Authors: Renée de Rooij and Nele Decoodt
Who are they?
Generation Z, born between 1997 and 2012 (approximately), is known as the generation that grew up with screens, but at the same time is the generation that received the message that they are the ones who can make a difference, for the planet and society.
Gen Z is the first generation to have grown up entirely in the digital age. Their digital knowledge is extensive and the speed with which they pick up new digital developments is unimaginable to their grandparents. A larger proportion than in all previous generations is highly educated: as many as 59% have a higher education degree. They are the most diverse in terms of background, which results in a wealth of different perspectives. In addition, they are socially minded, place great value on the collective and on personal interaction. It is an entrepreneurial generation that wants to work hard for something they believe in. However, they have a different view of hard work than older generations. Where their parents pragmatically say: "Stay with the same employer for at least two years, even if you don't like it", they look at work differently: leisure time is often just as important as work, and they take their own well-being seriously.
Today, this generation is taking its first steps into the world of work. How can you, as a manager, fully commit to this? We looked into it.
Generation Z: grew up during crises
Gen Zers largely grew up during the coronavirus pandemic, with many of them experiencing this crisis during their studies or at the start of their careers. This generation has grown up amid various crises: in addition to coronavirus, there is globally – among other things – a looming climate crisis, growing inequality, and a financial crisis. They often experience society as a rat race, a capitalist marathon, that fuels burnout and dissatisfaction. They see their chances of one day earning enough money themselves to have it as good as their parents melting away like the ice at the North Pole.
Because of the crises they have experienced, these young people are financially aware. Increasingly, they also have an ethical consumption pattern. Being paid well is important, but with a clear career perspective. As a manager, it is best to communicate clearly about this with these young employees. What growth path is possible within your organization and how can you, as a manager, support them in this? Provide sufficient opportunities to keep learning. Consciously make time and space for this.
This ambitious generation has been confronted with their talents and competencies from childhood. Everywhere, and not least at school, they are challenged to gain insight into them and to work with them. It is therefore only logical that they continue this in their workplace. This allows them to be fully themselves at work. Offering a clear future perspective and continuing to name opportunities for advancement will help you as a manager.
Transparent expectations and constructive evaluations: the recipe for effective leadership with Generation Z
As a manager, it is important to provide clear guidelines and objectives. Generation Z often performs best when they have a clear understanding of what is expected of them in terms of tasks, responsibilities and goals. Communicate regularly and openly about their performance. Give them constructive feedback and acknowledge their successes. Make sure that performance reviews are fair, transparent and based on measurable criteria. This helps Generation Z understand their progress and enables them to work in a focused way on their growth and development. Create an environment in which questions and clarification are encouraged. Be open to discussion and ensure that there is a safe environment to share their ideas and opinions. Engagement and ownership will only grow.
For Generation Z, direct and transparent communication is essential. They value quick and honest answers to their questions. They prefer straightforward and clear communication without detours.
Harness the power of technology for Generation Z in leadership
Technology is an integral part of their lives. They are skilled in using digital tools, platforms and means of communication. They use them easily to share information, coordinate tasks and collaborate closely, regardless of their location.
As a manager, you can choose to embrace this in order to create a productive and connected working environment. Provide access to information and learning opportunities through digital resources. Generation Z likes to use online learning resources, e-learning platforms and digital libraries to give them access to relevant information and training.
Generation Z's adaptability
Generation Z has grown up in a time of rapid change and constant evolution. They are used to technological progress, social changes and new ways of working. As a manager, it is essential to be flexible and adaptable.
Be willing to embrace new ideas and perspectives. Generation Z has fresh and innovative ways of thinking. They bring new ideas and perspectives to the workplace. Encourage them to express their creativity and innovative thinking and give them the space to share their ideas and thus contribute to the organization.
Consider flexible working hours, remote-working options and other forms of flexibility to meet the needs of Generation Z employees. This enables them to find a good balance between work and private life, and promotes their engagement and productivity.
Mental health: a new era of awareness
Generation Z, like previous generations, faces considerable pressure to perform. However, as a result of the crises they have experienced, additional pressure is placed on this generation. They feel it: they are the generation confronted with immense challenges.
Moreover, they see parents around them struggling with burnout, motivation problems and declining job satisfaction. All of this means that mental well-being plays an increasingly important role. Generation Z is aware of the impact of mental well-being and has a greater willingness to talk about psychological problems and seek help. A wonderful opportunity for managers to start the conversation and dialogue!
And perhaps even more is possible as an organization? Today, we expect a great deal of professionalism and experience from managers. The room to make mistakes has become more limited than, say, 20 years ago. What if we challenge this belief and join forces with a young manager? You might well bring something innovative in-house! A young manager who is articulate and critical, someone with both feet on the ground and who knows the world. Someone who dares to challenge established values. Someone who is driven to contribute to the impact you as an organization want to make! And yes, perhaps they will help reshape your workplace into a more flexible workplace where there is also room for mental well-being.
- Generation Z grew up during multiple crises, such as the coronavirus pandemic, climate crisis and financial crisis, causing them to experience a rat race and worry about their future.
- Managers can support Generation Z by offering transparent career prospects, learning opportunities and communication.
- Generation Z values straightforward and transparent communication without detours.
- Technology plays an important role for Generation Z, so managers can use digital tools to create a productive and connected working environment.
- Mental well-being is an important point of attention for Generation Z because of the pressure to perform and the awareness of its impact, which offers opportunities for managers to engage in conversation about it and possibly embrace innovative changes.
Would you like to grow as a manager and actively get to work on guiding, inspiring and motivating this generation too? Feel free to get in touch.
Note: Gen Z consists of unique individuals; here we are talking about the ‘average’ person.
Interesting to read and used as a source:
- Ozkan, M., & Solmaz, B. (2015). The changing face of the employees–generation Z and their perceptions of work (a study applied to university students). Procedia Economics and Finance, 26, 476-483.
- Schroth, H. (2019). Are you ready for Gen Z in the workplace?. California Management Review, 61(3), 5-18.
- Benitez-Marquez, M. D., Sanchez-Teba, E. M., Bermudez-Gonzalez, G., & Nunez-Rydman, E. S. (2022). Generation Z within the Workforce and in the Workplace: A Bibliometric Analysis. Frontiers in psychology, 12, 736820.
- Singh, A. P., & Dangmei, J. (2016). Understanding the generation Z: the future workforce. South-Asian journal of multidisciplinary studies, 3(3), 1-5.
