With a vast generational cohort comprising the workforce today, ever wonder why Gen Z is the only group that is dubbed the most difficult generation to work with?
Who are The Gen Zers in The Workforce?
Generation Z members, who were born between 1997 and 2012, are poised to become the largest workforce cohort by the end of 2035.
According to a recent poll by Redfield & Wilton Strategies for Newsweek, US adults perceive their Gen Z colleagues as challenging to work with, with 40% of respondents, including Gen Zers themselves, identifying Gen Z as the most difficult generation to work with.
However, Gen Z only wants to prioritize work-life balance over traditional workplace expectations, confidently voicing their concerns and advocating for workplace issues that need to be acknowledged.
Gen Zers Challenging The Norm
While their outspokenness unsettles some leaders, it can also be a valuable asset for these young professionals in the workforce, Dr. Benjamin Granger, chief workplace psychologist at Qualtrics, said.
Gen Z's most significant strength lies in their inclination to challenge the status quo more than previous generations, which is where workplace innovation and creativity happen.
Young adults challenging workplace norms set by older generations has been a long-standing trend, but according to Granger, Gen Z approaches these conversations differently.
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Gen Zers Social and Environmental Responsibility
One of Gen Z's defining characteristics is their strong sense of social and environmental responsibility. They actively advocate for equitable and sustainable workplaces, pushing employers to take more responsibility for their impact on employees and society as a whole.
When younger employees encourage organizations to move beyond corporate neutrality and embrace values openly, it often results in more streamlined processes, increased employee satisfaction, and improved products.
Research indicates that displaying a proactive attitude and speaking up is generally associated with favorable career outcomes, such as an increased likelihood of promotion and stronger relationships with colleagues. However, executives may not always react positively to such feedback, as they could be frustrated by employees challenging long-standing norms.
To reduce negative consequences that may result from speaking up, Granger advises younger professionals to thoroughly research before raising an issue. Assess whether managers or colleagues can feasibly act on suggestions, considering time and resource limitations, or evaluate if such input can contribute to team or organizational success rather than solely benefiting oneself.
Leaders Should Spearhead The Change
Leaders should foster an environment where feedback is not only encouraged but actively sought for these conversations to become genuinely effective.
Engaging in giving and receiving feedback can unlock previously undiscovered aspects of oneself and foster professional growth. According to a Gallup survey, employees who regularly receive meaningful feedback are 80% more likely to be engaged at work.
Gen Zers are driving their growth by actively embracing and initiating these conversations, Granger adds.
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