It’s hard to believe, but soon there will be more full-time zoomers than baby boomers in the workforce. The generation born between 1996 and 2010 is growing up. As a new report by Glassdoor says: “Gen Z, or zoomers, have been seen as ‘kids,’ but they are increasingly coming of age and making up an important share of the American workforce.” 

A recent article in Agility PR says one of the biggest challenges leaders are facing in 2024 is the heightened expectations of this “brash new generation” entering business life. Or, as that article’s headline puts it: “A new generation of employees butts heads with C-suite execs over leadership expectations and training.” 

Claims of headbutting aside, zoomers are coming to work with their own set of expectations. Research in a recent Stanford Report says: “They are bringing to the office a different set of values, behaviors and expectations than prior generations.” Like each generation before them, they have their own priorities; after all, they have been shaped by the unique dynamics of their own environments and era. 

The Stanford Report asserts that above all, Gen Z expects change, saying they value collaboration and teamwork, want to make a difference, desire less hierarchical organizations, and care about mental health and work-life balance. Additionally, having been raised during the global financial crisis of 2008, they have a different view of loyalty to employers. The Agility PR article indicated 33% of surveyed leaders said their top challenge was changing worker expectations, specifically around compensation and culture. 

Are zoomers’ demands really so new and different? Or are these expectations similar to the demands of prior generations – demands that may have gone unmet? While I see Gen Z folks in our company expressing many of these expectations, they are many of the same things I hoped for in a workplace when I was younger and that I continue to want. However, I respect that this generation is coming from a different place in their requests and desires. It’s up to those of us in current leadership roles to evolve the workforce to meet Gen Z’s expectations and pave the way for their success. After all, zoomers are the leaders who will take us into the future. 

I turned to local leaders and asked how leaders can be addressing changing worker expectations in today’s marketplace.

Monica L. Friedman, SPHR, SHRM-SCP, executive vice president, chief human resources officer, LCS: I believe this isn’t an issue unique to any one generation in our workforce. Every person has needs and wants that they expect from their employer. For example, the reasons a 55-year-old desires more flexibility may differ from the reasons of a 22-year-old, but the desire for flexibility may be the same. As leaders, it is important that we provide multiple opportunities for team members to share with us what is important to them. We will never be able to meet every need, but by establishing a pattern of asking for feedback, responding to feedback, and then checking in, we create a culture where each person feels heard and valued. For some, the most important thing may be an opportunity for growth and development in their career. For others, schedule flexibility with opportunities to connect with colleagues in a meaningful way may be most significant.  Communication is key!

Ngozi Igbokwe, senior manager, learning and development, Bright Horizons:  I recently came across a LinkedIn post by a self-proclaimed “millennial manager,” reflecting on her approach to leading her team. She humorously stated, “I’m a millennial manager … of course you can leave early to take your cat to her grooming appointment. I’m a millennial manager … of course, I don’t care when or where you work from as long as you get the work done.”

This post resonated with me because it’s how I lead my team. It highlights what leadership is about; no matter what generation you are from, treat your team members like people, not robots. As the next generation enters the workforce, it has become more evident that they want empathetic leaders, ones who recognize that work should enhance life, not consume it. 

To leaders, I challenge you to think about your approach. Are you empathic and flexible? Be the kind of leader you would want to work for. 

Dave Leto, president and CEO, Palmer Group: While worker expectations have changed over the years, so much has stayed the same: a culture of transparency, open communication, fair pay and appreciation. People work to provide for themselves and their families along with desiring a sense of belonging and purpose. They stay because of these things and because of the relationships they build.

A healthy and productive work culture ultimately is the responsibility of the company leader. Be visible and show employees you care for their well-being. If you don’t know where to start, my advice is to block time during each week to have genuine conversations with team members.

Relationship-building fosters trust, collaboration and belonging. When people feel connected to their leaders, they are more likely to communicate openly, share ideas and work together. From my experience, a culture built on positive relationships with leaders enhances morale, productivity and employee retention, leading to organizational success.

Skylar Mayberry-Mayes, executive director, Jacobson Institute, Grand View University: As a retiring generation of workforce is expected to increase over the next several years, organizations will need to identify creative ways to attract and retain professional talent. The traditional compensation packages offered by companies are no longer viewed as sufficiently flexible for younger employees’ desires.

In my own qualitative research study, I explored support needed to attract a 21st-century population of talent. Highlighted are four themes regarding expectations of an emerging workforce generation:

• A desire to work for an organization that embodies a culture of social responsibility. 
• An expectation of less blurred boundaries of workplace and personal life. 
• An appreciation for the unique social identities shared by employees.
• An option for continued learning opportunities, both in and outside of the workplace.

More businesses are recognizing the challenges of remaining competitive regarding talent. Ideally, each of these themes should be supported by organizations that are interested in cultivating a younger generation of talent. Intentional efforts made toward a more generationally inclusive workplace culture are being recognized and considered in many career decisions.