Conceptual Explorations Of Employee Coaching For Generation Z Sales Professionals

Abstract The engagement and retention of Generation Z (Gen Z) employees have become pressing concerns for organizations, particularly as they continue to face labor shortages and high turnover in the wake of COVID-19. With trends such as “quiet quitting” and reassessments of work–life priorities reshaping the workforce, companies are struggling to engage and retain Gen Z employees in meaningful and fulfilling roles. Customer-facing sales positions show turnover rates of more than 30%, which imposes substantial financial and operational costs on organizations since replacing an employee can cost up to 150% of the employee’s annual salary. This high turnover threatens organizational sustainability and profitability, highlighting the need for innovative approaches to attract and retain Gen Z talent. This paper reviews the current research to explore the practical potential for tailored coaching and leadership strategies to meet Gen Z’s unique preferences for autonomy, continuous feedback, and career growth in high-turnover environments such as sales. The findings of this study can be used to foster a resilient workforce capable of meeting the evolving demands of the post-pandemic workplace.