Gen Z Entering the Workforce
How to value individuality over generational labels.
By Nicole Needles
AS GENERATION Z enters the workforce, businesses are witnessing a seismic shift in workplace dynamics. With their distinct values, communication styles and expectations, this cohort is reshaping organizational cultures. To navigate this transition successfully, leaders must understand the generational nuances at play. Insights from experts in generational dynamics and firsthand accounts from young professionals reveal key themes that will help bridge the generational divide. However, at the end of the day, as we’ll hear from the experts and young professionals, seeing and treating people as individuals rather than members of a generation is the best practice of them all.
Understanding Generational Dynamics
Lindsay Boccardo, a professional speaker specializing in generational dynamics, outlines four recurring themes that contribute to workplace friction between generations, and also what makes individuals unique:
Developmental Psychology: Young professionals, particularly those in their early 20s, grapple with questions of identity and belonging. “A Gen Z professional in their early 20s is navigating questions like, ‘How will I find a network of supportive relationships?’” Boccardo explains. Additionally, the brain’s prefrontal cortex, responsible for planning and empathy, doesn’t fully mature until around age 25, influencing capacities in certain scenarios.
Childhood Experiences: Different parenting styles shape how generations view authority. Boccardo notes that while older generations experienced more authoritarian discipline, younger generations were raised in collaborative environments. “It’s beneficial to ask your team about their upbringing to understand their views on authority,” she emphasizes.
Evolving Definitions of Leadership: Leadership styles have transitioned from top-down approaches to more collaborative frameworks. Boccardo states, “Over the last century, we went from a top- down, power-driven authority to more of a flat order. We went from a standard ladder to a pancake.” This shift demands leaders who prioritize listening and connection.
Relationship With Technology: Generation Z’s upbringing in the digital age shapes their communication preferences. “People tend to gravitate toward the technology they grew up with,” Boccardo explains. This creates a blend of communication styles within the workplace, where younger employees may favor concise digital interactions, older generations often value in-depth, face-to- face conversations.
A Personal Perspective on Workplace Values
Cole Kaupelis, a staff accountant at Hänel Storage Systems and member of Generation Z, shares his values when seeking employment: “I prioritize strong interpersonal connections within the company. It is important to me that there is mutual care and respect between myself and my colleagues.” Kaupelis highlights the importance of recognition for hard work, which can be challenging to assess during the hiring process but is crucial for job satisfaction.
When discussing communication preferences, Kaupelis emphasizes the importance of face-to-face interactions: “I prefer in-person communication whenever possible, as it allows for a more personal and effective exchange.” He notes that while younger generations often adopt informal communication styles, they can adjust their formality when interacting with older colleagues.
Mia DeAngelis, a systems integration administrator at Hänel Storage Systems and also a member of Generation Z, echoes Kaupelis’s sentiment regarding workplace flexibility.
“I value the ability to be flexible – not only in terms of time off but also in growth opportunities,” she states. DeAngelis believes that successful companies nurture their employees’ development and allow them to pursue their interests.
Bridging the Communication Gap
Both Kaupelis and DeAngelis agree that generational differences can create communication gaps in the workplace.
“There is absolutely a noticeable generational difference in interactions. Younger generations tend to be less concerned with formalities,” Kaupelis said.
DeAngelis adds that these differences often stem from initial assumptions about generational divides. “I do believe there is a gap, but I feel it is a gap that is often created initially,” she said.
To bridge this gap, Kaupelis advocates treating individuals as unique rather than relying on generational stereotypes. “While some generational stereotypes may hold true, it is necessary to treat each person as an individual,” he emphasizes. DeAngelis agrees, stating, “By taking the time to learn more about the individual’s unique needs and wants, the workplace experience can be more personalized.”
The Impact of Technology on Leadership
Benjamin Brachle, Ph.D., an associate professor and program coordinator at the University of Nebraska Kearney, emphasizes the importance of understanding generational cohort theory, which suggests that shared experiences shape the behaviors and values of individuals within a generation. He points out “When I was 16, I got my first cell phone, which was a novelty at the time. Today’s younger generation, however, can’t remember a time without mobile phones.” This technological comfort impacts communication styles and comfort levels with modern tools, especially in the workplace.
Brachle asserts that effective leadership principles remain largely universal across age groups. “There’s not a huge difference between the generations on what an older generation thinks is good leadership versus a younger generation,” he explains. However, the differences in communication styles can lead to misunderstandings. “Younger generations may favor texting or digital communication, while older generations might prefer face-to-face interactions,” he notes.
This generalization combined with earlier statements from members of Generation Z who prefer face-to-face interaction emphasizes the point that Boccardo, Kaupelis, DeAngelis and Brachle have all made: Treat people as individuals rather than their perceived stereotypes.
Leaders as Role Models
Boccardo emphasizes the role of leaders in fostering an inclusive workplace. “Will you be the leader you never had? Will you listen when you thought you’d be in an era of telling everybody what to do?” she asks. By embracing curiosity and seeking to understand their team members’ unique experiences, leaders can cultivate a more cohesive work environment and go beyond the molds of generational divides.
The importance of connection is echoed by DeAngelis, who suggests that simple gestures can build rapport: “At the end of the day, people are doing their best. If we come into work with care, compassion and basic understanding, it will go far.” She advocates for creating spaces for open dialogue, stating, “A simple, effective question ‘How are you from 1-10?’ can yield a great starting point for a good discussion, and even greater connection.”
Embracing Change for a Better Workplace
As Generation Z continues to integrate into the workforce, organizations must understand the evolving dynamics brought about by this new generation. By understanding the underlying themes that shape their experiences, fostering flexible and inclusive workplaces and prioritizing effective communication, leaders can create environments that benefit everyone regardless of generational placement. Embracing curiosity and recognizing each individual’s unique contributions will ultimately lead to a more engaged and productive workforce, bridging the generational divide and paving the way for future success.
With the right strategies in place, businesses can not only retain talent but also harness the unique strengths that Generation Z brings to the table, ensuring a brighter, more collaborative future for all generations in the workforce.
Article Takeaways
- Emphasizing Individuality. It’s crucial to treat each member of your team as an individual rather than a representative of their generation, recognizing their unique skills, perspectives and contributions.
- Building Authentic Connections. Encouraging open dialogue and understanding among team members can help break down stereotypes and foster a collaborative work environment that values diverse viewpoints.
- Adapting Leadership Styles. Leaders should tailor their management approaches to accommodate the specific needs and motivations of each employee, moving away from one-size-fits-all strategies to create a more inclusive and effective workplace.
