEOPLE AND CREATE MORE JUNIOR POSITIONS IN COMPANIES AND ORGANISATIONS !

# data[].attributes.subject
IMPLEMENT QUOTAS FOR YOUNG PEOPLE AND CREATE MORE JUNIOR POSITIONS IN COMPANIES AND ORGANISATIONS !

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Generation Z comprises people born between 1997 and 2002. Some of these people are already in the workforce, while others may enter it as late as 2025.

Studies show that Gen Z employees want jobs that pay them fairly, provide space for mental health, and prioritize a caring onboarding process.

To cater to Gen Z workplace demands, you should consider launching a diversity training program, sending welcome packages to new employees, and offering employee health and wellness programs.

This article is for business owners, managers, and recruiters interested in attracting and accommodating Gen Z employees and job seekers.

As Generation Z continues to enter the workforce, you might wonder what makes this latest influx of workers different. According to the Pew Research Center, Generation Z comprises people born between 1997 and 2002, so they grew up with the internet and strong social values that inform their workplace demands.

To better understand the group, the Great Place to Work Institute polled 32,000 Gen Zers from more than 350 businesses. Let's explore some of the survey's key findings on what Gen Zers want from their employers.

What Gen Z seeks in the workplace

The Great Place to Work study found five key elements that Gen Zers want from their employers.

Fair pay

According to the study, Gen Z workers expect better pay. Of the 32,000 respondents, 69% felt they received fair wages. Although this is a majority of the Gen Z respondents, it's seven points lower than other generations' pay satisfaction.

Great Place to Work notes that this demand could stem from COVID-era wage losses. The study cites an ADP statistic saying that Gen Z lost 11% of its jobs to the pandemic. This figure is 4.3% greater than the national average and the corresponding numbers for other generations.

Did you know?: Workers with a bachelor's degree and less than five years of work experience typically make $47,000 per year, according to a survey by Clever Real Estate. For employees working 40 hours per week, that's $22.60 per hour, well above the federal minimum wage.

Diverse teams

Gen Z is at least 8% more racially diverse than any prior generation. According to the survey, 47% of Gen Zers identify as Black, Indigenous, or people of color (BIPOC), which is nearly twice the 25% rate for baby boomers. The researchers noted that this generational diversity might stem from a peak in immigration around 2005.

Gen Z is diverse in more ways than race - it's also the generation with the most LGBTQ people. A February 2021 Gallup survey found that 15.9% of Gen Zers identify as LGBTQ. [Related article: How to Support an LGBTQ Employee Coming Out in the Workplace]

Unsurprisingly, Great Place to Work found that Gen Z demands diverse workplaces as a result.

Tip: To create a culture of inclusion in the workplace, design a diversity and inclusion training program to address potential biases and prejudice within your organization.

Meaningful work

Millennials might have largely brought the concept of "meaningful work" into the conversation, but Gen Zers seem even less satisfied with the meaning of their work. In the Great Place to Work survey, Gen Z employees said their work had "special meaning" 8% less than other generations did. Similarly, Gen Zers said they felt like they were making a difference at work 7% less than other generations did. [Related article: The New Role of Millennial Leaders]

A focus on mental health

According to the study, Gen Zers are 7% less likely than other generations to describe their work environments as psychologically or emotionally healthy. They were also 7% less likely to say that they could take enough time off from work. As Great Place to Work notes, the American Psychological Association has found Gen Z to be the most stressed generation. The APA believes this trend correlates with the many sociopolitical crises the generation may face.

A more intentional onboarding process

Remote work rates hovered around 45% in the latter half of 2021. That means Gen Zers may enter the workforce without ever entering an office and making friends with co-workers in person. Great Place to Work notes that, based on its findings, Gen Zers need a "warm and thoughtful welcome" when they start new jobs. The researchers concluded that such actions are key to keeping Gen Z employees - and new hires of any age - engaged and motivated. [Follow this employee hiring checklist for a successful onboarding process.]

