A Different Breed

Strategies for Integrating and Empowering Gen Z in the Multi-Generational Workforce.

When the millennial generation began entering the workplace in the early 2000s, a surprising backlash emerged. Headlines labeled them as “lazy” and “job hoppers,” simply because they dared to question the status quo. An executive I worked with was so appalled by what he perceived as entitled and clueless behavior from millennials that he suggested we should not hire any. However, the moment he made that statement, he realized how absurd and limiting such an edict would be for a growing organization.

Every company relies on talent to achieve its objectives. To close oneself off from the fresh thinking and novel ideas that accompany a new generation is to miss out on opportunities for innovation. My experience in corporate leadership has made me deeply appreciative of the contributions millennials have made — and continue to make — to the workplace. I am also genuinely excited about what Generation Z may bring to the conversation about the nature and future of work.

Generational identities serve as a shorthand for understanding the perspectives of groups of people shaped by the events and milestones that define their experiences. While these identities are generalizations and should be treated as such, they can provide valuable insights for leaders. By better understanding Gen Z, leaders can gain rich insights into how they are likely to interact with other generational groupings at work, and how to effectively support them and leverage their potential for innovation.

Today’s workplace, a mosaic of generational diversity, features traditionalists, baby boomers, Gen X, millennials, and now Gen Z working side by side — an unprecedented phenomenon of five generations working together. Research shows that diverse multigenerational teams outperform homogeneous ones.

Each generation brings unique strengths and perspectives to the workplace, but these differences can also lead to misunderstandings and conflicts. For instance, Gen Z employees might be appalled when their baby boomer boss prints a multi-page document; and a Gen X manager may struggle to understand why their newly hired Gen Z assistant expects a promotion. Natural friction points may arise when Gen Z attitudes and expectations clash with the existing culture. Nevertheless, by fostering an inclusive environment that harnesses the strengths of all generations, companies can drive superior performance and innovation.

Understanding Gen Z

Gen Z, born between 1997 and 2012, is the first generation to grow up with the internet and smartphones. This digital immersion has shaped their communication styles and work habits. Helping them adapt to current work culture norms will integrate them more quickly and strategically. At the same time, there is plenty to learn from their fresh thinking, which is uncolored by older attitudes of how it has always been done.

Gen Z’s digital proficiency sets them apart from previous generations as true digital natives. Their communication preferences often favor text and instant messaging over face to-face interactions. Gen Z values social and environmental responsibility, preferring organizations that align with their values and tend to seek jobs that offer a sense of purpose and/or the ability to make a difference. They prioritize worklife balance, flexibility and mental health more than their predecessors. Understanding these differences is key to integrating Gen Z effectively into the workforce.

Challenges and Strategies for Integrating Gen Z

Respect is the most essential ingredient when interacting with any employee, regardless of their generation. Understanding the perspectives of those employees is necessary to engage respectfully. For instance, a manager from an earlier generation needs to understand and respect that a Gen Z employee may feel strongly about openly discussing their neurodivergence or being addressed by their preferred pronouns.

The following are key domains that leaders should be aware of to better understand the perspectives of Gen Z and strategies to support them:

