Gen Z workers are misunderstood

Over the last few years, trends including the “great resignation,” “letting it rot,” “quiet quitting” and the “hopelessness epidemic” have shaken global workplaces.

Despite the complexity of these issues, the blame for these trends has far too regularly been pointed in one direction: toward Generation Z. As the newest entrants to the workforce, Gen Zers have been frequently scapegoated — saddled with stereotypes of being disloyal, unprofessional and lazy. This portrayal, which could very well be a convenient excuse for today’s leadership failures, risks a generational diminished sense of self-worth and eroded professional confidence. It’s time we admit that Gen Z did not create the mess we’re in; they inherited it. It’s time to own up and shift our approach — from unjustly antagonizing to actively empowering.

As a millennial who runs a workplace full of talented young people, about 50% of whom are Gen Zers (compared to 12% of the total U.S. workforce), it’s both my responsibility and pleasure to dispel stereotypes and acknowledge the generation’s potential as agents of change who can repair what we’ve failed to address.

Entitled and disloyal? Think again

The stereotype of Gen Z as entitled and disloyal is a common one. We label them serial hoppers, seeking “lazy-girl jobs,” with no intention of long-term commitment. However, our narrow view overlooks Gen Z’s nuanced response to the contemporary economic landscape.

This is a generation that joined the workforce at about the same time as the COVID-19 pandemic, which resulted in more than 22 million American jobs lost almost overnight, with subsequent reporting suggesting that Gen Z were the hardest hit. This punch in the mouth highlighted for young people the need to be adaptable, flexible and resilient. Gen Zers don’t necessarily hop jobs because they are entitled and disloyal but rather because they’ve been forced to navigate through our failures in an era marked by unprecedented job market fluctuations.

Besides, our accusations of disloyalty have been dispelled by research. A recent study by career management and workforce solutions provider Right Management found Gen Z shows the strongest tendency to stay in their current jobs. Thirty-six percent of Gen Zers said they were planning to stay in their role for one to three years, compared to just 16% of Gen Xers.

Unprofessional? Or just adaptable to the mess?

Historical examples suggest we’re quick to unjustly label younger co-workers as “unprofessional,” a sentiment that picked up steam in the pandemic era. However, this critique overlooks the generation’s necessity-driven adaptation to new work norms. Many in Gen Z had barely entered the workforce when the pandemic mandated a swift transition to remote work, a mode they’ve since embraced. Contrary to portraying a lack of professionalism, this shift underscores Gen Z’s flexibility and adaptability.

Meanwhile, specifically equating a desire to work from home with unprofessionalism may be an easy way to deflect and turn attention away from leaders’ own shortcomings. Recent reporting has found that some companies’ and leaders’ return-to-office mandates have been positioned as threats (even though many Gen Zers don’t mind coming to the office) and suggested that these policies may be masks for leadership inefficiencies.

Unmotivated? That’s on us

Perhaps one of the most offensive stereotypes thrown around is that Gen Zers are unmotivated and lack ambition. One example of a behavior that is wrongfully used to support this stereotype is that Gen Zers don’t pursue promotions. On the surface, this may appear lazy, but in reality, it’s a reflection of their disillusionment with our traditional corporate hierarchies and inflated, pointless titles. The notion that Gen Z is unmotivated has also arguably been dispelled by recent studies which found that young people strongly desire workplace mentors for guidance and career advancement.

As older generations, it is our responsibility to foster an environment that empowers this new generation. We must guide them, offering mentorship and support, to unleash their potential. Their unique perspectives and skills are not just valuable; they are essential for the future of work.

As we navigate these changing tides, let us recognize Gen Z not as the architects of workplace disruption, but as the builders of its future.

Nathaniel Houghton is cofounder and CEO of Incendium Strategies.

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