Viewing the world through the eyes of Gen Z.
Much has been written about the relationship between generations X and Y in the workplace but now the tables are turned, and Gen Y (also known as Millennials) is managing a fabulous tribe of inimitable digital natives, otherwise known as Gen Z. The world continues to change, and entering the workplace, we now see Gen Z who are at the cutting edge of those changes. This generation are not defined by what they do, but rather by who they are. So, while they hold many similar values to Gen Y such as their selection of career or employer based on values and causes, they are much less hesitant to move on if they see core values being ignored, discrimination at work, or practices that negatively impact their personal mental health. This generation have watched their parents ’hard work shattered by the world financial crisis, only to then suffer at the hands of a pandemic upon entering the world of work themselves. Simply working hard no longer cuts it, instead, Gen Z are constantly looking at ways to work smart instead. Their Gen Y managers have been set the challenge of harnessing that smart mindset, because by doing so, they will be able to grow a workforce of bright and savvy world-changers.
Gen Z is the first generation to have no memory or experience of a life before the world wide web; they don’t remember the transition between analogue and digital because it happened before they were born – smart phones and touch screens are all they’ve known. By contrast, their Millennial/Gen Y managers do remember the old world and have adapted to the new during the progression of their careers. This creates different world-views for the two generations, demonstrated in their methods of working, and approaches to employment. So, while there are many similarities between these two generations, such as the desire to have jobs that are meaningful, purpose-driven, and which contribute to society, the way they approach their work is different, and Gen Y managers are faced with some challenges as a result: Whereas Gen Y managers are known for putting in unpaid overtime, Gen Zers hold overall life balance in much higher regard. Getting a job done within contracted hours really shouldn’t pose a challenge, but it has done due to decades-old mindsets. Whereas Gen Y would go above and beyond ‘for the cause’, Gen Z are much more pragmatic in their approach – they hold the cause in just as high regard, but never at the expense of their overall health and wellbeing. They have seen first-hand that life is too precious to be spent working every hour under the sun, and therefore won’t lose themselves in the pursuit of anything.
Gen Z are also more adept at working individually than as part of a team – a by-product of the digitalisation of society, and world-wide lockdown, and this raises a challenge for managers who need to get a job done that requires collaboration. The ability to work remotely with very little interaction appeals to many Gen Zers who see this as another way of working smart. They can get their job done, within their hours, without too much impact on any other area of their lives. Freedom, personal expression and space are of great importance to Gen Zers, therefore any environment that has any hint of micromanagement, or restrictive practices is going to instantly repel them. Gen Y managers who feel entitled to be authoritarian simply because they worked hard to get where they are, will not do well with Gen Z employees. Gone are the days when managers can tell people what to do without question; with the advent of Gen Z, that management style won’t go down too well in the workplace.
What can Gen Y managers do to overcome these challenges?
Gen Y managers need to sit down and take the time to work out exactly what is the job that needs doing. Once defined, they then need to consider how many hours it’s going to take, what skillsets it will take, and ultimately, which people they need to make it happen. Demonstrating to Gen Z employees how they can contribute, why it’s important that they do, and what the outcome will be, is paramount. Being open, honest, and transparent about expectations needs to become the norm when Gen Z are involved.
On the surface it may seem difficult to get a bunch of individually-minded, remotely-based people to work together, but it isn’t impossible. Gen Y managers can appeal to the values they share with their Gen Z employees to create a common goal or purpose. From that starting point, they must take the time to show how valuable their Gen Z employee’s individual skillset and contribution is to the attainment of that goal. When a Gen Z employee can see where they fit, and why they and all other members are in the team, they will work together brilliantly to achieve their shared goal.
Gen Y managers need to realise that freedom and personal expression are not mutually exclusive to order and discipline in the workplace. There absolutely can be boundaries, processes, and procedures for all employees to adhere to – including Gen Z employees– and in fact, there is safety in such policies. The challenge herein is for Gen Y managers to find ways to explain why the boundaries, processes and procedures are there. ‘Because we’ve always done it this way’ is not going to cut it with the Z Generation. Managers need to accept the responsibility and take the time to delve deep into company policies, ask the difficult questions higher up, and help define and deliver work policies in a way that Gen Z employees can understand and accept.
Gen Y and Gen Z do share a lot of common ground, and they are often found side by side in the same organisation for the same reasons. Gen Y managers who recognise this can use it as a launch pad to appeal to Gen Z employees, engage them with purpose, and see growth for all. This tribe of digital natives really can change the world; all their managers need to do is show them how.
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