Snowflakes Generation... The Drivers Of A Greater Future

Updated: May 9

Oclas Consulting investigates the perspectives of the 'snowflakes' both before and after the COVID-19 pandemic.

According to our analysis and data, in spite of the experiences that the snowflakes generation face, for example, the increased use of artificial intelligence which in some cases has reduced employment opportunities for people in many sectors, they have decided to concentrate on further society-wide topics during the pandemic's inception, for example, climate change, cryptography, digital transformations etc.

The crisis, if nothing else, has strengthened their determination to help make a strong change in communities and across the globe. And they continue to promote a future in which governments and corporations share the same social obligation, putting people before profits and emphasizing ecological responsibility.

The world after the COVID-19 outbreak will undoubtedly be distinct, and it will most certainly be more compatible with the ideas espoused by the 'snowflake’s generation' as revealed through our data and research. They've experienced how swiftly the environment can recover, the evolution of businesses, and human adaptation, innovation and collaboration. It is believed that the new world after the epidemic can be greater than the one that came before it, and are determined to make it a success.


Millennials and their younger "Gen Z" peers are used to being chastised for their dedication to their jobs. Millennials have been labelled the work-shy age of "snowflake" characteristics because they are supposed to anticipate too much flexibility from their employers, despite the fact that a large percentage of them express exhaustion as a result of their overwork.


The snowflakes are the first generation to have grown up in a world where everything is digital. The oldest was born around the time that widespread online communication became available, while the youngest was conceived when that access expanded to include mobile telephones. When the global financial crisis struck in 2009, the median age of millennials was 20, which meant that far more than half of the group was thrust into a labour market that was extremely difficult to navigate. They arrived to find a workplace undergoing technological and 4IR (Fourth Industrial Revolution) transformations, as well as a disease outbreak (COVID-19 Epidemic). According to research, entering the labour market during a recession has long-term consequences for salaries and career choices. Snowflakes who found employment during the delayed years saw less growth in the economy than any other age in their first 10 years of employment. They have poorer real wages, smaller investments, and more indebtedness than prior generations at equivalent stages.

Notwithstanding this, and concerns regarding their long-term economic condition (A large number now say it is a source of worry), Snowflakes live within their resources. Currently, well over half say they have a sufficient savings cushion, and the majority believe they are effective financial experts. While this is true, they do spend money differently than their elders.


Snowflakes prefer adventures to traditional ways of life, from our research, which found that many more would rather tour the globe than purchase a property or start a family. They utilize their smartphones for shopping, get items delivered to their doorways, uber, and use other modern market options. However, the variations in perspectives on professions and the workplace between millennials and earlier generations could be just as essential as their distinct consumption behaviour. Salaries and incentives, understandably, have always been front of mind when considering new employment. A healthy work environment, on the other hand, is a strong second thought at heart. From data gotten from surveys, snowflakes indicated they wouldn't work for some corporations because of their ideals or behaviour. In the year prior to the outbreak of covid 19, approximately one-fifth of people who had lately quit their job identified a lack of one of those attributes and inclusive practice as a cause for exiting.

Employers that require snowflakes to execute duties that go against their principles and ethics are more likely to be met with resistance. Claims from data state that half of those polled indicated they'd rejected off assignments because of this—something most baby boomers would never consider. Long before the pandemic, snowflakes prioritized flexibility and work-life balance. Employers have evolved over the last decade to meet employees' demands; by 2017, nearly two-thirds of those polled claimed their workplaces had already accepted flexibility in terms of time, place, and roles. Those who have cultivated people who are more content and likely to stay with their organizations tend to nurture people who are more satisfied and likely to stay with their companies. Long before the epidemic inspired a slew of initiatives, mental health was on the minds of snowflakes.

Intriguingly, in that research, females more than males stated that they would prioritize concerns such as wellness and staff building over the cash objectives and individual incentives. It's certainly no accident that psychological state is now a top issue for all company executives some years later. While 4IR innovations and modernization on culture have inspired the work in 2021, it has definitely been pushed and moulded by the goals and wants to be voiced by snowflakes over the last years.


