Gen Z Have Spoken

By Aoife Donovan Lee, Head of Research, and Innovation at Harvest 

December 2024 

Generation Z (Gen Z) is coming, and they are different. Gen Z will account for 27% of the workforce (surpassing Baby Boomers (Glassdoor, 2024)) in developed countries, globally, by 2025 (Harvest, 2024). As the oldest members of Gen Z begin to establish themselves in the professional world, the workplace is undergoing a seismic shift (Financial Times, 2024). The first generation to be born entirely digitally, grew up with social media, mobile phones, and an abundance of information at their fingertips (McKinsey & Company, 2018). Their influence on the workplace, however, extends well beyond their technological aptitude. This generation has a different take on learning, collaboration, and technology. Organisations willing to understand and adapt to this view, particularly through crafting a compelling employee value proposition (EVP), will have better chances of succeeding in attracting and retaining this talent, now and into the future (Harvest, 2024).

At Harvest, we have been working on this through some major research. We have engaged with this generation to better understand their needs, behaviours, and values. We spoke to undergraduates, graduates, and employer representatives to provide a well-rounded understanding of how this emerging generation approaches work, learning, collaboration, and technology in today’s professional landscape (Harvest, 2024).

The research told us this generation is not privileged but they have clear preferences regarding the workplace. They prioritise authenticity, flexibility, purposeful work with balance, and fair payment for their efforts – reflecting broader societal shifts. A strong employee value proposition (EVP) that aligns with these priorities will be crucial for employers aiming to stand out in a competitive talent market.

Standing out, as an employer, will require changes to conventional learning strategies. Gen Z are looking for individualised, interesting, and collaborative learning experiences, rather than merely being passive consumers of information (Stanford, 2022).

This article will help with some of these changes. First, we will define Gen Z; who are they and what do they want? Second, we will share examples of organisation’s success stories who are already in this space. Third, we will list some practical strategies for meeting the needs and expectations of this group. These strategies not only empower Gen Z to thrive but also build a culture of continuous learning and innovation that benefits everyone.

Who are Gen Z?

Those born between 1997 and 2012 are commonly referred to as ‘Gen Z’ (McKinsey & Company, 2024). They are the first generation to have grown up as true digital natives. Rapid technology innovation, worldwide connectedness, and substantial societal change have all influenced this generation (Stanford, 2024). Their familiarity with technology influences their expectations for seamless, tech-driven experiences at work (Stanford, 2024).

Gen Z are not like past generations, they do not intend to remain loyal to a single organisation for an extended period of time (Stanford, 2024). They view their professional growth as a long-term process that will enable them to realise their greatest potential. Our Early Careers research study, put an emphasis on development opportunities, fair pay, community networks, innovative and tech-driven environments, consistent feedback, mentoring, and employers who align with their values (Harvest, 2024).

Gen Z have big learning appetites (Harvest, 2024). They thrive on learning experiences that are personalised, collaborative, and interactive (Thirst, 2024). They look for platforms that provide on-demand access to training and development materials catered to their individual requirements and career objectives (Moodle, 2024).

Organisation’s Success Stories

Some organisations are leaping to meet the needs of Gen Z. Gen Z, with their comfort in using digital tools, expect seamless connectivity and interaction, regardless of physical location. These tools not only enable real-time communication but also integrate with project management software, creating a centralised hub for team activities.

Another critical aspect of collaboration for Gen Z is asynchronous communication (Psychology Today, 2024). Growing up in a world of instant messaging and social media, this generation values flexibility in how and when they communicate (Psychology Today, 2024). By using tools like Loom for video updates or Trello for task management, organisations can empower employees to stay connected and productive without requiring constant synchronous interactions.

Organisations have also begun utilising an important tool for meeting the expectations of this new generation. This is the Learning Experience Platform (LXP). With the use of LXPs, organisations may design more customised, personalised learning pathways that include gamification, microlearning, and real-time feedback. However, the jury is still out on the level of personalisation delivered through LXPs alone and many early adopters are adapting to a blend of tech and human enabled support for best outcomes.

Other organisations are using Social Media sites like Tik Tok and Snapchat to improve internal collaboration, communication and to engage staff members. During the #WeAreCisco campaign at Cisco, employees were given the opportunity to take over Cisco’s Snapchat account and share their everyday work experiences as part of the company’s #WeAreCisco promotion (Cisco, 2023). This programme encouraged staff engagement and presented the company culture in an authentic manner.

Building a Culture of Continuous Learning and Innovation

A hallmark of organisations that successfully engage Gen Z is their ability to embed learning and innovation into their culture. This means moving beyond traditional training sessions and creating environments where employees are encouraged to learn and grow every day. Organisations can achieve this by offering upskilling programmes, cross-functional projects, and opportunities for mentorship.

Incentivising learning through certifications, rewards, or career progression opportunities that can be vertical, lateral, or even portfolio based can further motivate Gen Z employees to participate. Additionally, fostering a culture that values experimentation and innovation allows Gen Z to leverage their comfort with technology and fresh perspectives to drive new ideas.

Practical Steps for Organisations

To effectively engage Gen Z, organisations need to have a comprehensive strategy. Re-examining their EVP to make sure it captures the priorities of this new generation is the first step in this process.

Investing in the appropriate technology is just as crucial. Tools that facilitate smooth communication, teamwork, and education should be given top priority by organisations. Additionally, it is necessary to rethink onboarding and development programmes to offer tech-enabled, captivating experiences that establish a good employee journey.
It is crucial to measure these activities’ effects. Metrics like retention rates, learning completion rates, and employee engagement scores offer important information about what is effective and where changes are required.

Conclusion

The definition of success in the workplace is being redefined by Gen Z. Their demands for purpose, authenticity, and adaptability are pushing organisations to reconsider established procedures and adopt fresh approaches to learning, collaboration, and technology. Organisations can harness Gen Z’s potential and develop a workforce prepared for the future by concentrating on their specific requirements and employing technology to create dynamic, inclusive settings. For companies to be competitive in this changing environment, the question is not if they can adapt, but rather how rapidly.