How to Manage Gen Z in the Workplace
Every generation has its challenges. But Gen Z, the group of people born after Millennials, has gone through the wringer. Multiple financial crashes, the COVID-19 pandemic causing havoc during some of their most formative years, and the opioid crisis tearing a hole through communities that were meant to look after them are just a few examples of the obstacles that have affected Gen Z.
Gen Z represents 14% of the U.S. population. Born between 1997 and 2007, Gen Z contains people who are currently 15-25 years old. In other words, the group of workers who have just entered or are about to enter the workforce.
As Gen X reaches retirement and Gen Z starts to leave college and start their careers, the landscape of the workplace will start to change significantly. As leaders, how do we adapt to this? What should we do differently with Gen Z?
Gen Z Understands the Millennial’s’ Plight
Millennials have entered the workforce with record levels of debt. As with previous generations, they have prioritized work and their career, but this has failed to translate to financial success, with many Millennials struggling to purchase homes. According to research by The Ascent, 51% of Baby Boomers and 48% of Gen X were homeowners at 30 years old – but that figure is at just 42% in Millennials
For Gen Z, sacrificing your life for a career that yields an ever-shrinking chance at home ownership and financial stability just doesn’t seem worthwhile. They are more interested in living a fulfilling life, viewing work as a means to an end – and they will push back against work environments that don’t align with this philosophy.
According to research in an article from The Week, Gen Z is bringing a more nonchalant attitude into the workplace. They aren’t only thinking about their career, like some of the generations that came before them. They are focusing on personal fulfillment and authenticity over traditional career advancement.
Gen Z Behaves Differently
With their unique perspective, Gen Z is starting to show some unique workplace behaviors and demands.
Combining Physical and Virtual Realities: Gen Z seamlessly integrates their virtual and physical lives. This makes sense – they are the first generation that had easy-to-use technology for their entire lives. Millennials still remember having to drive to Blockbuster to get a DVD, but Gen Z had iPhones ready to stream content right out of the box at an early age. They rely heavily on digital channels for work, socialization, and relationships, viewing virtual interactions as genuine.
Seeking Authenticity Through Transparency: Authenticity is paramount for Gen Z. 92% of Gen Z say that being true to oneself is very or extremely important. They value truth and openness, stemming from a distrust of institutions and the prevalence of social injustices. This generation has a very hard time accomplishing great things if they aren’t, first and foremost, true to themselves.
Pragmatic Approach to Wellness and Mental Health: One of the truly admirable traits of Gen Z is their approach to mental health. 42% of Gen Z reported frequent depression during the COVID-19 pandemic, a time when most of them were in the middle of college or high school. These are stressful years at the best of times. With the extra pressure from the pandemic and social isolation, it’s no surprise that they prioritize mental health and seek support, viewing it as essential for survival.
How should Gen Z be Managed?
We should adapt these changes in the workforce if we want to attract and retain Gen Z talent. But what does that involve?
Transparency
Gen Z places an emphasis on open, honest communication. Transparency is non-negotiable for this generation across every aspect of your organization – from company practices and labor policies to supply chains and social issues. Gen Z want to hold companies accountable for their values.
This links back to the importance of authenticity. A huge portion of Gen Z wants to be in a workplace that aligns with their values, and they can’t feel like their authentic self if this doesn’t happen.
Foster Trust Over Loyalty
Loyalty to a company means less and less as time goes on. The days of being a “company man” who works for the same organization for 30 years are mostly gone. Gen Z knows this, and they aren’t going to place the same emphasis on loyalty. They have an instant distrust of anyone who calls the workforce a “family”, and the traditional loyalty programs don’t hold the same sway that they used to.
Authentic, ethical behavior is much more likely to keep Gen Z at a company. Build trust and place a priority on truthfulness in the workplace. Gen Z want to feel trusted, and want to be able to trust the organization they work for. Once that trust is broken, it is near impossible to claw back.
Adapt Ways of Working
Gen Z is used to working where they want, in a style that works for them. Of course, this isn’t always possible, and organizations need to define exactly how they want their employees to function in the workplace but consider being open to the adaptability of Gen Z.
Gen Z favors a hybrid work model that values productivity and creativity over physical presence. If your company can offer flexible working arrangements and prioritize team dynamics and collaboration, it will pay dividends in attracting and retaining quality Gen Z workers.
Part of this is making sure that you have the technology that can support this style of work. Gen Z expects intuitive, seamless technology. They have little patience for inefficiency and expect modern tools to facilitate their work and life.
Gen Z isn’t a Monolith
The people you manage aren’t a monolith – and this is true for Gen Z. The trends I’ve outlined above are certainly a factor when managing Gen Z, and can set you up for success. But they aren’t the be all and end all, because every individual will have their own distinct way of working.
Work-style guides, often called 'user manuals,' provide a valuable way to customize management styles. These surveys help managers adjust their leadership approach to fit individual preferences on important topics like receiving feedback, embodying values, and task management.
In addition to Work-Style Guides, managers shouldn’t underestimate the power of sitting down and talking with team members on a regular basis. A good, structured one-on-one with a lot of open questions and room for the employees to express themselves is invaluable and serves as a great opportunity to gather feedback.
Investing in Gen Z
Gen Z, and the following generation of Generation Alpha, are already making a huge impact on how we approach work. This isn’t going away. They have a lot to offer, so it’s worth investing in them.
Find the best way to manage Gen Z at your organization, with an emphasis on trust and openness, and make sure to consider your company values and what those look like in practice. Finally, remember to actively listen to your Gen Z employees and adapt to what they say, because no matter what the trends say – no generation is a monolith.
Meridith Marshall is the CEO and Founder of Uncharted Way and has seen firsthand how people and organizations can navigate the most difficult of circumstances with clarity and openness to improve employee experience and culture in their workplace. She is an industry-recognized expert in using a data-driven approach and is a therapist and certified Co-Active coach.