Generation Z is the newest generation to enter the workforce. Their behaviours have yet to be dissected with the same level of scrutiny as Millennials, but as Gen Z represents the talent of the future they are already fully bathed in the spotlight of examination, says Ali Shalfrooshan
Many of the discussions around Gen Z are typically anchored to the fact they are true digital natives, with no consciousness of a world without the all-powerful internet.
Their story is also unique, as many started their career during the pandemic and are the first generation of office workers to begin their career in a predominantly virtual context. As a result, the expectations of Gen Z are different. Organisations must now attract, retain, and develop this new generation and help them navigate the challenges of the new world of work.
Differences between Gen Z and past generations
We’re all at least partly products of our time, and there are some discernible differences between the generations. However, the significance of these differences sometimes feels exaggerated. This is reflected in our own research, which shows many similarities between Gen Z and Millennials.
Within any stereotype lies an element of truth, as well as oversimplification. Perceptions of difference are sometimes due to the age-old battle between the generations, with many characteristics being attributed to Gen Z simply due to their youth. Nevertheless, the common themes typically espoused about Gen Z are that they enjoy greater flexibility and are more concerned with their psychological and physical wellbeing. They are also typically shown to be more values oriented, tech oriented, and practically oriented.
Despite these being cited as themes, perceptions of homogeneity across and within generations are also incorrect. This is particularly pertinent with Gen Z considering their diversity. Our context, our culture, our socioeconomic status, and the world around us have a significant impact on our aspirations and on how we navigate the world. Ultimately the pandemic will have a significant impact on us all, but no more so than Gen Z. Regrettably, the time the world stopped will be seared in their collective memory and is likely to instil a sense of uncertainty about the future.
Gen Z and virtual working
A recent survey by PwC shows that only 19% of organisations are planning to have their workforce operating fully in person this autumn. This will be good news for the many workers whose experience of virtual working has been positive, especially in the face of ongoing concerns about the pandemic. However, this view is not shared by everyone. Consequently, there has been a lot of debate regarding the future of the office and preferences regarding what this future should be.
This debate is particularly unclear with Gen Z.
A poll from research firm Generation Lab showed that as many as 40% of students and recent graduates, likely to be predominantly Gen Z, would prefer fully in-person work. But this contradicts other research that suggests Gen Z want greater flexibility and the ability to work from anywhere at any time. This confusion over what the workforce’s newest employees want, and the tension with more established workers, shows how complicated the picture is.
We are still in transition
A possible explanation for this lack of clarity is that we have yet to establish what the future of the office will be post-pandemic. The conceptualisation of it being a physical place or a virtual workspace – or a combination of both – is all still in flux. Despite some Gen Z candidates desiring more time in the office environment, the truth is the pandemic is still with us and so remote and virtual working is likely to be a necessity for many organisations.
We are fundamentally social creatures, so even though the world of virtual work is all that many Gen Z workers know, we still have a responsibility to ensure it is working for them. The shift to virtual work is not just impacting how we conceptualise the office but also how we effectively manage, motivate, and engage our people.
How do we help Gen Z navigate the world of remote working?
At the heart of remote and hybrid working is a fundamental change in the way we navigate the workplace. And while change can be very positive, it requires personal resources to manage it effectively. Our research into remote working has identified a range of competencies that are particularly important for being an effective worker.
Our capacity to be agile, resourceful, to prioritise, and to take ownership have all been shown to be particularly important for our capacity to navigate the virtual work environment. However, as wellbeing is such a critical need for Gen Z employees, arguably the key competency to focus on is their resilience and how they can develop this further.
Resilience can be perceived as a workplace competency that enables an individual to effectively manage challenge and change. However, the reality of helping someone develop this critical skill requires a much more detailed and nuanced view of what it is and what drives it. Resilience can be seen as both a resource and a set of critical psychological strategies that enables us to maintain our wellbeing and performance during difficult times.
These psychological strategies can be developed through concerted effort, and organisations can help facilitate this by investing in employees’ soft skills. These can be developed through personalised and flexible development opportunities. The use of blended learning journeys that make the development process iterative, accessible and snackable will likely have the most impact and benefit when it comes to Gen Z.
Regardless of generation, the more people are equipped with these skills the more likely they are to manage the world of remote work and ultimately a world filled with inevitable uncertainty. They will also have increased capacity to adapt how they operate to build greater connections with others – both in person and virtually.
The eight key resilience strategies
Our research has highlighted eight resilience strategies that can be deployed to help us manage uncertainty and enable us to thrive in the virtual world of work. Each of these strategies, and why they are important, are detailed below.
Self-Belief: The extent to which an individual has confidence in their ability to address the problems and obstacles they encounter. This is particularly important for remote working – if you believe in your capability to tackle challenges that may be intimidating, you are more likely to embrace the challenge and persevere.
Optimism: The degree to which an individual believes they will experience good outcomes in life and the way they explain setbacks. This strategy is important as it ensures individuals can maintain their motivation when things are new or challenging. They can see the positives in the situation and draw the most they can from the experience.
Purposeful Direction: Whether an individual has clear goals they are committed to achieving. This strategy enables an individual to overcome challenges, as they can focus on objectives that are meaningful to them and consequently put setbacks into perspective.
Adaptability: How much an individual is willing to adapt their behaviour and approach in response to changing circumstances. This strategy is important, as individuals can flex their approach to meet the needs of the challenge. They are also able to perceive change as positive, which will be critical in the uncertain world we find ourselves in.
Ingenuity: Whether an individual can generate a range of creative solutions to problems they experience. This strategy is important for dealing with remote working and dealing with adversities, as individuals are able to consider alternate ways of doing things to solve problems.
Challenge Orientation: How much an individual enjoys experiences which challenge them and perceives stretching situations as opportunities to learn and develop. This strategy is important as this ensures an individual will already be comfortable with tackling challenges and see change as a great opportunity to grow.
Emotion Regulation: The degree to which an individual remains calm and in control of their emotions in stressful situations. This strategy is useful, as remaining composed during adversity ensures an individual can think clearly and make decisions based on evidence.
Support Seeking: How willing an individual is to ask others for help and support when dealing with difficult situations. This strategy is important when dealing with challenge and change, as it means individuals get task-based support to help solve problems and emotional support to help reduce anxiety.
Get the best out of Gen Z
We need to support all our workers during the challenging time we are experiencing. However, Gen Z need to be particularly supported by their organisations, leaders and managers, so they can ensure they feel valued and get the best out of them.
It will require both time and effort to help the next generation of talent truly thrive in this new world of work. But with the right development opportunities, support, and guidance, Gen Z will be able to thrive during this particularly challenging time and effectively manifest their talents in the workplace of the future.
Ali Shalfrooshan, Occupational Psychologist and Head of International Assessment R&D at PSI Services
Ali is a business psychologist with a true passion to help organisations improve performance through their people. He has a particular interest in using his expertise to help individuals achieve their potential and designing inclusive, immersive and fair recruitment processes.
Ali’s published work includes, Working with diversity: Defining and assessing intercultural competence, and Investing in the future of young people: How can occupational psychology help?
