“Why don’t they just get it?” is something we hear from line managers often. Many employers struggle with how to understand and manage Generation Z in the workplace. Particularly in multi-generational teams.
For young people themselves, new to the workforce, many are struggling in their own way. According to Deloitte’s Global 2024 Gen Z and Millennial Survey, approximately 40% of Gen Z respondents report feeling stressed all or most of the time. Only about half of Gen Z respondents rate their mental health as good or extremely good. Financial insecurity is a significant issue for Gen Z with many living pay cheque to pay cheque and the cost of living the primary worry for 56% of Gen Z’s. Work-related factors contribute significantly to their stress levels as well.
However, putting aside perceptions (and research) on Gen Z for just a moment, the reality is that transitioning from education to professional work for the first time, for many, is a monumental life change for any young person.
Integration into an organisation of any size can feel much like moving to a new country – one very different to their own. The culture is different and unusual. They speak a different language. And it is hard to know what to expect – or even what the expectations are. Navigating differences in rules and expectations, many of which are unwritten, and integrating effectively, is hard for any young person of any generation. Upon a baseline of existing stress, anxiety and financial pressure, this transition is likely even more difficult.
All of this despite the best efforts of employers in recent years to increase support in a range of areas, including mental health. So, what else can employers do to help Gen Z fit in without giving in?
We need to help Gen Z find practical ways to decode the workplace so they can feel like a local, quickly. Whilst staying true to their own values, strengths and developing their professional identity.
Research shows people working at intergenerationally-inclusive workplaces are twice as likely to be satisfied with their jobs and are less likely to look for a new one. In a recent study by The Inclusion Initiative at The London School of Economics, 87% of employees reported high productivity levels in organisations with age-inclusive work practices, compared to just 58% of employees from organisations without. (Forbes, 2024)
For Gen Z, an intergenerationally-inclusive approach is to give them the knowledge and tools to:
There is no shortage of workplace situations we can help Gen Z decode and better understand. Uncertainty about daily tasks, navigating formal meetings, untangling the dress code, networking with senior colleagues, handling difficult feedback, setting professional boundaries, managing competing priorities and having difficult conversations are a good starting point.
A human approach is needed to help employers, line managers and Gen Z decode the workplace, together. Especially in multi-generational workplaces. Conversation, sharing experiences, and using real life workplace scenarios is paramount. Through peer-to-peer and line manger conversations around scenarios we can better overcome the challenges multi-generational teams face, and those with young people new or recent to the workforce. This approach better allows for Gen Z to observe and learn, build quality relationships, and seek clarification and feedback on unwritten expectations – whilst keeping true to their values.
When we help Gen Z decode the workplace, everyone wins. Decreases in stress and anxiety and increases in sense of belonging, well-being, productivity, speed to value, and most importantly return on investment are all benefits employers, line managers and Generation Z can expect to see.
This is a better work environment for everyone. And maybe there’s the hidden opportunity in all of this for employers. Helping Gen Z to decode the workplace in turn creates a better work environment for everyone. The positive impact of engaging with Gen Z in the workplace is one that Elizabeth Faber, Deloitte’s Global Chief People & Purpose Officer, appears to believe in:
“Gen Zs and millennials expect a lot from their employers, and from business more broadly. Both generations have played a significant role in pushing the boundaries of what is expected from employers over the last decade, and it seems clear they will continue to do so … it requires employers to engage, listen, and adjust their strategies. But organizations who get it right will have a more satisfied, productive, future-fit, and agile workforce who are better prepared to adapt to a transforming world.”
Touche.
If you would like to talk about helping Gen Z to decode your workplace, please get in touch.
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