Influencing the Workplace: How Generation Z is Shaping the Future of Associations

Recent research indicates that Generation Z (Gen Z), born approximately between the mid-1990s and early 2010s, is starting to exert influence on workplace dynamics. Zurich, an insurance group, predicts that by 2025, Gen Z will constitute 27 percent of the global workforce, and Edelman reports that 93 percent of employees are influenced by their Gen Z coworkers, according to an article in Associations Now.

Many individuals from the Gen Z and millennial generations strongly believe in incorporating technology into the workplace. This is in contrast to only 38 percent of Baby Boomers who hold the same viewpoint. Gen Z places great importance on maintaining a healthy work-life balance, with over half of them prioritizing their well-being and health over their work. Because of this, there are ongoing discussions regarding hybrid offices, flexible schedules, and wellness benefits.

However, like previous generations, Gen Z faces pushback and stereotypes, including being labeled as lazy. Despite this, 63 percent of Gen Z express a preference for regular constructive feedback throughout the year.

One contributing factor to Gen Z’s desire for improved work conditions is the perception that they are excluded from traditional workplace rewards. Rising housing costs and stagnant wages have eroded the “social contract” for many Gen Z employees, leading them to advocate for better work conditions.

For association leaders and employers, addressing Gen Z’s concerns is becoming increasingly vital, as they constitute a significant portion of the workforce. Providing a mix of perks and flexibility is important, but open communication about their needs and concerns is equally critical. Pulse surveys and annual reviews are insufficient; Gen Z values timely constructive feedback and openness to their input.

Leaders must not only provide criticism or professional development suggestions but also show genuine curiosity about what engages their employees. Individual management approaches will vary, but as a collective, Gen Z is signaling its desire for effective, equitable, and productive workplaces.

However, there are challenges and no guarantees, as Gen Z tends to stay in jobs for a relatively short duration, approximately two years on average. Effective management of this cohort will require adapting to individual needs while addressing their broader concerns about the workplace’s future. Listening to Gen Z’s input and actively involving them in shaping workplace policies is a worthwhile effort for organizations seeking to succeed in the evolving workforce landscape.