Gen Z’s entry into the workforce has sparked wide-ranging discussion and disagreement about the impact they make, the benefits they bring and the challenges they present.
Our customer survey elicited some widely differing views and opinions about the impact of Gen Z (those aged 27 and under) in the workplace. The topline statistics are compelling, but it’s the sharply contrasting opinions expressed in respondents’ comments that truly underscore the complexity of this issue.
Key findings: summary
- Almost 80% of respondents believe that management styles have to be tailored all or some of the time for Gen Z.
- 57.9% of respondents said their organisation would not benefit from taking on more Gen Z.
- Financial reward was selected as the main motivator for Gen Z by 70.5% of respondents.
- Over half of respondents (52.5%) selected technical know-how as a key Gen Z strength; being ‘socially and environmentally aware’ came a close second.
- A little over a third of respondents (36.1%) said their experience of working with a Gen Z colleague is positive.
- Over half of respondents (54.1%) said wanting quick wins and fast progression was a key challenge presented by Gen Z; 50.4% of respondents said Gen Z are easily bored and happy to ‘job-hop’.
- Just 4.9% of respondents thought that Gen Z would prefer communicating via the telephone.
- Most respondents (56.3%) said people of different ages in their organisation get on ‘generally OK’; this compares to 37.2% who said they get on ‘very well’.
Who responded to the survey?
Our survey respondents represent a wide age range:
- 47% are Millennials/Generation Y (age 28-43).
- 35.5% are Gen X (age 44-59).
- 9.8% are Gen Z (age 27 and under).
- 7.7% are Baby Boomers (age 60-78).
Gen Z and recruitment
Almost all of our respondents’ organisations (95.6%) employ Gen Z individuals. However, when asking about people’s experiences of Gen Z in the workplace, a more complex picture emerged.
Are Gen Z job applicants actively encouraged?
When asked if Gen Z applicants are actively encouraged to apply for posts, just over a fifth (20.8%) of respondents said they are not. However, 43.2% said they are actively encouraged to apply, while 36.1% didn’t know.
Should more Gen Z be taken on?
When respondents were asked if their organisation would benefit from taking on more Gen Z employees, 57.9% of respondents said no.
Typical comments from those in favour of taking on more Gen Z employees included:
“They bring new ideas to the table.”
“It is important that their perspectives are included and know-how (e.g. with social media) utilised if the organisation is to remain relevant.”
“Their creative mindsets help to solve problems faster.”
“We are a technical company and Gen Z workers excel at technology; employing them is a no-brainer for us.”
“They challenge traditional ways of working.”
“They are the future.”
However, comments from respondents who did not believe that more Gen Z workers would benefit their organisation, included:
“They can lack motivation and aspiration.”
“Lack of ownership and responsibility.”
“They move around too much and do not have the commitment.”
“They get bored easily.”
“Frequently miss the brief and prefer to freestyle and not complete the task.”
“A constant struggle to get them to adhere to company policies.”
“They are hard to manage.”
Experience of working with Gen Z
A little over a third of respondents (36.1%) said their experience of working with a Gen Z colleague is positive, while 45.4% said they were neutral about this. Less than a fifth (18.6%) said their experiences were negative.
The cross-section of views on this topic included the following comments from respondents:
“I find younger colleagues to be open and considerate. They need direction with tasks but they are mostly at the early stages of their careers so that would be expected. They take their careers seriously.”
“They are a difficult group to motivate, as the historic approaches don't seem to resonate. ‘Work to live’ is the mantra, yet the expectation is still to be rewarded – difficult for an employer to understand and harness!”
“Hardworking, intelligent, passionate.”
“Lack of interest, ambition and work ethic.”
“Highly professional and engaged.”
“I think those who are considered Gen Z have some great qualities and can have a more positively diverse impact on a company. However, I have noticed differences in lifestyle that I think can alter their attitude towards work. For example, using more ‘relaxed’ language in the workplace that may be considered disrespectful or ignorant to people in the older generation.”
“Super-creative and not time-wasters.”
“No attention span nor attention to detail.”
“They have a completely different approach to life which can be very stimulating.”
Key strengths and challenges
Gen Z: key strengths
Respondents were invited to select up to two key strengths that Gen Z demonstrate in the workplace. Perhaps unsurprisingly, over half (52.5%) selected technical know-how as a key strength. However, being ‘socially and environmentally aware’ came a close second, with nearly half of respondents (49.2%) selecting this as a key strength.
A third of respondents (33.3%) praised Gen Z for being ‘creative and innovative’ while just over a quarter (25.7%) said that Gen Z are ‘confident communicators’ and 15.8% noted that they are hardworking.
Gen Z: key challenges
The top five key challenges that Gen Z present according to our respondents are:
- Wanting quick wins and fast progression (over half of respondents: 54.1%).
- Easily bored and happy to ‘job-hop’ (over half of respondents: 50.8%).
- Prioritising non-work activities and aspirations (44.3%).
- Lack of confidence and needing handholding (32.8%).
- Resistant to organisational hierarchies (32.8%).
