Bridging the Generational Gap: Understanding and Embracing Gen Z in the Workforce
Intergenerational Tension Through Time
“[Young people] are high-minded because they have not yet been humbled by life, nor have they experienced the force of circumstances.… They think they know everything, and are always quite sure about it.”
Generational clashes are nothing new. In fact, most readers would likely need help identifying when the speaker of the above quote delivered their criticism or what generation they were referring to. What might sound like a common criticism of Gen Z from Boomers is actually attributed to Aristotle, all the way back in the 4th century BCE, towards a generation whose name has long been lost to time.
Rooted in misunderstanding, this theme consistently leads to undervaluing those outside one's own generation. Often, older generations criticize younger ones and overlook their unique strengths and potential, which is harmful in any circumstance but especially detrimental in the workplace. Take, for instance, the Baby Boomers. As they came of age between the late 60s and mid-80s, they were often labeled self-indulgent, challenging the stalwart norms established by the Silent Generation. A few decades later, millennials were dubbed the entitled generation, accused of being lazy and unwilling to conform. Now, it's Gen Z’s turn to bear the brunt of criticism, with common labels including hypersensitive and impatient. While it’s important to acknowledge that intergenerational tension operates in any direction, this article explores stereotypes cast upon the growing Gen Z workforce by their older peers as Gen Z’s is creating an urgent issue.
Gen Z in the Modern Workforce
Gen Z currently makes up about 6% of the global workforce, which is expected to rise to 30% by 2030. With 64% of managers today being 40 or older, millennials, Gen X’ers, and Boomers primarily manage these new entrants, which has led to difficulty managing intergenerational teams.
One notable concern among managers is the perceived need for Gen Z employees to be more committed and patient. They are often seen as job-hoppers who demand immediate feedback and ambitiously high compensation. However, from the Gen Z perspective, these requests stem from a desire for meaningful work and continuous development. They value transparency, inclusivity, fairness, and purpose in their roles. Organizations that adopt these values will be better positioned to attain and retain engaged Gen Z talent, setting themselves apart from late adopters. Here are some examples of how one can reframe Gen Z’s perceived weaknesses and highlight their strengths:
Desire for mentorship: A prime example of their eagerness to learn and grow, Gen Z seeks guidance and support from more experienced colleagues, which presents a valuable opportunity for knowledge transfer and skill development. One especially innovative way to increase structured mentorship is PWC China’s Reverse Mentorship Program. Instead of the traditional one-way form of knowledge transfer, this program emphasizes that both mentees and mentors can offer each other valuable insights.
Innovation: I once heard a colleague recount a story of one of their Gen Z reports. When asked to retrieve a specific and large amount of paper, this employee chose to print that number of blank sheets instead of manually counting them. While some may view this as laziness, the flip side is that it reflects a more efficient approach. This mindset, rooted in the resourceful nature of Gen Z and their comfort with technology, leads to innovative solutions and processes that can inspire the entire organization.
Growing Employee Engagement
Employee engagement is rightfully a popular HR topic right now. Beyond improving the lives and well-being of employees, a Gallup survey reports that high rates of engagement increase profitability by 23% and reduce turnover by at least 21%. When crafting effective engagement strategies, it’s crucial to consider not just top-down plans but also to include the perspectives of all employees, including entry-level ones like Gen Z. The sooner we understand and appreciate their perspectives, the sooner we can respond effectively to their needs and work together to achieve common human and business goals. The framework below provides three ways of fostering better intergenerational work relationships with actions one can take on their own, with reports, or in group settings.
By embracing the strengths of each generation and fostering a culture of respect and collaboration, we can create a more inclusive and dynamic workforce. ModelExpand is excited to announce the launch of a new All Hands series on intergenerational inclusion in September. If you’re interested in learning more, reach out to us using this link.
About ModelExpand
ModelExpand is a strategic workplace advisory firm that helps companies put their ideals into action. We partner with organizations to implement, operationalize, and scale their Culture and People initiatives in a way that improves performance across the organization. The ModelExpand team is composed of people from all walks of life. The diversity of the team’s lived experiences, robust industry knowledge, and research acumen fuel ModelExpand’s innovative and tailored solutions. ModelExpand’s work has been featured in Harvard Business Review, Forbes and CultureAmp.
