7 Reasons Your Workplace Isn’t Gen Z-Ready

Much has been said about Gen Z. Much. And it’s been a mixed bag. Their entry into the workforce is either a blessing or a curse, depending on how prepared an employer is, and their readiness for disruption. Identified as possessors of unique needs and expectations, people born between the mid-1990s and early 2010s are said to have a distinct set of values, preferences, and skills that they bring to the table. Is the workplace preparing, or failing to prepare, for Gen Z employees? And are organisations even equipped to explore the strategies they can adopt to successfully embrace this new generation of talent.

Lauded for being the first generation ever to grow up fully immersed in the digital age, these digital natives are highly connected and tech-savvy. Gen Z values diversity, social responsibility, and work-life balance, and seeks purpose in their work. They are regarded as entrepreneurial, and adaptable with a strong desire for continuous learning and development.

There are five factors employed 18- to 24-year-olds cite as having a major impact compared with respondents of every other age group: a hostile work environment, mental health issues, access to transportation to and from work, physical problems, and an inability to share your full self at work. But with these amazing positives come myths collected from the ether about the difficult and precious Gen Zers. Today, we bust them for employers with words others have said before.

1. You think they’re lazy.

“The internet is littered with articles fussing over Gen Z’s alleged distaste for workplace “norms,” but young workers are not lazy, entitled, or keen on slacking off — they’re simply choosing to reject some of the practices that previous generations were forced to accept. Surveys have found that Gen Zers are less likely than their elders to go along with long hours, overbearing bosses, or a lack of boundaries between the personal and the professional. Instead, this new wave of workers is actively pushing back on the behaviours that make the workplace a toxic environment,” said Gen Z’s Not Lazy – They’re Just Refusing To Put Up With The Toxic Work Culture That Boomers Created, as per Business Insider.

Gen Z love their remote work and flexitime. Forward-thinking organisations are reevaluating traditional work structures. The future of work has, since March 2020, been regarded as the new normal, with the IT department stretching its protective bubble to encompass employees from across geographical locations. Now, with the emphasis on returning to the office, Gen Z must be itchy. This can be solved through collaborative and adaptable workspaces. Gen Zers seem to share several traits with Millennials – except when they don’t. Employers are managing youthful, inexperienced employees with a set of unusual characteristics.

2. You underestimate their impact.

According to recent studies, Gen Z and Millennials are approximately 38 per cent of the global workforce. A percentage that will rise to about 58 per cent by 2030: for countries such as Kenya or Uganda where 75 per cent of the population is below 30, Gen Z possess remarkable human capital assets.

“Gen Z will make up 27 per cent of the workforce by 2025, and like it or not, Gen Z is already becoming the dominant customer and culture driver. Companies must appeal to this generation if they want to stay relevant and competitive. While Gen Z’s identity is still forming, employers must understand the unique challenges this generation faces and support them as they begin their careers. If they don’t, they risk getting left behind,” stated wework.com’s piece, Is Your Workplace Ready For Gen Z?

3. You think they have nothing to teach you.

You’ve heard of reverse mentorship, right? Where learning is two-way with the elder teaching the junior, and the younger teaching the elder. For example, as a generation that has grown up in the digital and information age, Gen Z tends to be adept with technology, even viewing certain platforms and applications as “extensions of themselves.” Their digital and analogue experiences may also not necessarily have defined boundaries.

Gen Z’s fluency with technology presents both opportunities and challenges. Digital transformation means integrating digital tools and adopting cloud-based platforms for collaboration, leveraging artificial intelligence and automation to streamline processes, and offering access to cutting-edge software and tools. On top of that, organisations are prioritising digital security measures to protect sensitive data and maintain Gen Z’s trust in the workplace. “Springtide Research Institute (which studies the inner and outer lives of people 13-25) collected data on Gen Z’s attitudes and found this generation works to live, not live to work. Work is an integrated asset to their lives, not simply a means to an end, and therefore should reflect who they are as people,” noted Psychology Today.

4. You don’t understand the significance of DEI.

Gen Z places a high value on diversity, inclusion, and social responsibility and seeks out organisations that are actively working towards creating an inclusive workplace. A culture that respects and values individual differences. These employers invest in diversity and inclusion training, implement inclusive hiring practices, and establish employee resource groups to foster a sense of belonging. Also, what is your CSR policy? Can it engage them on a social and environmental level? Does your CSR resonate?

“By 2030, the oldest members of Generation Z—those currently between the ages of 20 and 25 will make up 8.3 per cent of the workforce, according to the U.S. Bureau of Labour Statistics. They are the most ethnically and racially diverse generation and say they want this reflected in the workplace. They also want good pay and a sense of purpose. They demand much, considering that 40 per cent of them plan to leave their employers within two years,” according to a study by Deloitte.

5. You don’t give feedback.

If you want employees to read your mind because you are the boss, prepare to be amazed by Gen Z. They put a premium on open and transparent communication preferring a more collaborative leadership style. The kind that encourages feedback from all levels of the organisation. This is in addition to implementing regular check-ins and performance evaluations. Keep in mind that though young, they want to contribute to decision-making processes. Feeling heard leads to meaningful contributions.

Forbes, in How Digital Transformation Can Shape The Workplace For Gen Z stated that “Gen Z workers want employers who give them a sense of purpose in their role, with 42 per cent prioritising this over financial compensation. Their value system is predicated on the quality of their working lives, rather than the incentives placed in front of them. They want to work for companies that are invested in their moment-to-moment experience in the workplace and that will nurture their development. Gen Z chooses to work with organisations whose values they identify with. To them, company growth and employee development are intrinsically linked, so companies must put their faith in Gen Z’s ability to propel them forward.”

6. You are basically rigid.

“We think Gen Z will have the ability to demand greater personalisation in how they move along their career journey. For organisations to attract and retain the best and brightest of the generation, it will require a different mindset. To attract Gen Z, employers must be ready to adopt a speed of evolution that matches the external environment. That means developing robust training and leadership programmes, with a real and tangible focus on diversity,” illuminated Deloitte’s Understanding Generation Z In The Workplace.”

7. You simply aren’t ready.

Forward-thinking companies best satisfy their strong desire for growth and development, How? Invest in robust learning and development programmes by providing opportunities for upskilling, mentorship, and professional development through workshops, training sessions, and online learning platforms. Adopting a culture of continuous learning and offering personalised development plans needs to be aligned with Gen Z’s evolving career aspirations. On top of that, you will need mental health and wellness programmes.

“Young people report physical health issues as an impediment to effectively performing work at higher rates than the general population, including people decades older. In fact, on every metric that interferes with effectively performing work, Gen Z reports more struggles than the general population,” said McKinsey in How Does Gen Z See Its Place In The Working World? With Trepidation.

BBC’s article, Gen Z: The Workers Who Want It All, summarises it eloquently. “As a result of their war on work, Gen Zers have been dubbed entitled or anti-capitalist. Yet they’re not; Gen Zers want it all – and are willing to work hard for the right employer. But if the juice isn’t worth the squeeze, they’ll leave and find other ways to make ends meet. Many have argued they’re simply a generation responding to the social movements of their time, and using lessons hard-won by older workers to inform their career choices. And some even think the youngest in the labour force has the potential to bring meaningful change to the workplace along the way.”