Of course, workplace expectations change over the years. This change is shaped by technology, regulation and the excesses of whatever dark iteration of late-stage capitalism we’re in, alongside a whole host of other factors.
How much of this change applies solely to the latest group trying to find a firm footing in the workplace, however, is up for debate.
When I reflect on why mainstream commentary on generational trends bothers me so much, what stands out is the sheer laziness. Any genuine insight is condensed into soundbite, symbolism and stereotype.
In this article, I’ll do my level best to avoid relying on cliche, in favour of some genuinely useful advice about supporting your Gen Z team members.
However, it’s important to put these claims into context. 40% of Gen Z workers describe themselves as stressed all or most of the time.
Whilst there are many reasons for this, economic pressure is definitely a factor. For many workers at the start of their career, wages are having to stretch further than ever before. This means that traditional markers of success, like buying a house or having a family seem completely out of reach.
If these trappings no longer feel genuinely aspirational, then Gen Z have no choice but to redefine what success looks like. Within this context, putting in the blood, sweat and tears needed to climb a corporate ladder for a slight increase in salary is increasingly seen as a tradeoff that’s not worth it.
This - not any inherent character flaw - is surely one contributing factor to why Gen Z do, in fact, tend to set and maintain stronger boundaries around working hours and reject the hustle culture grindset. This should also be seen as a positive outcome of increased awareness of the brutal consequences of burnout on both mental and physical health.
Instead of buying into the stereotype, managers can support Gen Z employees by:
However, when we dig deeper into this narrative, we can again find many reasons why this cynicism is a rational response.
As we’ve already alluded to, Gen Z were raised in a world where corporations have systematically dismantled the promises of traditional employment. We’ve seen layoffs turn from last resort to a constant threat. With the erosion of union power, bad employment practices and working conditions have proliferated. In many countries, we’re also bombarded with right wing dog whistles critiquing DEI to distract from the establishment's failure to make life - or work - better in any meaningful way.
Whilst polling generally shows that Gen Z-ers care more about the ethics of their employers than previous generations - employers seem to care less. From Google dropping its famous ‘don’t be evil’ principle in favour of providing tech for apartheid regimes to Apple fending off lawsuits from the DRC about their use of conflict minerals - it’s no wonder that many people are left wondering whether company values are worth the company swag they’re plastered on.
Gen Z’s critical eye can also be attributed in part to them being the first generation to grow up as digital natives. Being bombarded by a constant stream of information forces you to sink or swim. Add that to the commercialisation of these spaces - where identity has become personal brand - and it’s no wonder that Gen Z devote a lot of time to thinking about what ‘authenticity’ and ‘transparency’ actually mean.
So yes, Gen Z are cynical - but bad narratives tend to overlook that they have every right to be. Managers who understand this context are in a better position to leverage something that comes alongside this scepticism - Gen Z’s passion for dismantling systems that no longer serve us.
You guessed it - this claim also deserves some deeper consideration.
Gen Z finished their education and entered the workforce during the start of COVID. Not only were they greeted by high youth unemployment - but for those who did get jobs, this period was chaotic to say the least.
Employers who were used to in office working genuinely struggled to work out how to onboard and train remotely. This meant that Gen Z’ers missed out on both a lot of learning - and the ability to observe and understand workplace cultural norms.
The pandemic also saw an unprecedented blending of people’s professional and personal lives, which may explain Gen Z’s informal communication style and refusal to code switch.
Managers have a responsibility to make up for some of this lost time by:
Sweeping generalisations about an entire generation aren’t all that useful. But the myths and narratives we create are worth examining. We hope this article offered both food for thought and practical tips to help you support the Gen Z-ers on your team.
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