Long accused of overturning workplace codes and frustrating managers, Generation Z could well be at the root of an unnoticed revolution in the business world.
A generational misunderstanding
For several years now, the generation (people born between the end of the 1990s and the beginning of the 2010s) has been crystallising tensions within companies. According to a recent study, 18% of managers have even considered resigning to avoid having to manage these newcomers, who are often considered too demanding, not very committed or too attached to their mobile phones. More than half of team leaders say they have felt frustrated, and almost one in two say they have experienced increased stress when working with these young employees.
Yet these criticisms often reflect a lack of understanding of the realities experienced by Generation Z. Marked by the COVID-19 pandemic, this cohort has been deprived of formative professional experience and socialisation in the workplace, which explains certain awkwardnesses or difficulties in appropriating the codes of the working world.
But against all expectations, generation Z is now the driving force behind a return to the office. According to a worldwide survey of 12,000 employees conducted by JLL, young people under the age of 24 are the most frequent visitors to their company’s offices, spending an average of three days a week there – a record for all generations combined.
This trend, far from being a matter of necessity, reflects a clear desire to fit in, learn and progress. For many young professionals, the office is seen as a real professional springboard.
A need for support, not assistance
The difficulties encountered by Generation Z are not due to a lack of will, but rather to a lack of practical experience, as a direct consequence of the exceptional circumstances of recent years. Managers themselves recognise that support and regular feedback are the keys to helping these young people find their place.
Generation Z may be in favour of returning to the office, but they are no less attached to flexibility. For 91% of them, the ideal solution is a balance between face-to-face and teleworking, enabling them to learn from others while preserving their well-being.
This hybrid model, now widely adopted, also responds to a deep-seated desire to redefine the notion of performance and commitment at work.
Far from being disengaged, generation Z is assertively ambitious and keen to distinguish itself through the quality of its work. Many see the office as an opportunity to “level up”, to be noticed by their superiors and to accelerate their career progression.
While this new dynamic may shake things up and generate tensions, it also bears the seeds of a positive transformation for the company. By focusing on support, trust and listening, employers could well turn this challenge into a real asset.
Far from being disengaged, generation Z is assertively ambitious and keen to distinguish itself through the quality of its work. Many see the office as an opportunity to “level up”, to be noticed by their superiors and to accelerate their career progression.
While this new dynamic may shake things up and generate tensions, it also bears the seeds of a positive transformation for the company. By focusing on support, trust and listening, employers could well turn this challenge into a real asset.
