Five insights to help understand and better manage your youngest employees.

Members of Gen Z getting their first jobs or already early in their careers are changing workplace dynamics. Many managers find those born between 1997 and 2012 tech-savvy but in need of greater guidance and reassurance. Gen Z does enter the workforce with different experiences than their predecessors. A key difference is that they had to adapt to remote learning during the pandemic and complete their schooling with less in-person, real-time instruction. Managers who recognize Gen Z’s unique experiences and approach to work are better positioned for success. Here are five insights to better understand today’s youngest workers.

Understanding Gen Z strengths

Gen Z is known for being outspoken and challenging the status quo. For some managers, these qualities make Gen Z difficult to work with. However, Gen Z’s willingness to speak up and ask questions can help companies drive innovation and adapt to changing markets faster.

Another strength of today’s youngest workers is that they’re digital natives. They grew up using social media and creating content and they bring these skills to the workplace.

Gen Z has been swift to adopt AI. Eighty percent use chat bots in daily life to learn, find information and make work more efficient. At the same time, Gen Z is skeptical about AI, concerned that it will eliminate jobs and hurt their ability to think carefully about information, reports Girls Who Code.

Leaving at five may not mean what you think

Some employers feel frustration with Gen Z employees who leave right at five. They may perceive this as laziness or a lack of dedication. However, the need to leave promptly may reflect other responsibilities. Low salaries and high costs mean many younger workers take second jobs to cover their bills. Some may be caregivers for children or older relatives.

The age of maturity is now later

In contrast to Gen Z’s competence with technology, their maturity lags. “I’ve lost count of the number of employers that have said to me, 26 is the new 18,” said Tim Elmore, a leadership coach and author in the HBR IdeaCast podcast on How to Manage—and Motivate—Gen Z. Managers need to adapt their leadership style to match the maturity levels of their employees.

Gen Z needs skills to navigate the workplace

“A combination of factors—including education in remote environments during the pandemic and learning to communicate through asynchronous methods—has left many Gen Z workers with a skills gap in navigating workplaces,” Becker’s Hospital Review reports. This gap shows up in ways that range from punctuality and phone etiquette to making eye contact and dressing appropriately. Mentorship and regular feedback can help close the skills gap.

Managing Gen Z isn’t so different

Like the generations before them, Gen Z isn’t a homogenous group. Individuals need to be managed according to their skill, maturity level and desired career path. And despite their generational differences, Gen Z have many of the same wants as seasoned workers. According to FranklinCovey, Gen Z workers want clear communication and clear expectations. Robust onboarding and continuous learning opportunities are two things that can help entry-level employees succeed.

Managing Gen Z isn’t so much about changing one’s leadership style as much as it is about meeting individuals where they are and providing the structure and support they need for success.

To learn more about building a best-in-class culture with people of all ages, get our white paper on proven strategies to engage employees. 

 

Federally insured by NCUA