What Gen Z values in the workplace

Gen Z’s impact on the nation’s workforce is undeniable. Nearly one-third of all New Zealand employees were born between the mid-1990s and early 2010s. With that comes digital fluency, mental health awareness and, by necessity, a strategic approach in a world of uncertainty.

Gen Z is often burdened by sweeping stereotypes that oversimplify how they think and work. They can be labelled as easily offended, overly reliant on technology or entitled for expecting quick feedback and progress.

Some stereotypes portray Gen Z as lacking resilience, as noncommittal, and as resistant to authority. Others suggest they prefer softer workplaces built around flexibility and well-being. They can also be dismissed as poor communicators.

These assumptions have to come from somewhere, so perhaps they have truths within. Still, these characterisations ignore the realities Gen Z has grown up with and overlook the strengths they bring.

Facing economic instability means adaptability. Rapid social change means a willingness to question outdated norms. Digital connection means clarity, a desire to learn and a globalised mindset.

Student Job Search chief executive Louise Saviker identifies many ways in which the first digital natives are changing workplaces.

“They’ve never known a world without the internet or social media, and they expect technology to simplify life, not complicate it,” Louise says.

This comes with what Louise describes as a balance between an abundance mindset and cautious realism. Gen Z is bombarded with endless information but filters it through pragmatic scepticism.

“They’re motivated by stability but will move quickly when their values aren’t met. In New Zealand, rising housing costs and student debt sharpen their focus on fair pay and career growth.”

The impact of high digital literacy in the workplace is increased productivity and greater innovation, but the workforce is now hyper-cautious and expects information instantaneously.

“Frame performance around learning and contribution. The more specific and abundant the feedback, the more supported your Gen Z will feel and the more productive they’ll be.

“What older generations sometimes see as impatience is really a desire for responsiveness. They want clear goals, fast feedback, and workplaces that match their digital pace.”

Louise says Gen Z workers generally prefer collaboration and communication over hierarchy and strong command.

“To support and get the most out of Gen Z employees, leaders can replace long reviews with regular check-ins and strict reporting lines with project-based teamwork.”

After the coronavirus pandemic, the conversation around hybrid work came to the fore. The traditional office space is no longer a strongly held cultural norm.

“Remote and hybrid work are popular with young people, yet you still need to weigh up what works for your business model and what best supports the mental health of your Gen Z and broader team.”

Finding a balance is key, whether that’s everyone being in the same space to bounce ideas off each other, or having a diverse staff of all ages that combines to a more holistic worldview.

“People learn fast when they’re together - being around colleagues creates daily, informal learning you can’t fully replicate online.”

Gen Z might be perceived as fast-lane drivers who bounce off the office walls. But when harnessed effectively, that energy can mean massive benefits.

Louise advises firms not to slow Gen Z down to fit their systems, but instead to let them inspire and speed up current systems to harness their energy.

“When we combine structure with flexibility, empathy with expectation, and purpose with performance, we create workplaces where every generation can thrive.

“Getting it right for Gen Z sets up the next 30 years of leadership, innovation, and shared success.”