The Tasting Panel magazine

November 2018

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30  /  the tasting panel  /  november 2018 Movers & Shakers Want to connect with beverage industry leaders? Tap into BevForce at or email for more information. F orceBrands is the leading recruiting and staffing firm for the beverage, food, and beauty industries. We offer executive recruiting services, board of director assembly, and industry-specific job boards including BevForce—which con- nects global beverage companies with future leaders. Alia Scelzo has been named Regional Manager–Metro N.Y. and N.J. at Stillhouse Spirits. She had been State Manager–N.J. at Mast-Jägermeister US, Inc. Quasar Alexander has been named Multi-Cultural Brand Ambassador at Riboli Family Wines (Stella Rosa). He had been Sales Manager at Wilmac & Royal Foodservice Inc. Aaron Moore has been named Vice President of Sales at Pampelonne. He had been National Account Manager at CANarchy Craft Brewery Collective. Four Things Gen Z'ers Don't Want from the Workplace CAREER CORNER With roughly 61 million members of "Generation Z" poised to enter the U.S. workforce, it's important for employers to understand that this demographic group isn't simply a younger cohort of millennials. They watched as their older counterparts experienced the financial struggles of the recession; they use technology for both entertainment and education; and many of them would rather run a business from their smartphone than work in a typical office setting. Here are a few things Gen Z seeks to avoid as they bring new expectations to the workplace: 1. Traditional Training Lectures, handbooks, and large group-training sessions aren't the best methods to get Generation Z up to speed on workplace policies. Instead, many Gen Z'ers prefer to learn with the aid of digital resources. Online courses or small group activities seem to be more effective tools for teaching them the skills and demands of a given position. 2. Strict Hours While Generation Z is willing to work hard, they don't necessarily want to do it from an office. Like millennials, they're interested in flexibility in terms of both location and scheduling, and they're open to working longer hours if they can do it on their own terms. The trend toward remote work shouldn't be seen as a millennial trend—it represents a permanent shift in the way employees work. Gen Z expects to be given the option to work from home, and since they've grown up with smart- phones, they're more than comfortable communicating digitally. 3. Open Offices Millennials experimented with open office plans, but recent research shows this setup isn't necessarily an effective way to boost productivity or com- munication. This trend may be on its way out, but Gen Z isn't interested in going back to isolated cubicles: Instead, they want to work in offices with both individual work- spaces and areas where groups can work collaboratively. 4. Distant Relationships with Management According to recent studies, Gen Z wants consistent, constructive check-ins from their managers on a weekly and sometimes even daily basis. They're not just seeking praise—they want to be made aware of their strengths and shortcomings. Members of Gen Z also often want their bosses to serve as their mentors and seek to develop strong relationships with their supervi- sors, as well.

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