In our research, sources showed that data ranked resource scarcity as the top or second most threatening societal challenge, with climate change and income inequality close behind. They highlighted specific societal dangers early on, in addition to encouraging enterprises to act on issues like adaptable work and mental health. Climate change had risen to the top of their concerns by 2018 and has remained at or near the top since then. Millennials are gloomy about their prospects in general and the future in particular. more than half of them believe civilization has reached a point of no return and that it is too late to reverse the effects of climate change. Only half of those polled two years ago thought they would be better off financially than their parents. Only less than a half believe they will be happier than their parents. The proportion of people who believe their countries' economies will improve in the near future has dropped from 45 percent in 2017 to 27 percent currently. They do appear optimistic, though, that the post-pandemic world will build on the lessons learnt in the previous year. According to the most current research and analysed data, more than a third of respondents believe the COVID-19 event will increase corporate responsibility, strengthen cross-national cooperation, and encourage more individuals to take unilateral action in combating climate change.

Industry data from early 2010, the most popular opinion to what business' aim was was "help society," which beat out profit and innovation. When unemployment became the top personal worry for snowflakes some few years later, they believed that business' primary purpose should be to create jobs and wealth. Employee satisfaction and a company's sense of purpose that have a strong association, and a large chunk claiming their company's mission is part of why they chose to work there.


The number of snowflakes who believe business is a "force for good" fell from three-quarters to half over a five-year period ending in 2021 claims from our research. Sources show participants were considerably more likely to believe that firms acted irresponsibly and only had one goal in mind: to make money. Widespread data breaches, a greater understanding of how personal data is handled by organizations may have influenced their opinions.


Every year that the question has been asked, unemployment has been a top-five issue among snowflakes. They have repeatedly indicated that the business sector holds the primary obligation for aiding them in the development of their skills. In recent studies, individuals stated that they desire to work for organizations that empower and enable them to participate meaningfully in society.


More than 70% of those who said they'd leave their jobs in two years if they could prove their leadership abilities weren't being developed sufficiently. When it came to choosing a company to work for two years later, nearly half of the respondents said the possibility for continued learning was very important. This appears to be the primary concern of today's snowflakes leaders.

In the most recent of times, Snowflakes looked into the mental health impacts of a decade of concerns—about This group has weathered numerous storms at work, in life, and in society in general, and while some are undoubtedly worse than others, Despite their fortitude, many of its members are struggling. A little less than half of respondents claimed they are stressed all or most of the time in the claim. The majority of the time their biggest sources of stress are their finances, their families' well-being, and their jobs and careers. Many people are channelling their fear into action. Snowflakes, in general, say they want to make a difference in the world. The existing quo will not be tolerated by these communities. This is happening even while the virus spreads over the planet. This generation isn't giving up on the fight against global warming or racial inequity. In fact, the pandemic has spread around the world. This instilled in them a greater feeling of personal accountability. Three questions were asked in the post-pandemic 2020 poll Deloitte. The epidemic was cited by three-quarters of those polled.

In more than half a decade ago, "activism" took the form of signing petitions, making social media comments, and participating in boycotts. Moreover, a third of those surveyed are now active volunteers or members of a community group. A quarter of those surveyed said they had participated in a public rally or protest. They're setting the bar high when it comes to the environment, race, and other social issues.

The oldest millennials will not retire for another quarter-century, and more will be promoted to corporate senior positions and elected to important government roles. They will also have authority over other power centres in professions like academia and security agencies, as well as community traditions and the arts.


Gilchrist, K. (2019, March 5). How Millennials And Gen Z Are Reshaping the Future Of the Workforce. CNBC. https://www.cnbc.com/2019/03/05/how-millennials-and-gen-z-are-reshaping-the-future-of-the-workforce.html.

Industries, V. (2020, April 10). The Top 8 Principles Of Quality Management. The Top 8 Principles of Quality Management. https://www.industries.veeva.com/blog/quality-management-principles#:~:text=%20The%20Top%208%20Principles%20of%20Quality%20Management,leadership%2C%20another%20of%20the%20key%20principles...%20More%20.

Millennials And Generation Z Are Driving the Digital-first Future Of Customer Experience | Business Wire. (2019, December 3). Millennials and Generation Z Are Driving the Digital-first Future of Customer Experience | Business Wire. https://www.businesswire.com/news/home/20191203005409/en/Millennials-Generation-Driving-Digital-first-Future-Customer-Experience.

The Deloitte Global 2021 Millennial And Gen Z Survey. (n.d.). Deloitte. https://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html.

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