Recent studies have unveiled a disparity between the actual workplace preferences of Generation Z and the assumptions held by their superiors. As Gen Z continues to join the workforce, it is crucial for leaders to acknowledge and tackle the significant challenges and discrepancies that exist in order to support this emerging generation of employees effectively.

WHO EXACTLY IS GEN Z?

Generation Z, or Gen Z for short, plays a crucial role in shaping the contemporary workplace setting. This generation comprises individuals born between 1997 and 2012, meaning that in 2023, they fall within the age range of 10 to 25 years old. Growing up with ubiquitous smartphones and social media, Gen Z has become intimately acquainted with these technologies’ advantages and disadvantages. They often serve as trendsetters and disruptors, as well as being influenced by and influential to others.

Gen Zers are well-versed in utilizing their voices and the technological tools at their disposal to influence the world around them. However, as they venture into a workforce significantly transformed by the pandemic, it raises questions about how their impact translates into the workplace and how their employers can create an environment where they can thrive.

To gain a deeper understanding of Gen Z’s standpoint, several studies have conducted several surveys directly with members of this generation. It seeks to uncover whether they genuinely desire many things and what insights their generation can offer regarding the future of work. Deloitte Digital has undertaken fresh research to explore precisely these aspects.

As the proverb goes, “You don’t quit a job; you quit your boss,” emphasizing the critical role that leadership and management play in an employee’s decision to stay or leave their job.

WHAT ARE THE POINTS OF DISCORD AND AGREEMENT BETWEEN GEN Z AND THEIR SUPERIORS?

Research by Deloitte Digital has identified several areas where Gen Z employees and their employers have common goals and regions where their preferences diverge. Both parties, for instance, emphasize the importance of developing strong working relationships and promoting workplace flexibility. However, alongside these shared priorities, the survey data also highlights conflict areas between Gen Z and other generational cohorts. This understanding presents a valuable chance for enhancement and lays the groundwork for cultivating mutually beneficial relationships.

THE TOP THREE CHALLENGES CONFRONTING GEN Z AND THEIR SUPERIORS

1. Differing Perspectives Regarding the Significance of Empathy

   Gen Z employees place a high premium on empathy from their supervisors, viewing it as a crucial factor for engaging at work. However, bosses do not assign the same importance to demonstrating empathy.

   According to the research findings, Gen Z individuals ranked empathy as the second most essential trait in a boss. In contrast, bosses, on average, rated it as a considerably less significant fifth. This divide in perception was evident in the feedback received. The researchers mirrored the survey data when recounting experiences at a large wholesale retailer. They mentioned, “General employee survey asks a question like, ‘Do you feel respected?’ and most of the time the answer is, ‘No!’ I have never received that respect because management seems to prioritize a ‘Do your job and complete tasks’ mentality.” It highlights the emphasis was more on productivity metrics than recognizing someone as an individual.

2. Differing Perspectives Regarding the Influence of Work on Mental Well-being

Gen Z employees argue that they are not receiving the necessary mental health support in the workplace and assert that their views on how work affects their mental health differ from those held by their superiors.

The survey revealed that fewer than half of Gen Z individuals report that their bosses assist them in managing a balanced workload, and 28% express that their mental health is negatively affected by their bosses.

Employees shared their insights on how work can easily become all-consuming, particularly when working remotely. They want to be able to separate work from personal life and not feel the constant pressure to think about it or want to feel overwhelmed.

It is believed that one’s workload directly impacts one’s mental well-being and contends that bosses can aid Gen Z employees in maintaining a healthy workload by offering support and engaging in meaningful dialogues about their careers, interests, and skill development.

3. Varied Perspectives on the Significance of Work in Personal Identity

Gen Z employees and their superiors give different levels of magnitude to work as a component of their identities.

The research revealed that 61% of Gen Z individuals already part of the workforce consider work a significant aspect of their identity, whereas 86% of bosses believe that work holds a substantial place in their uniqueness.

An articulated input on how the transition into the workforce influences how it allocates an individual’s time and impacts fundamental aspects of their sense of self. Gen Z is grappling with the notion that ‘you are not your job’ because if a person dedicates so many hours each week at the workplace, then where does the job fit into the larger context of someone’s life? Initially, a job is simply viewed as a source of income, but now it might hold more significance. Many Gen Z individuals question the role of work in shaping their overall identity, whereas, for their bosses, the link between work and personal identity is more clearly defined.

Additional areas where alignment is lacking pertain to rewards, recognition, and training.

Failure to make a deliberate attempt to grasp the needs and aspirations of Gen Z employees could result in a disengaged workforce, leading to higher turnover rates. It is imperative to confront these challenges to ensure that the Gen Z workforce remains productive engaged, and maintains strong connections with their roles and colleagues.

WHAT STEPS CAN LEADERS TAKE TO NARROW THE GENERATION GAP WITH GEN Z?

The gap between a leader and their Gen Z employees can generally be categorized into one of three types: a knowledge gap, an alignment gap, or an execution gap. A knowledge gap signifies that bosses do not fully comprehend what Gen Z desires. An alignment gap indicates that bosses understand Gen Z’s preferences but do not necessarily agree with them. An execution gap implies that both parties acknowledge the need for change but lack clarity on implementing it.

Each of these gaps necessitates distinct actions from leaders and Gen Z members to address them effectively.

It has been demonstrated in a study that over 70% of bosses are enthusiastic about the transformations that will occur in the workplace as Gen Z takes on a more substantial role. So, what can leaders do to bridge these gaps?

1. Cultivate Curiosity: Leaders should exhibit a genuine curiosity to comprehend their workforce’s needs better and enhance the trust and rapport with Gen Z. This might involve conducting similar research within their organization to uncover what would enhance Gen Z’s experiences.
2. Facilitate Connections: Bosses should proactively create opportunities for interaction between Gen Z employees and individuals from other generations, emphasizing the importance of intergenerational connections.
3. Co-create Solutions: Gen Z significantly emphasizes having their voices heard and contributing to shaping a meaningful future. They should be involved in decision-making processes and enlist their energy and problem-solving capabilities.
4. Establish a Reverse-Mentoring Culture: In addition to traditional mentoring programs, a culture where Gen Zers engage in reverse mentoring with older employees should be introduced. This allows senior employees to gain a deeper understanding of Gen Z perspectives.
5. Consult Influential Voices: Authorities can tap into influential Gen Z members inside and outside their organization to test ideas and help shape the future culture of the workforce. These influencers can provide valuable insights and guidance.

WHAT COMES NEXT?

Every challenge and disparity serves as a potential opening to build stronger connections—a moment to shape the workplace of tomorrow collaboratively. Most importantly, it’s not about stating that Gen Z desires everything, but rather recognizing their aspiration to be acknowledged for their genuine selves, listened to, assisted, and afforded the room and chance to flourish as they navigate their personal and professional growth. It is essential to implement the above methods to gain deeper insights into how leaders can take steps to enhance the Gen Z experience in the workplace and apply them to strengthen their intergenerational professional interactions.