One of the most significant forces on the business horizon over the next few years isn’t recession, global conflict, or economic volatility (though those are all potential disruptions). This force is something that will happen no matter what else occurs: the shift that sees the Zoomers overtake the Baby Boomers in the workforce.
Generation Z, also called “Gen Z” or “Zoomers,” is the generation born between 1997 and 2012. At almost 70 million people in the United States, this generation is slightly smaller than its immediate predecessor, the Millennial generation, but more numerous than any other generation currently included in US population figures. The oldest of the Zoomers are now in their late 20s, and the majority of the generation is in the process of entering the full-time workforce.
As the Baby Boomers leave the workforce, Gen Z is poised to overtake it as a proportion of those working full-time in the US today. While Millennials and Gen X still outnumber them, Zoomers represent a significant voice in conversations about the future of work, and their perspectives, needs, and habits will impact the workforce for decades.
Here are five predictions about how Zoomers may impact the workforce:
They Could End Middle Management
As Gen Z employees gain experience, they will likely start getting offers for middle management positions. However, Gen Z workers don’t see a lot of benefits for working in management. The positions often offer an increase in responsibilities without commensurate pay, and some employees would prefer to do task-oriented or project work they love rather than manage other people.
For businesses, the reluctance of Gen Z employees to take on middle manager roles will likely mean shifting toward other ways of managing projects and people while simultaneously incentivizing and prioritizing manager development so those willing to take on mid-level leadership roles have the skills they need to succeed.
They Want to Work Smarter, Not Harder
As digital natives, Gen Z employees are prone to ask, “Why are we still doing it this way?” These workers are comfortable with technology their predecessors didn’t have, and they are likely happy to use tools such as AI to improve productivity without killing jobs.
Leaders can reap the benefits of this level of curiosity and innovation by allowing their Gen Z employees to experiment with replacing tasks and responsibilities with technology tools. Improving efficiency and productivity through technology can be a way to meet staffing needs as a global talent shortage continues.
They Leverage Social Media to Form Community
Gen Z is more likely than any other generation to get its news and information from social media—and they are also more likely to vent their feelings via reels and videos. The conversations that used to take place around the breakroom table or in the parking lot now occur online—and, consequently, in public view. For organizations, that could mean getting unfiltered employee experience feedback via TikTok rather than an internal survey—which could lead to a negative employer brand.
HR professionals, managers, and leaders must acknowledge this new reality and prepare policies and responses addressing online employee feedback. Leaders can welcome non-traditional forms of feedback and meet employee needs proactively rather than wait for negative reviews to pour in.
They Like “Side Hustles” and Second Jobs
While older generations may believe that Gen Z workers are “lazy,” surveys reveal the opposite. Many Gen Z and young Millennial workers have “side hustles” or second jobs. While some younger workers take on second jobs due to economic strain or fear, others simply craft a life and livelihood combining several interests and income streams. They may work a more traditional job during the day and create videos, music, or art during off hours. Or they may look for remote and flexible work that allows them to pursue passion projects.
Many generational preferences reflect the Gen Z desire to make work fit their lives rather than life fit their work. They are willing to work hard, but they want to have flexibility and work-life integration. Managers and leaders can adapt by getting creative about remote and hybrid work schedules.
They Value Personalization
In our highly personalized consumer marketplace, Zoomers have come to expect and seek personalization in everything—including their work experiences. For some, this personalization may look like part-time work supplemented by freelance income; for others, it may mean taking a series of contract opportunities that keep them moving around.
Of course, this desire for work-life integration and a personalized job experience means that Gen Z employees leave their jobs more frequently than other generations. This high turnover may lead to a perception that these younger workers are lazy or unwilling to “put in their time” in entry-level jobs.
Leaders looking to attract and retain Gen Z employees and help them develop the skills to take over leadership roles can start by understanding what appeals to Gen Z workers. These younger people are more motivated by purpose and meaning than by money, and they will likely need a career lattice more than a ladder.
Looking at younger generations with suspicion, hesitation, or even contempt is something older generations have done for thousands of years. Baby Boomers, Gen Xers, and Millennials should, instead, embrace the creativity and fresh perspectives these future leaders offer. By working with Generation Z instead of trying to preserve old ways of doing business, leaders will better prepare their organizations for the future.
Contact us to learn how Stewart Leadership can help you manage these upcoming generational shifts, improve company culture, and create a leadership succession plan that builds a strong foundation for the future.
Self-Check
- Is there one common complaint we get from younger workers that we could address?
- What is one way we could make our organization more attractive to younger workers?
- Is there one way we can better develop younger workers for leadership positions?
- Is there one way we can make leadership positions more attractive to younger workers?
