3 Differences Between Generation Z and the Rest of the Workforce

HR professionals need to understand both the similarities and differences between generations in order to operate effectively in the modern workplace.

Establishing a cycle of continuous feedback is one way to strengthen this relationship, said Alan Cabelly, SHRM-SCP, founder and executive director of the Portland Leadership Institute, during a Spotlight Stage presentation on June 23 at the SHRM Annual Conference & Expo 2024 (SHRM24), being held in Chicago and virtually through June 26.

Cabelly, who identified himself as a Baby Boomer, outlined three key differences between Generation Z and the preceding generations that they are interacting with in the workplace: the COVID-19 pandemic, Amazon, and technology—especially artificial intelligence.

Because most members of Generation Z spent months or even years of their education learning virtually, often from their own homes, they missed out on the social aspects of attending school and the soft skills young workers typically develop in those settings.

“The youngest members of our workforce today have not been socialized to work with large groups of people,” Cabelly said. “This will make an enormous difference for them across their entire professional career.”

HR professionals can extend empathy to these younger workers and help them develop the skills they might be lacking when they enter the workforce. Younger generations are also extremely receptive to mentoring and appreciate continuous feedback throughout their employment.

“More than any other generation, this is about relationships in the workplace,” Cabelly said.

Lisa Sharp, vice president of human resources at Bank of Bartlett, said this advice resonated with her.

“The Gen Zers do need more frequent feedback, and that’s something—as older leaders—that we tend to forget. I like that he stressed the importance of tending to their needs, because we [the generations] are different,” Sharp said. 

Cabelly also said it’s important to communicate early and often with members of Generation Z, beginning when they are job candidates and continuing through their first months and years working for an organization. He cited Amazon as the source of this sense of immediacy, because Generation Z workers are accustomed to being able to order any item they want and receive it the next day or sooner.

“This youngest generation will not wait for you. You must give them an answer,” Cabelly said. “They’re gonna go somewhere else, because they are good. They will not wait for you.”

Finally, Cabelly said employers need to keep their websites up-to-date and stay current with evolving technology because younger workers are eager to work with these programs and will judge organizations based on their tech savviness.

“The youngest generation is looking forward to AI. For the youngest generation, AI is an opportunity: Not to cheat, not to falsify—because that is what our generations are afraid of. The youngest generation is looking at AI as an enormous tool to be used in the workplace.”

Members of Generation Z are digital natives, rather than pioneers. Leading on technology trends is one area where they can give back to their organizations through the mentoring cycle. Another is in the area of inclusion, because Generation Z is the most diverse generation in the workplace.

“You must manage your corporate presence. The youngest generation cares about how you are on diversity and social consciousness,” Cabelly said. “This cannot be lip service; this must be true.”

He said that organizations should be direct with their younger workers by asking them what is important to them and what they need to succeed in their roles.

“Feedback starts out from the bottom,” Cabelly said. “Ask them what they can give to you. If you’re looking at retaining Gen Z and the youngest Millennials, find out what they can give to you.”