In 2024, Gen Z workers are expected to surpass baby boomers in the American labour force for the first time.
Despite this shift, the youngest generation in the workforce, with the oldest members being 27, is often treated as a novelty.
From their email signatures to their salary expectations, Gen Z employees are scrutinized as they begin to redefine career advice, office culture, and more.
Imagine a workplace devoid of lengthy meetings or long email chains—a place where you set your hours and openly discuss salaries and therapy appointments with colleagues.
Such workplaces are becoming more common as more members of Gen Z ascend to the C-suite. According to McKinsey & Co., the number of Gen Z CEOs is on the rise, although the average CEO age remains around 54.
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For those who haven’t climbed the corporate ladder yet, the ambition to be at the top is strong. McKinsey reports that Gen Z is more than twice as likely to aspire to be a CEO compared to Gen X (38% versus 18%, respectively).
This ambition is higher compared to 21% of baby boomers and 31% of millennials who express a desire to be a CEO.
Much of Gen Z grew up during the COVID-19 pandemic, a period marked by social unrest, high quitting rates, and widespread burnout.
These experiences have significantly shaped their desire for autonomy, meaningful work, and flexibility.
However, it’s important to note that Gen Zers are not the first 20-somethings to challenge traditional workplace norms. Millennials, too, faced similar stereotypes, being labelled as coddled, lazy, and entitled job-hoppers.
“Both generations of leaders have similar values,” says John Avi Socha, the 27-year-old COO and legal operations director of Hemmat Law Group, a small firm in Seattle.
Read also: Gen Z men pushing boundaries, and challenging traditional norms
He notes that millennials were just as eager and optimistic at the same age as Gen Zers are now.
The main difference, according to Socha, is that millennials faced the brunt of the 2008 recession, which stunted their career growth and earning potential.
Ballooning student debt and rising real estate costs further squeezed millennials, which Socha suggests has made some millennial leaders “more jaded and cautious” compared to their Gen Z counterparts.
This economic backdrop has influenced both generations, but it appears to have instilled a greater sense of caution and resilience in millennials.
As Gen Z enters the workforce in Africa, employers face the challenge of managing this unique generation. Statistically, Gen Z is most prevalent in Nigeria, where over 25% of the population belongs to this cohort.
Read also: Gen Z dreams big: Influencing careers boom, but mental health risks loom
They value diversity, collaboration, and innovation, expecting employers to recognize their ideologies around identity and diversity.
They are tech-savvy, demanding workplaces to keep up with technology trends, from remote work tools to digital communication platforms. They appreciate flexibility in work hours and autonomy in decision-making, favouring companies that offer remote work options and flexible schedules.
Additionally, Gen Z in Africa seeks meaningful, purpose-driven work, resonating with organizations that emphasize the impact of their mission and employees’ contributions.
As Gen Z continues to enter the workforce in greater numbers, their impact on workplace culture and expectations is becoming increasingly evident.
Their emphasis on flexibility, transparency, and meaningful work is reshaping traditional work environments, potentially leading to more inclusive and adaptable workplaces.
The rise of Gen Z in leadership positions heralds a shift towards a more modern and open work culture.
While challenges and stereotypes persist, the new generation’s values and ambitions promise to bring about significant changes in how we perceive and engage with our work.
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