Key Considerations for Hiring Generation Z

As more of Generation Z joins the workforce, trends are beginning to emerge that reflect this generation’s work preferences, eliciting strong opinions from some of their older colleagues. Every generation is shaped by the unique circumstances in which they grew up, and for those born in the late 1990s through the early 2010s, those conditions were driven by the accessibility of personal technology and the internet, as well as the COVID-19 pandemic during their formative years. 

In September 2024, Intelligent.com published a study covering business leaders’ experiences hiring recent college graduates. The results painted a dismal picture for Generation Z, with 75% of companies reporting that some or all of the recent grads they’ve hired this year are unsatisfactory. Even worse, 6 in 10 companies fired a recent grad that they hired earlier in the year. While there is no doubt this generation of workers pose new and unique challenges to our existing work models, business leaders giving up on the majority of young workers is a much bigger problem. Rather than dismissing the potential of Gen Z workers en masse, managers who take the time to understand the characteristics of Gen Z employees will be better poised for success. 

Work life balance remains a top priority

The idea of work life balance has changed quite a bit since the onset of the COVID-19 pandemic. Prior to 2020, proponents of work life balance sought to reduce excessive work hours and limit after-hours work communications. Now, with the widespread options of remote and hybrid work, work life balance is a much more holistic concept. In fact, most working “zoomers” entered the workforce in the last four years, an era with more flexibility and understanding for workers than ever before. 

When studies show that top priorities for Gen Z are family and relationships (69%) and health and well-being (62%) but list work life balance lower, at 15%, it is not because it’s unimportant. On the contrary, Gen Z sees work life balance as a personal choice instead of a corporate initiative. Even if it looks different for each generation, it’s clear that the days of work eclipsing all else in the worker’s life as the norm are over–and we’re all better off for it. Having candid and transparent conversations with Gen Z employees about specific expectations and boundaries will ensure that both bosses and employees are on the same page. 

Fostering a personal connection to work

According to Deloitte, one of the emerging trends in the Gen Z workforce is the need for a more personal connection to their work and place of employment. The sentiment is that one should work in a field or industry that they have a strong attachment to, an idea that was previously seen as a privilege that only a few should enjoy. 

While some managers may write this off as another unrealistic expectation from the younger generation, insightful leaders know that the most productive, contributive employees are those who are positively engaged with their work. Managers should seek to educate their employees on the ethos of their team and their company, and hone in on the positive impact the organization has on their industry or on their customers. Simply parroting the company’s mission statement and values isn't going to cut it though–and managers should be prepared to answer tough questions about the ethics and implications of their business practices. 

Familiarity with technology

As individuals, it is challenging to even conceptualize the difference in technological literacy one develops as a child versus an adult. The young people of today grew up surrounded by technology, using it for entertainment, socialization, education, and more. The long term impact of technology maneuvering its way into every facet of our life remains to be seen, but one thing is for sure: Gen Z is more adept at quickly learning and understanding new technologies than any previous generation. This is great news for hiring managers in CX. Being able to evaluate the efficacy and viability of different technologies, and how they would fit into your company’s customer journey, have become essential skills. 

Not needing as much training on this skill set opens up other opportunities for hiring managers. With managers citing a lack of “office etiquette” and unprofessionalism plaguing Generation Z, they would be smart to dedicate time and resources training on these topics. 

It is important to distinguish these observations about sociological differences between generations on the basis of key events and influences in a given time, versus the age-old tradition of older folks making sweeping generalizations about young folks. After all, many criticisms of Generation Z in the workforce reflect the criticisms we heard of Millenials not too long ago. Still, by 2035 they will make up 31% of the workforce, a more substantial fraction than any other generation predicted by that year. Working harmoniously with Generation Z may initially pose some challenges, but managers will likely find that these new perspectives bring more benefits than detriments to the workplace.

Image by Ivan Samkov on Pexels.