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Australian Workplaces – understanding Generation Z
With an increasing number of Generation Z entering the workforce, the young, tech-savvy cohort are beginning to make waves.
A recent study found 75 per cent of companies weren’t happy with their recent Gen Z hires, those born between 1997 and 2012.
Challenges in Australian Workplaces
An Australian study found the challenges for leaders and managers with Gen Z employees are generally related to perceived effort and retention.
A recent study showed just over 12 per cent of Gen Z employees in Australia were willing to go above and beyond for their employer, which is significantly behind their older colleagues.
This generation isn’t afraid to let their managers know that they place a higher value on work-life balance. “This shouldn’t be confused with a ‘bare minimum’ attitude to work”
The introduction of hybrid working has caused Gen Z employees to miss out on pivotal workplace norms that were commonplace for previous generations.
“This lack of familiarity in the office has a negative impact. They’ve been unable to observe the behaviours of their colleagues, which inform workplace expectations. Also, less exposure and opportunity to practice key interactions, such as negotiating, networking and public speaking”
“From a managerial perspective, organisations should ensure managers are adequately equipped to communicate culture effectively with all generations of the workforce.”
Six in 10 employers are letting go of these youngsters because they wanted to leave earlier, start later, be paid more than they deserved and had poor communication skills.
However it is argued this isn’t the full story. Rather it is young workers that are instead choosing to walk away from workplaces that feel outdated or inflexible.
Older Gen Z’s have seen the workplace shift in real time. For them career success doesn’t have to mean burnout, so if a job lacks purpose, autonomy, or progression, they’ll find or build something better.”
A belief in that many workplaces still operate on old-school rules that prioritise hours over outcomes is leaving younger workers frustrated and disengaged.
“They excel when given clear goals, real autonomy, and modern workflows, especially in a world where hybrid work has proven that flexibility fuels productivity, not laziness”
The best way to get the most productivity when working with Gen Z is not by micromanagement, performative office culture, or “just because” rules.
“They’ve grown up with unlimited information at their fingertips. Give them trust, clear goals and purpose, flexibility, and they’ll exceed expectations.”
A misunderstood generation
Managers and workplaces need to reevaluate some of their approaches, particularly as more Gen Z enter the workforce.
Unlike previous generations, the younger generation prioritises work-life balance and mental health, which can sometimes be misinterpreted as a lack of commitment rather than a cultural shift.
“There’s an acceptance of neurodivergence within this generation, which influences their approach to work. They don’t necessarily believe in sitting at a desk for eight hours if it can be completed in four”
One of the greatest challenges is the disconnect between traditional management structures, which emphasise time-based productivity and Gen Z’s preference for outcomes-based work.
Additionally, their digital-first communication style – favouring quick messages via Teams or text over formal email. “This can sometimes be perceived as poor communication by older managers.”
Faster feedback
Gen Zers have grown up with continuous feedback loops from social media platforms. “They disengage or seek new opportunities if they feel stagnant in a workplace that doesn’t align with their core values”
The most effective way to engage and manage Gen Z is to set clear expectations from the start regarding work hours, deadlines, and performance measures – while also explaining the rationale behind them.
Gen Z responds very well to mentorship and career development opportunities, preferring personalised coaching over traditional top-down management.
“Leveraging their digital fluency and innovative thinking can be a major asset, particularly in areas like social media strategy, creative problem-solving and process improvement.”
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