• Technological Expectations: Gen Z’s familiarity with technology can sometimes clash with traditional methods used by older generations. They may be frustrated by outdated systems and slow adoption of new technologies or be impatient with their coworkers’ perceived lack of technology skills. Organizations must stay abreast of technological advancements to meet Gen Z’s expectations and leverage their digital skills.
• Communication Styles: An executive I worked with once remarked that she never thought she would use emojis in professional correspondence. However, she now does so to seem more approachable to her younger colleagues. Gen Z’s preference for digital communication may create some tensions with their more traditional colleagues. Training on effective communication across different media can help bridge these gaps. Additionally, providing information and context where appropriate will help engage both Gen Z and millennials.
• Workplace Expectations: Gen Z employees often expect rapid career progression, continuous feedback and flexible work arrangements. Organizations that fail to meet these expectations may struggle with retention and engagement. Providing clear career pathways and regular feedback, and helping managers understand why it’s important to do so, can address these concerns.
• Mental Health Awareness: Gen Z is notably open about mental health and expects employers to support their well-being. Developing robust mental health and wellness programs is essential for creating a supportive workplace environment.
• Onboarding Programs: Design comprehensive onboarding programs that familiarize Gen Z employees with company culture, values and expectations. Incorporate technology and interactive elements to engage them effectively.
• Mentorship and Coaching: Establish mentorship and “buddy” programs, pairing Gen Z employees with experienced colleagues. This can bridge the generational gap and provide valuable guidance and support.
• Feedback Mechanisms: Implement regular feedback loops to meet Gen Z’s need for continuous feedback. Sensitize managers to the importance of providing constructive and timely feedback.
• Flexible Work Arrangements: Offer flexibility in work schedules and environments. Remote work options and flexible hours can improve work-life balance and productivity.
• Career Development Opportunities: Provide clear pathways for career advancement and skill development. Encourage continuous learning and professional growth through training programs and development initiatives.
• Wellness Programs: Create robust mental health and wellness programs supporting Gen Z’s well-being. Resources such as counseling services and stress management workshops can help retain and attract top talent.

Creating a Collaborative Multigenerational Workforce

As a member of Gen X, I started my own career in a conventional top-down training and management environment. Over the years, we have witnessed a profound paradigm shift where those we hire may know more than we do. Throughout my career, I have gladly learned from younger colleagues. However, I admit that it could feel uncomfortable working with someone more junior but savvy with the tools and technology that are essential to my company’s success.

While it is crucial to acknowledge and openly value the contributions that Gen Z brings to our collective digital knowledge, we must also be careful not to overvalue it. Technology without purpose or the wisdom to use it effectively is like an exercise bike used only for drying laundry.

Gen Z is not the only cohort that will need to be supported as these transitions play out. Understanding the tensions that managers may experience as they find their way will help leaders support their entire workforce. Here are a few approaches to facilitate that:

• Cross-Generational Teams: Encourage collaboration by creating diverse team compositions to leverage the strengths of each generation.
• Workshops and Training: Provide training on intergenerational communication and collaboration to help employees understand and appreciate generational differences.
• Inclusive Leadership: Promote leadership that values and integrates diverse perspectives. Inclusive leaders can create an environment where all employees feel valued and empowered.

Conclusion

“Adapt or die” is a common refrain in business as changes to the landscape evolve more rapidly. To paraphrase Max Planck, “Science progresses one funeral at a time.” Organizations integrating Gen Z into their workforce need a mindset shift to see past challenges and instead embrace the opportunities that Gen Z brings.

Gen Z’s fresh perspectives have the potential to drive organizational change and creativity. By questioning and pushing boundaries about what work should look like, they may help employers and coworkers foster a culture of continuous improvement. For example, Gen Z’s comfort with technology can accelerate digital transformation initiatives. Rather than resisting their approach to using technology, seeing them as a source of learning makes them valuable assets in adopting new tools and improving digital workflows. Organizations with a focus on corporate social responsibility (CSR) initiatives may benefit from Gen Z’s commitment to social and environmental issues. Their passion can enhance an organization’s CSR efforts, which can be a critical differentiator, especially for brands that serve the Gen Z market.

As Gen Z and subsequent generations continue to enter the workforce, the workplace will evolve. Adaptable and inclusive organizations will be well-positioned to thrive in this ever-changing landscape. By understanding and supporting Gen Z employees, leaders can address potential challenges and unlock significant opportunities for innovation, growth and collaboration. Embracing a multigenerational workforce and fostering an inclusive culture can drive organizational success in today’s dynamic business landscape. Gen Z has much to offer, and embracing the changes they bring as they enter the workforce may even be a competitive advantage for those organizations that choose to do so.

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This article originally appeared in the Fall 2024 issue of In the Lead magazine, from Stillman School of Business’s Department of Management and the Buccino Leadership Institute. The bi-annual magazine focuses on sharing leadership perspectives from the field, with content that is curated from leaders across industries.

Categories: Business