What Gen Z expects from managers

While the graduating class of 2023 is just the latest group of Gen Z talent entering the workforce, it serves as a reminder that the generational makeup of the workforce is changing. But are leaders prepared to retain Gen-Z employees?

According to Johns Hopkins University, by 2030, Gen Z will constitute 30% of the workforce as more and more Baby Boomers retire. This means Gen Z will be the dominant generation at work in less than a decade — but their expectations for the workplace will differ from other generations, explains Carol Howard, chief people officer at work tech software company Eptura.

"They've already had an atypical journey into the workforce, with many starting college or graduating right during COVID," says Howard. "They had to be very flexible, showing up in person and remotely at school and their first job."

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Howard underlines how this unique introduction to their careers shaped Gen Z's expectations for their leaders: Gen Z sees the workplace as somewhere where flexibility and individuality are not only respected but encouraged. Given that remote work allows people to plan work around their personal lives, rather than the other way around, it's not too surprising that early COVID work-from-home policies influenced how much agency Gen-Z expects from employers, says Howard. 

"I've noticed that a lot of Gen Z doesn't want to be seen as just an employee by their leader," she says. "They want to be seen as a person. They want leaders to understand what works best for the team may not work best for an individual."

While some managers may find this frustrating, or ignore this need altogether, Howard argues that meeting individuals where they are and keeping up continuous communication can help them get their job done more efficiently. She notes that some workers, regardless of their generation, may need a quiet place to work if they come into the office, while others thrive in the background noise of a bustling office space; some workers are more productive at home, others aren't. If the pandemic has proven anything, it's that employers can accommodate more than one way to work, she says.

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"We have to provide spaces where people can thrive," Howard says. "I know the work world is changing and that can be scary and hard for a lot of people. But focus on the [talent] and everything they bring to the table."

Howard also points out that Gen Z is the most diverse generation across measures of race, ethnicity, sexuality and gender, all while being more open about their mental health challenges, disabilities and neurodiversity than previous generations. This could be one of the generation's greatest strengths since diversity is better for business. McKinsey found that ethnically and culturally diverse organizations were as much as 36% more profitable than the least diverse companies.

"I think that's really valuable," says Howard. "We all have things to learn, and we all may be at very different places in our journey when it comes to diversity, equity and inclusion. We have to continue to educate ourselves and our companies, and make sure individuals joining our company feel comfortable."

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Howard understands that for many leaders, the idea of making space for flexibility and individuality will not come naturally. But as more Gen Z talent enters the workforce, she asks leaders to reflect on whether holding onto traditional notions of the workplace and professionalism is truly the best thing for their organization.

"COVID gave us a big chance to stop, look around and ask, 'What's really important right now? How do we want to show up to work?'" says Howard. "Continue to have open communication and really understand your employees."