Tip: To keep remote workers engaged, host virtual meetings and casual hangouts, foster personal connections, and make sure your employees feel heard and valued.

How to cater to Gen Z's workplace needs

Alongside its findings, the Great Place to Work survey offers some actionable tips.

Prioritize diversity, equity and inclusion (DEI). If you've paid any attention to business news in recent years, you've seen DEI initiatives becoming increasingly common. You can encourage DEI without hiring staff to work exclusively on these initiatives. Instead, try incorporating diversity training and inclusive communication into your operations.

Pay well above the minimum wage. Gen Z is one of the main groups leading the call for higher minimum wages, so low pay won't do. You need to offer salaries that show Gen Z employees you're truly investing in them. You don't need to break the bank on payroll, but you should pay them salaries you might associate with employees a few years older. [Learn how to determine salaries for your employees.]

Offer employee wellness and health programs. Though often associated with diets and gym membership, employee wellness and health programs can address mental health concerns for Gen Z employees. So can mental health days, regular employee one-on-ones or check-ins, and other ways to gauge your employees' mental health. You should also encourage your employees to take the necessary steps to lower their workplace stress levels.

Seek employee feedback. With employee feedback, you can adjust your operations to meet Gen Z standards. If you consistently hear from employees that they're overworked, hire more staff to handle the excess tasks. If you find that summer Fridays would help boost morale in the warmer months, implement those. You can't know if you don't ask, so encourage your employees to give you feedback.

Make the right first impression. A "swag bag" can make a great first impression on new employees. Include merchandise branded with your logo alongside essential work materials like a copy of your employee handbook. Personalized welcome notes from the whole team can be the cherry on top. When your employees know you have their back, they're more likely to have yours.

Key takeaway: Managing Gen Z in the workplace means embracing a company culture where everyone's contributions and voices are valued. You can show appreciation for your employees by prioritizing diversity and inclusion, fair pay, mental health, employee feedback, and a welcoming onboarding process.

Regardless of age, these tips are good advice in general for keeping your employees happy. There may be some generational differences in priorities, but your whole team will appreciate your efforts to show you value them.

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Study Finds Gen Z Workers Expect Fair Pay, Diversity and More

# data[].attributes.attachment_link.description
Generation Z comprises people born between 1997 and 2002. Some of these people are already in the workforce, while others may enter it as late as 2025. Studies show that Gen Z employees want jobs that pay them fairly, provide space for mental health, and prioritize a caring onboarding process.

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Volountership jobs don't allowed people to live correctly, it impeach people thrive

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QUOTAS FOR DISABLED PEOPLE OR COMPANIES WILL NEVER EMPLOY THEM !

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QUOTAS FOR DISABLED PEOPLE OR COMPANIES WILL NEVER EMPLOY THEM !

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Although no country has fully adopted a 4 day work week, many countries are experimenting with one or have a short average working week. Here is the list of these countries.

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Start early to gain first-hand experience by doing internships to be more sure what you want to do and what you do not want to do

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No authoritian management. A place where everyone is understood and well-respected.

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No authoritian management. A place where everyone is understood and well-respected.

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TED talk about disability and work: Drawing on her own experience in the medical profession, Hannah Barham-Brown argues that people with disabilities are an asset more employers need to harness.

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Disability and work: Let’s stop wasting talent | Hannah Barham-Brown | TEDxExeter

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Offices could be more welcoming in their looks, at the moment they are often just practical.

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Offices could be more welcoming in their looks, at the moment they are often just practical.

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Study recommendation - This innovative Research Handbook explores the theoretical debate surrounding work–life balance, and provides a reflection on the opportunity to adopt multilevel research approaches and perspectives, along gender and temporal axes. The Research Handbook is an international overview of current research on work-life balance, considered in macro, meso and micro perspectives.

