Every generation has had its turn at being misunderstood in the workplace. Remember when millennials were ‘slackers’ and ‘entitled’? Now it’s Gen Z facing the critics.
If you’ve been following workplace conversations lately, you’ve most likely heard the complaints: Gen Z workers are demanding, impatient, and unwilling to “pay their dues.” However, we’ve heard this story before and know all too well that it’s rarely as simple as it seems.
Gen Z, born roughly between 1997 and 2012, is entering the workforce with different expectations than previous generations. Rather than dismissing these differences as problematic, what if we explored what Gen Z actually wants from work and how their approach might benefit everyone?
We’d like to build and share an understanding of how different perspectives on professional development can strengthen organisations when we’re willing to adapt and learn.
Understanding Gen Z in the Workplace
When we talk about Gen Z in the workplace, we’re looking at people born between 1997 and 2012. That means the youngest are still teenagers, while the oldest are in their mid-to-late twenties. Already, we can see this isn’t a monolithic group – someone born in 1997 had a very different childhood experience from someone born in 2012, and while some Gen Z individuals are saving for a house, others are still trying to figure out their maths homework!
The reality of Gen Z at work often contradicts the stereotypes.
Yes, on the whole, they’re more likely to question workplace norms and hierarchies, but this isn’t necessarily a bad thing. While previous generations might have accepted “that’s how things work,” many Gen Z individuals ask, “Why?” This willingness to challenge established practices isn’t undisciplined – it’s curious and potentially innovative.
It’s worth remembering that every generation gets criticised when they’re young and entering the workforce. The pattern repeats because established workplace cultures naturally resist change, even when that change might be beneficial.
Gen Z’s Approach to Development
While we shouldn’t make assumptions about what such a large group of people wants from the workplace, we can make educated guesses based on research.
Research shows that 76% of Gen Z see themselves as owners of their careers, actively driving their professional advancement. This represents a significant shift from previous generations, who more often waited for opportunities to be offered to them.
For Gen Z in the workplace, this may look like prioritising several key factors:
Autonomy and ownership over their career path. They want to be involved in planning their professional journey rather than having it dictated to them. This includes the freedom to fail and learn from mistakes – something that some more traditional workplaces may be less open to.
Continuous learning opportunities matter more than traditional hierarchical progression. Many Gen Z workers are less interested in climbing a predetermined ladder and more focused on building diverse, transferable skills.
Real-time feedback rather than annual reviews. They want to know how they’re doing regularly, not once a year when it’s too late to make meaningful adjustments.
Mentorship and coaching relationships that provide genuine guidance and support.
Purpose-driven development aligned with personal values. Gen Z wants to understand how their growth contributes to something meaningful, not just company profits.
Previous generations often felt they had to choose between their personal goals and career progression. Gen Z workers are often more proactive about seeking opportunities and questioning traditional paths.
Research from Udemy confirms that Gen Z workers are highly motivated by personal development and self-improvement. They’re not lazy or unmotivated, they just approach professional growth differently.
Why Gen Z’s Development Mindset is Good for Business
Managing Gen Z effectively brings genuine advantages to organisations willing to adapt:
Fresh perspectives on outdated processes. When someone asks, “Why do we do it this way?” they might uncover inefficiencies that everyone else has stopped noticing.
Innovation through questioning established norms. Some of the best improvements come from outsiders who haven’t yet learnt that “it’s always been done this way.”
Higher engagement when development needs are met. Employees who feel their growth is supported are more likely to be engaged and productive.
Stronger retention when growth opportunities exist. Investing in development often pays dividends in reduced turnover and increased loyalty.
The business benefits are clear: more engaged workforces, improved processes through constructive questioning, better succession planning through comprehensive skill development, and enhanced reputation as a modern, attractive employer.
Working with Gen Z: Practical Development Strategies
Managing Gen Z development effectively requires a more individualised approach:
Provide clear career pathways with multiple routes. Not everyone wants to become a manager, and that’s perfectly fine. Create development opportunities that recognise different career aspirations.
Offer regular feedback and check-ins. This doesn’t have to be formal or time-consuming. Even brief monthly conversations can make a significant difference.
Create mentorship programmes that connect Gen Z workers with experienced colleagues. These relationships benefit both parties and help transfer institutional knowledge.
Encourage cross-functional learning and side projects.
Support skill experimentation. Allow people to try new approaches and learn from both successes and failures.
Most importantly, remember to treat each person as an individual. Don’t assume all Gen Z employees want the same things. Ask what motivates them personally and adapt your approach accordingly. Some Gen Z workers might actually prefer traditional development paths, and that’s perfectly valid, too.
Supporting these diverse development needs effectively requires managers to develop new skills in coaching, feedback delivery, and individualised career planning. This is where investing in people management training becomes invaluable. It equips your leaders with the tools to have meaningful conversations about individual development and adapt their approach to different employees’ needs.
The Power in Our Differences
Gen Z brings a valuable perspective to professional development that can benefit organisations willing to listen and adapt. The most important lesson, however, may not actually be about understanding generational differences at all. It’s about the value of individual conversations and understanding over assumptions.
What do Gen Z want from work?
Ultimately, it comes down to autonomy, growth, purpose, and respect – things that most employees value regardless of when they were born.
The real opportunity lies in focusing on understanding each employee as an individual. This might mean developing HR strategies that accommodate different learning styles, creating flexible development pathways, and building strong leadership that can support your team effectively.
Every generation reshapes the workplace in some way. The smart organisations learn to adapt and benefit from these changes rather than resist them.
Gen Z’s approach to professional development isn’t a problem to solve; it’s an opportunity to build better, more engaging workplaces for everyone.