Do you find that you’re struggling to commit to your employer? Or feeling misunderstood, struggling to communicate and develop in your role? These are just some of the challenges Gen Z are facing at work.
Intergenerational differences are also bringing challenges to the workplace, from working styles and communications, to expectations around development.
Faced with these challenges what would you do? For Gen Z the answer is often to look externally for better opportunities. Our recent research, which explores multigenerational workplaces shows that 46% are planning to change jobs in the next 12 months, with career progression being more important to them than other generations.
Clearly the generational divide and lack of engagement from Gen Z is more than a cultural issue – it’s a strategic challenge. Understanding what motivates your workforce and their expectation from work, are key for employees to perform at their best.
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Lost in translation
it is clear that Gen Z are feeling misunderstood by their colleagues, with 65% feeling aware of generational differences at work. And this feeling isn’t one sided. Gen X report that differing working styles is one of the biggest differences they are seeing between themselves and their younger colleagues.
Work ethic is another area where the divide is becoming acute. Over half of Gen X feel like Gen Z do not share their work ethic, leading to the perception that their younger colleagues aren’t as driven, dedicated, or committed to their roles. These misperceptions manifest themselves in Gen Z feeling undervalued at work or overlooked for growth opportunities as they struggle to demonstrate their value and commitment to their roles.
This misunderstanding can lead to resentment and conflict. Differing expectations of work and barriers to communications risks impacting team effectiveness and disengaging Gen Z talent. With Gen Z beginning their move into middle management, these communication challenges are something businesses can’t afford to ignore.
Understanding Gen Z at work
So, what do Gen Z want? Despite common misconceptions – such as labelling them job hoppers or implying they don’t value long-term growth – Gen Z is actually a generation eager to learn, contribute, and advance quickly within organisations that meet their needs.
Gen Z are ambitious, and ready to own their career journeys. In fact, 72% say they feel confident taking control of their careers, which is more than any other generation. A generation of strong career activists, Gen Z sees the value in advocating for themselves, gaining a wider spectrum of experience, placing learning and development at the centre.
This means offering greater opportunities for career activism and ownership as well as looking closely at approaches to learning to keep Gen Z engaged. Managerial skills in particular are of rising concern for younger generations, yet it is the second to last priority for businesses. Bridging this misalignment of priorities is imperative to nurture, and importantly retain, future leaders.
Only by understanding Gen Z’s aspirations and pain points at work, and letting them co-lead on their career progression, will HR leaders unlock the true potential of their Gen Z talent.
Adapting development strategies
Gen Z’s pursuit of career progression can ultimately lead them looking elsewhere for growth opportunities. For HR leaders the risk is clear – retention is more challenging than ever.
The solution? Offer multiple types of learning opportunities for different generations, rather than a one-size-fits-all approach, to give them to skills to unlock the next stage of their career. And HR leaders know this, as 92% of businesses are aware of generational differences when it comes to learning and development but understanding what this looks like in reality isn’t clear.
To engage Gen Z and give them the tools to progress in the workplace, business must offer learning and development opportunities that enables them to commit and engage with their employers in a deeper and more meaningful way.
This means offering greater opportunities for career activism and ownership of their own development. This includes creating structured career tracks for progression, transparent communication with regular check-ins, and investing in training focused on soft skills development, such as critical thinking or leadership workshops.
Meeting halfway
One overlooked method is reverse mentoring. Enable Gen Z employees to share their tech insights and fresh perspectives with senior colleagues, enabling knowledge sharing up as well as down the business. This visibility is not only good for career progression but fosters collaboration and inclusivity across generations.
To put it simply, Gen Z wants to be valued and managed by leaders who are honest with them. They long for meaningful feedback in real-time and have full visibility of what their role and work ladders up to. This goes a long way to creating a sense of purpose and visibility, which often translates into higher productivity and satisfaction.
By meeting Gen Z halfway – offering learning opportunities, progression, and a culture that gives them ownership over their personal and professional growth, business can overcome emerging divides in the workforce. Creating engaged and motivated teams, where Gen Z feel empowered to drive innovation and see a future together.
Andrew leads the Career transition and mobility team for the UK&I and is the country manager for Ireland at LHH.
