Gen Z is just as valuable to your organization as they are misunderstood.Getty Images
Generation Z, the demographic cohort born between 1997 and 2012, may be the most misunderstood generation in the work force. Despite their dynamic capabilities and intelligence, Gen Z professionals have gained a reputation for being “difficult.”
Consider a recent survey by online resume platform Resume Builder, 40 per cent of hiring managers self-reported a bias against hiring Gen Z workers. The reasons? Eighty per cent of the 1,000 hiring managers polled expressed worry about the experience of younger workers. More than half worried about this cohort’s “unprofessional attitude.” One in two managers were also concerned about Gen Z’s lack of work ethic and reputation for unreliability.
But to address these issues, a recent panel of experts at the University of British Columbia found Gen Z needs empowerment that meets their needs as individuals, rather than criticism.
In this case, generational prejudice, may, more than anything, be a sign that this is a cohort of early career workers unlike any the workplace has seen before.
And that’s a good thing, says Baruch Labunski, an entrepreneur in marketing technology, an industry which has attracted many Gen Z talents.
“This generation grew up completely in the tech age. They not only are skilled with it but understand how to create it. That makes them critical as developers and researchers,” Mr. Labunski says.
“Also, this group wants to create the next new thing. They’ve seen tremendous inventions already so they grew up thinking that innovation is more normal than exceptional, which means they expect innovation of themselves to be part of their lifestyle and culture.”
He also points out that because they’ve witnessed so much change in their relatively short lifespans, they tend to be highly adaptable.
“They can move well in any environment and shift to fix unexpected problems. The other advantage this group has is their ability to get almost immediate groundswell support on social media for a cause,” Mr. Labunski says. “That would be an exceptional skill in the marketing industry.”
Gen Z employees are far more tenacious than the flakey stereotypes might suggest, says Pragashini Fox, head of talent and diversity at Thomson Reuters.
“Recent graduates and current students entering the work force over the past few years have had to contend with an incredible number of obstacles. Many experienced firsthand the effects of COVID-related shifts in their educational experience,” Ms. Fox says. “While the Canadian unemployment rate is relatively low, Gen Z has had to navigate significant actions – including delayed starts and cancelled internships in some sectors and companies – that has made for a challenging recruiting experience and required considerable grit for some.”
Young professionals who have been able to secure those key entry level roles may have done so remotely, she adds, perhaps missing out on some of that key “apprenticeship” or even learning by osmosis that tends to be easier to get in-person at work.
They’re also starting their careers at the same time that AI is playing an ever-greater role in how things are done. This has been both disruptive, Ms. Fox says, and also an opportunity that many Gen Z have seized with both hands.
“Within our company, they’re asking ‘why do we do it that way’ and proposing ‘how about this instead’ to an exciting degree, with many of the proposed solutions leveraging AI,” she says. “For example, last year, a Gen Z marketer demonstrated to our leadership team how she was using generative AI to dramatically accelerate her content creation process, and that led to a broader rollout.”
The extenuating circumstances of their early career, admittedly, can mean a learning curve – for both employer and employee.
“Gen Z is coming into the work force with a perspective that’s sharply different from previous generations in terms of what they want out of a career. They ask questions, they want to know if their work has an impact and they want data on how their roles fit into the big picture,” says Brett Shively, chief executive officer at technology firm ACI Learning. “They want opportunities to learn and grow, and they aren’t expecting to work in one job role or even one industry into retirement.”
In light of these characteristics, his recommendation to other leaders is to extend a similar flexibility and openness to your Gen Z employees.
“Just like with any employee, personalize your approach depending on their skill needs and long-term career goals,” he says. “Forget about clichéd attempts – like casual Fridays or pizza parties – to support teams and build culture. Gen Z tend to be entrepreneurial, so appeal to their desire to learn and grow in their careers by assessing their needs, having open conversations about what they want and providing them with the tools to get there.”
For example, tailor training to this generation’s unique learning style, he suggests.
“While Gen X individuals tend to appreciate traditional, more extensive learning formats, like scrolling through comprehensive content, Gen Z learners lean toward shorter, more intense and engaging material,” he says, adding that all generations tend to have unique preferences in this. “It’s not just about delivering information. It’s about meaningful engagement and tangible outcomes. Gen Z, more than any generation before them, is dialled in on that last thing: They want meaningful engagement with tangible outcomes.”
And on a related note: Gen Z may bristle at anything that smacks of “well, this is just how it’s always been done” thinking.
“A key piece of tactical advice for managers is to not project their preferences or opinions onto this group. The most successful managers will ask questions and be curious to better understand the motivations of these team members and to remember that they may need different approaches to be successful, or may have different goals than others they have led,” says Janeen Speer, chief people officer at software firm Benevity.
“I also think managers will have a lot to learn from Gen Zers who join their team – so creating opportunities to listen and learn from a new perspective could hold a lot of value for all.”
One practical thing a manager could do, she adds, is ask Gen Z employees about their interests, passions and causes they support. “It is likely that one of the motivators for Gen Z employees will be connecting purpose to their paycheque,” she says.
This, however, may not be true of everyone, which is why Ms. Speers stresses the importance of not painting every Gen Z employee with the same broad brush.
“It’s important to remember that all individuals within a generational cohort are unique, and to be curious about each individual’s perspective and experience,” she says. “With their ability to demand greater personalization in how they move along their career journey, we must recognize that the path may look different for everyone.”
And, unfair-assumption-peddling surveys aside, it may prove to be a journey that’s rewarding – and surprising – for every generation that shares the workplace.
“Gen Z is bringing something new to the table when it comes to their teams and workplaces. They bring a fresh perspective alongside a skill set that includes innovation, agility, resilience and social and environmental consciousness – which are often the characteristics that hiring managers and talent teams, including myself, look for in prospective talent,” she says.
“There is a great deal that employers will benefit from and can learn from Gen Z and their presence is of great value in the work force.”