Understanding Gen Z in the Workplace: Key Strategies for Employers

As recent grads enter the workforce, organizations have an opportunity to shape a new generation of contributors and leaders. But too often, the youngest generation is lambasted for their perceived shortcomings. Gen X was known as cranky slackers, while millennials were thought to be lazy and entitled. And now, managers are choosing not to hire Gen Zers—or to fire Gen Z employees within a few short months—because they’re seemingly unprepared for the workplace.

But by dismissing Gen Z, organizations are missing out on the crucial skills and growth potential recent grads bring to the table. Organizations that fully understand what drives Gen Z and align their leadership, culture, and strategy accordingly can improve their engagement, performance, and retention—particularly as Baby Boomers near retirement and Gen Z prepares to make up 30% of the U.S. workforce.

With that in mind, let’s take a closer look at what makes Gen Z tick and how your leaders can start managing Gen Z at work with clarity, purpose, and accountability.

Who is Generation Z (Gen Z)?

Gen Z includes individuals who were born between 1997 and 2012. They grew up with constant access to technology—smartphones, social media, and the internet all emerged during their early years. But they also grew up during the Great Recession and entered adulthood facing high student debt and an unpredictable job market. Additionally, their educational and early work experiences were undoubtedly shaped by the COVID-19 pandemic, with many Gen Zers missing out on many of the crucial face-to-face experiences—like mentorship, orientations, and internships—that prior generations took for granted.

Gen Z’s Unique Workplace Expectations

Quote PNG
Remember, life is a mission, not a career. A career is a profession. A mission is a cause. A career asks, ‘What’s in it for me?’ A mission asks, ‘How can I make a difference?’
— Sean Covey, co-author of The Leader in Me
and President of Education, FranklinCovey

Like any generation, Gen Z is not a monolith. But the experiences Gen Zers faced during their formative years have largely resulted in a more practical view of work and money, which may come into play during initial workplace expectations. Starting on day one of onboarding, they expect communication to be clear and timely; ambiguity often proves challenging for a generation that’s accustomed to having the power of the internet at their fingertips, prompting effective leaders to be more transparent about roles, responsibilities, expectations, and goals. Known for being pragmatic and values-driven, Gen Z looks for straightforward, consistent systems and leaders. In general, formality matters less to them than honesty and usefulness.

Gen Z also wants to understand how their work fits into the bigger picture. In fact, Gen Z is often known as the purpose-driven generation, seeking clarity, autonomy, and meaningful work. By establishing clear connections between team members’ daily contributions and the organization’s mission, values, and goals, leaders can often amplify Gen Z’s engagement and help them feel invested in their work.

Gen Z also expects real-time feedback and ample learning opportunities at work, as is evidenced by the 65% of Gen Zers who say they’re eager to learn and who ask for feedback on a weekly basis. Gen Z team members may also have their sights set on professional growth, with 70% of Gen Zers in one survey expressing their expectations to be promoted at work within their first 18 months on the job. To engage and retain Gen Z while helping them acclimate to the workplace, effective leaders need to set realistic expectations for team members’ career paths while also identifying opportunities and potential for growth.

While millennial team members may put a greater emphasis on collaboration and community, Gen Z leans toward self-reliance and expects to see their contributions recognized. In fact, nearly 80% of Gen Z workers say they want to receive recognition from their managers at least a few times a month. While both millennials and Gen Zers value purpose, Gen Z wants to see visible alignment between stated values and daily decisions. Leaders who want to successfully engage Gen Z need to provide structure and transparency while encouraging team collaboration and synergy.

While Gen Z may seek out employers that are seemingly able to meet many of their expectations, that doesn’t mean it’s realistic or even advisable for organizations to change what’s working. Additionally, leaders may find that the workplace expectations of this new generation are out of sync with the current norms of their industry, organization, or culture. But this can’t act as a deterrent for engaging with or hiring Gen Z. Instead, understanding the “why” behind these expectations can allow leaders to readjust Gen Z’s expectations as needed while also creating new possibilities to align with an ever-changing world.