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Study recommendation - This innovative Research Handbook explores the theoretical debate surrounding work–life balance, and provides a reflection on the opportunity to adopt multilevel research approaches and perspectives, along gender and temporal axes. The Research Handbook is an international overview of current research on work-life balance, considered in macro, meso and micro perspectives.

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Hardback

Emerging Issues and Methodological Challenges

9781788976046 Edward Elgar Publishing

Edited by Sonia Bertolini, Department of Cultures, Politics and Society, University of Turin and Barbara Poggio, Department of Sociology and Social Research, University of Trento, Italy

This innovative and thought-provoking Research Handbook explores the theoretical debate surrounding work-life balance, and provides a reflection on the opportunity to adopt multilevel research approaches and perspectives, along gender and temporal axes. The Research Handbook is an international overview of current research on work-life balance, considered in macro, meso and micro perspectives.

This innovative and thought-provoking Research Handbook explores the theoretical debate surrounding work-life balance, and provides a reflection on the opportunity to adopt multilevel research approaches and perspectives, along gender and temporal axes. The Research Handbook is an international overview of current research on work-life balance, considered in macro, meso and micro perspectives.

Offering both theoretical reflections and empirical research examples illustrating the multiple strategies through which the different articulations that characterize the work-life intersection can be analysed, this Research Handbook includes analyses of gendered labour, generational assets and technological changes. Contributors provide translation and actualization of specific research practices and methodological choices, focused on different national contexts. The empirical analysis ranges from comparative research based on quantitative methods, to qualitative approaches centered on longitudinal, discursive and narrative perspectives, and mixed-method studies. Further contributions adopt innovative research methods based on the use of digital and visual technologies.

This Research Handbook will be an inspiring read for both undergraduate and postgraduate sociology and social policy students. The book is also addressed to researchers, consultants and policy makers interested in work-life balance issues.

'This wonderful Research Handbook introduces scholarly debates on work-life balance, provides new theoretical approaches and insights, proposes innovative qualitative and quantitative research methods, and uses longitudinal and cross-national research examples in the analysis of how people define and reconcile family and work relationships.'
- Hans-Peter Blossfeld, Emeritus of Excellence, TRAc, Otto-Friedrich-Universität Bamberg, Germany

'This excellent collection enriches substantially the work-life balance literature both at the theoretical and empirical level. Focusing on the changing and diversified contexts in which work-life tensions are experienced and balances negotiated across gender and employment relations, the authors shed new light on the different micro and macro dimensions involved, as well as on the importance of a life course perspective. Using a variety of research methods, they look at different kinds of workers and working conditions, highlighting also the ongoing redefinition of the boundaries between (paid) work and other life spheres.'
- Chiara Saraceno, Collegio Carlo Alberto, Turin, Italy

Contributors: Myrto Anastassiadou, Anne E. Barrett, Sonia Bertolini, Rossella Bozzon, Simone Braun, Anna Carreri, Julia Cook, Marjan De Coster, Annalisa Dordoni, Rachel Douglas, Ulla Forseth, Jeanne Ganault, Kathleen Gerson, Emily Hallgren, Suvi Heikkinen, Dirk Hofäcker, Marjut Jyrkinen, Emilia Kangas, Mauro Migliavacca, Annalisa Murgia, Rosy Musumeci, Manuela Naldini, Jessica Noblitt, Ariane Pailhé, Barbara Poggio, Epp Reiska, Barbara J. Risman, Kristine Warhuus Smeby, Eleni Stavrou, Kadri Täht, Marge Unt, Dan Woodman, Patrizia Zanoni

Contents:

1 Introduction to the Research Handbook on Work-Life Balance 1
Sonia Bertolini and Barbara Poggio

PART I THEORETICAL AND METHODOLOGICAL FRAMEWORK
2 Work-life balance and beyond: premises and challenges 8
Anna Carreri, Annalisa Dordoni, and Barbara Poggio
3 Doing research on work-life balance 27
Sonia Bertolini and Rosy Musumeci

