Generation Z, also known as “Zoomers” or “Gen Z,” refers to the crop of young people born between 1997 and 2013. They currently make up around 27% of the workforce, a figure that will increase over the coming years as more of them become working age.
Digitally native, environmentally conscious and financially pragmatic, Gen Z is entering the workforce with different expectations from previous generations. Many of them value social responsibility, work-life balance, frequent pay hikes and career progression and expect these things to exist in the workplace.
Some managers, particularly more traditional ones, might struggle to deal with this way of thinking. In fact, nearly 40% of business executives say they don’t believe that Gen Z are “ready for work”.
So, what exactly makes Generation Z different from other generations? More importantly, how can managers address their needs in a way that doesn’t alienate your other employees?
Understanding the Gen Z perspective
A few things characterise Gen Z’s workplace expectations.
- Work-life balance: According to research by McKinsey, 77% of Gen Z consider work-life balance to be important to their jobs. Many expect to have enough time outside of work to pursue hobbies, travel and maintain their mental health.
- Flexible working: Gen Z are more likely to have left or consider leaving a job that does not offer flexible working policies (72% among Gen Z respondents, compared to 59% of Baby Boomers). Most of them spent two formative years working or studying remotely, so they’re conscious that there are workable alternatives to the office.
- Financial security: Gen Z is far less optimistic than other generations to expect this period of financial uncertainty to end. A majority of them do not believe that they will ever own a home. As a result, pay is important to them, with 70% stating salary as a top priority when choosing a job.
- Social responsibility: Whether environmental causes or social justice concerns, Gen Z often expect employers to demonstrate a real commitment to issues that they care about.
- Authenticity and transparency: Similarly, Gen Z demand honesty and expect corporations to align their actions with their stated values.
So, how do you balance these traits within a multigenerational workforce?
Company culture
First and foremost, company culture is key. A good starting point is a unified, defined, and clear set of values that all employees, regardless of generation, can rally behind.
For Gen Z, it may help to see the company’s stated mission and values in action so that they are tangibly understood. Part of this may simply be properly communicating specific initiatives, but managers are also important here. They should embody the company’s values and show commitment where possible. In other words, “leading by example”.
It can likewise be helpful to foster open dialogue here and create an environment where employees feel comfortable expressing feedback. This can range from informal check-ins to institutionalised processes such as surveys, town hall meetings, or digital suggestion boxes. Gen Z grew up on social media and are used to expressing their opinion, so it might help to give them that opportunity at work.
Learning & development programmes
Investing in learning & development programmes for managers can also be helpful. This could mean developing emotional intelligence (EQ), digital fluency, or intergenerational communication strategies.
Situational leadership skills are also helpful. This management approach focuses on embracing change, fostering collaboration and flexibly adjusting strategies when necessary. It is useful not only for managing Gen Z but also more generally.
Cross-generational motivation
Lastly, it’s not a bad idea to consider policies that have cross-generational support when motivating an age-diverse workforce. For example, even though more Gen Z workers prefer work-from-home arrangements than other generations, a majority of workers across all age groups support it also. It may be something to consider.
Likewise, many Gen Zers prefer instant messaging apps like Slack over email. However, these tools could benefit all employees, as they offer certain advantages. Being willing to use these platforms can increase communication between managers and employees while also catering to Gen Z’s preferences.
Working in partnership
It’s not about pandering to Gen Z’s “needs”. Arguably, Gen Z take much and give little. They often don’t appreciate the value of collaboration for their own learning and development and many of them profess to want professional career development yet, conversely, their behaviour can seem more akin to those who want and need a job with the main purpose of supporting their lifestyle.
Reciprocation is essential. In return for any allowances, Gen Z employees should understand what is required of them and be motivated to go the extra mile to achieve it. It’s about working in partnership to get the best out of them.