(Respondents were asked to select up to two options.)
What motivates Gen Z?
Financial reward was selected as the main motivator for Gen Z by 70.5% of respondents while flexible working options were seen as the second most important by 59% of respondents. These were followed by:
- Work that has a purpose they believe in (27.3%).
- Camaraderie with colleagues (25.1%).
- Thanks and recognition (21.9%).
(Respondents were asked to select up to two options.)
Managing Gen Z
When asked if management styles have to be tailored to suit Gen Z, 46.4% of respondents said yes; 20.2% said no and 33.3% said sometimes – meaning that almost 80% of respondents believe that management styles have to be tailored all or some of the time for Gen Z.
A number of thoughtful comments were made by respondents to this question, including:
“Traditional 'you'll do as I say' management doesn't work with Gen Z, they don't blindly follow. I think this is a good thing and makes management adjust their behaviour and school of thought around leading an organisation and a team.”
“Management styles have to be tailored to individuals, regardless of generation.”
“It is good to challenge the way we work, where we work and address historical arrangements. Our company has benefited from updating our employment style and working arrangements, but we do need to track progress, ensure accountability remains front and centre, and ensure our culture and values are being upheld.”
Other comments referred to the need to adapt management styles due to Gen Z’s greater sensitivity, different outlook and need for support and motivation when completing tasks. They ‘care less about results and more about feelings’ said one respondent.
Communicating with Gen Z
Text or instant messaging services were seen as Gen Z’s preferred mode of communications by 68.9% of respondents, followed by:
- Email: 50.8%
- In-person discussion: 31.1%
- Video calls: (30.1%)
(Respondents were asked to select up to two options.)
Just 4.9% of respondents thought that Gen Z would welcome making phone calls. One Gen Z survey respondent, added this comment:
“I find we are more able to get things done and hold ourselves accountable working remotely using software like teams/slack than our older peers. I find that some of our older peers struggle to communicate effectively with us if they are not in person with us, which can cause friction. (Basically, we tend to prefer text – easier to hold people accountable and not forget something, but older peers prefer calls/in-person chats where a lot gets lost/forgotten and needs re-discussing again; this dichotomy causes friction, particularly with handover processes.)”
While another respondent said:
“It's challenging. They don’t like using the phone, preferring messaging (Teams etc.) which impacts their ability to retain information. But also it allows them to park projects/issues/decisions/ elsewhere (often upwardly delegating). We try very hard to adapt our approach to accommodate Gen Z comms methods and think we do okay at it – but sometimes wonder whether Gen Z would benefit from looking at alternative approaches to help be more productive!”
Workplace relations
When asked how well different age groups got on in the workplace, over half (56.3%) said ‘generally OK’ with 37.2% saying different generations got on ‘very well’. Just over 6% said there could be friction.
As well as a number of positive comments from respondents such as ‘everyone gets on well’; ‘We share the same work ethic’; and ‘Our employees aged from 18 to 74 interact excellently’, other respondents’ comments on this topic included:
“We can see the different generations’ values and expectations clash sometimes. Gen Z have it clear that they work to live not live to work.”
“Gen Z can be very outspoken, raising issues that I would never have dared question/discuss at that stage of my career.”
“We rarely see friction but there is a noticeable divide that this age brings. Slightly less awareness in the behaviour of Gen Z and older members of staff less able to relate to the younger generation.”
“There can be frustration from older workers who feel that they sometimes have to cover for those who are younger. There is a feeling that the Gen Z workforce do not work as hard or pull their weight in the company. However, they can see the benefit they bring and the benefits of a mixture in teams.”
And finally, this comment from a Gen Z respondent provides a totally different perspective:
“Sometimes us Gen Z people have to call out some older Millennials for being a bit unprofessional/bigoted. And sometimes the boomers have a bit of a superiority complex that makes them difficult to work with, particularly for the Millennials though.”
Conclusion
The survey reveals a complex but evolving perspective on Gen Z in the workplace. While they are seen as bringing fresh ideas and tech-savviness, they also challenge traditional work norms, requiring organisations to adapt their management styles, communication methods and general approach. As one respondent commented:
“They are the future of employees and will take the roles of the older generations currently employed in the business. Businesses need to tap into this resource and endeavour to use their skills and ways of looking at problems to benefit the business.”
And as one Gen Z respondent commented:
“I am 27 so that puts me in the Gen Z category. I am very capable and manage people both younger and older than myself.”
And finally, this comment from another respondent is likely to resonate with many people:
“Categorising and generalising people by their age group is an unhelpful way of behaving. It only creates division and stereotyping. All people of any age can be good and bad at their work and have good or bad ideas.”
While the jury seem to be out, the insights uncovered by our survey offer some valuable food for thought for both employers and employees – of all generations – as they navigate the evolving dynamics of a multigenerational working environment.
For a deeper exploration of Gen Z in the workplace, please contact your Account Manager to discuss attending our upcoming Customer Success Series webinar:
Debunking myths, the truth of working with Gen Z
An interview with the future workforce.