PART II MULTILEVEL PERSPECTIVES ALONG GENDER AND
TEMPORAL AXES
4 Research on work-life balance: a gender structure analysis 50
Emily Hallgren and Barbara J. Risman
5 Work-life balance through the life course 72
Jeanne Ganault and Ariane Pailhé
6 Work-(later) life balance: shifting the temporal frame 90
Anne E. Barrett, Rachel Douglas and Jessica Noblitt

PART III COMPARATIVE RESEARCH (APPROACHES AND STUDIES)
7 The household division of labour in Europe: a multilevel perspective 102
Dirk Hofäcker and Simone Braun
8 Subjective work-family conflicts: the challenge of studying
self-employed workers 118
Rossella Bozzon and Annalisa Murgia

PART IV LONGITUDINAL, DISCURSIVE AND NARRATIVE ANALYSIS
9 Qualitative longitudinal research for studying work-family balance
(before and after childbirth) 142
Manuela Naldini
10 Fathers in focus: two discursive analyses on addressing men, work and care 160
Suvi Heikkinen, Marjut Jyrkinen and Emilia Kangas
11 Work-life balance for fathers during paternal leave in Norway:
a narrative approach 176
Kristine Warhuus Smeby and Ulla Forseth

PART V MIXED AND MULTIMETHOD RESEARCH
12 Beyond the lines: gender, work, and care in the new economy - a view
from the U.S. 194
Kathleen Gerson and Mauro Migliavacca
13 The effect of childcare facilities on labour market participation among
young adults in Estonia: a mixed-methods study 217
Kadri Täht, Marge Unt and Epp Reiska
14 Flexible work arrangements and diversity through a comparative and
multilevel lens 237
Eleni Stavrou and Myrto Anastassiadou

PART VI DIGITAL AND VISUAL METHODS
15 The gendered labour of work-life balance: using a new method to
understand an enduring dilemma 258
Julia Cook and Dan Woodman
16 'My work is full of gossipers so I tried to keep my pregnancy secret':
'distant' netnography as a qualitative method for exploring work-life
balance among pregnant and breastfeeding employees 274
Caroline Gatrell
17 The performance of oneself through visuals in interviews: queering the
work-life binary 293
Marjan De Coster and Patrizia Zanoni

Index

eBook options

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Or recommend to your institution to acquire on Elgaronline

Buy as part of an eBook subject collection - flexible options available

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No limits on concurrent user access, ideal for course use

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'This wonderful Research Handbook introduces scholarly debates on work-life balance, provides new theoretical approaches and insights, proposes innovative qualitative and quantitative research methods, and uses longitudinal and cross-national research examples in the analysis of how people define and reconcile family and work relationships.'

# data[].attributes.headline
How to close the gender pay gap in Europe: towards the gender mainstreaming of pay policy

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How to close the gender pay gap in Europe: towards the gender mainstreaming of pay policy

# data[].attributes.body
New empirical studies in many EU

member states demonstrate that the work environment—the general wage structure,

job and workplace characteristics—shapes gender pay inequality

# data[].attributes.attachment_link.title
How to close the gender pay gap in Europe: towards the gender mainstreaming of pay policy

# data[].attributes.attachment_link.description
How to close the gender pay gap in Europe: towards the gender mainstreaming of pay policy

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J'ai testé pour vous... " Le Combat de la Licorne "

Découvrez nos conseils pour animer l'outil pédagogique " Le Combat de la Licorne ", un jeu permettant d'expérimenter et de questionner les discriminations anti-LGBT+. Un outil ludique, qui a prouvé son efficacité !

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Accueil - Comprendre Pour Agir - Des jeux et des outils pédagogiques

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Comprendre pour Agir est une plateforme de vente de jeux et d'outils pédagogiques, résultat d'un partenariat entre diverses associations francophones.

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https://www.etf.europa.eu/sites/default/files/2019-05/INFORM%2025%20Start-up%20training.pdf