Solving the Gen Z workplace quandary
Companies' experiences with Generation Z graduates (born between 1995 and 2009) are not good. They are firing graduates within a year of hiring them and some firms do not plan on hiring similar college graduates, according to a survey of US companies. Another study by Forbes reported that 45 percent of hiring managers label Gen Z employees as the worst to manage. Common complaints about Gen Z employees include that they are unprepared for the workforce, cannot handle the workload, are unprofessional and unmotivated, have poor organizational and communication skills, do not accept feedback, lack relevant work experience and possess poor problem-solving skills.
Some of these complaints are normal, such as a lack of experience, and should be addressed by employers through better training and preparation programs. As for being unprofessional, complaints range from graduates dressing unprofessionally to coming in late for work, which again can be addressed by having dress codes and policies for punctuality and workplace conduct. Call me old-fashioned, but I was surprised to see young women wearing slippers at corporate and government entities. Educational institutions should work on preparing graduates by improving their critical skills such as time management, decision-making and conflict resolution, as well as their soft skills. But it is really up to the Gen Z graduates entering the workforce to help themselves develop the skills they need.
As Gen X are nearing retirement age or taking early retirement, and Millennials taking their place and seeking promotions, companies need Gen Z graduates to fill internships and entry-level positions, especially since they make up one-third of the workforce in 2025. In Saudi Arabia, the ratio could be even higher, as youth aged between 18 and 35 comprise about 35 percent of the population, according to the 2022 Census. Rather than being rigid in their policies and expectations based on experiences with previous generations, business leaders can learn to accommodate Gen Z graduates, who tend to question historic policies that do not make sense to them. By using new tools and technology to be as productive and efficient, without in-office requirements and fixed working hours, Gen Zers do not see the need to conform. Composing a large share of the population, Gen Z can also get involved in reaching and serving their own age segment, who have different characteristics and expectations.
According to various studies, Gen Z is more motivated by career development opportunities, transparency and work-life balance, and is the most socially conscious generation. A report on Saudi Arabia in the Global Youth Index 2024 by Misk revealed a strong community engagement among Saudi youth, with 59 percent having taken part in or attended activities aimed at addressing local challenges over the past year. Furthermore, large numbers of young Saudis want to voice their opinions and have their voices heard on community issues.
Gen Z grew up with tools and technology that created an 'anywhere, anytime' mindset
Maha Akeel
Gen Z grew up with tools and technology that created an 'anywhere, anytime' mindset, influencing their education, relationships, entertainment and shopping behaviors. They expect this same kind of flexibility and casualness in the workplace. According to research, when this generational expectation is not met, it could lead to a decline in creativity, productivity and loyalty. Some graduates might move on to other companies or establish their own enterprises, and Gen Z is seen to be very entrepreneurial.
A study by Deloitte found that while salary is the most important factor in deciding on a job, Generation Z values salary less than every other generation. Salary is still important, however: If given the choice of a better-paying but boring job or lower-paid work that is more interesting, Gen Z is fairly evenly split over the choice. To win the hearts of Generation Z, the Deloitte study recommends that companies and employers highlight their efforts to be good global entities by demonstrating commitment to aiding a broader set of societal challenges such as sustainability, climate change and hunger.
The good news is that the Gen Z cohort is willing to take part in the corporate world, but up to 30 percent feel their education has not prepared them for it. Therefore, they prefer a workplace that provides mentoring and professional development opportunities. Company culture is very important for Gen Z, and finding the right fit in terms of values does take priority. They feel very strongly about associating with companies that take a stand on important matters, whether it is considering buying from them or working with them. This was confirmed by a 2023 research paper from the University of Business and Technology in Jeddah on job satisfaction among Saudi employees. It found that while salary was the most important factor in why employees quit (45.8 percent), culture was a close second (42.7 percent), followed by promotion (29.5 percent); job security (24.2 percent); low experience gained (19.8 percent); and the appraisal system (19.4 percent).
An interesting career trend rising among Gen Z is 'micro-retirement.' With their focus on well-being and a good work-life balance, instead of waiting until retirement to travel the world, Gen Z are taking time between jobs to have long breaks, whether to travel or take up other passions. Research has found that younger people prioritize mental health, personal fulfillment, and meaningful experiences over a singular focus on career longevity and progression. Social media has played a role in encouraging young people to take up micro-retirement by making it appealing to seize opportunities for memorable experiences, exploring the world, pursuing hobbies, or engaging in passion projects while they are young and physically capable.
Company culture is very important for Gen Z, and finding the right fit in terms of values takes priority
Maha Akeel
Of course, financial feasibility remains the biggest challenge to pursue that, but with fewer dependents since many delay marriage and children, flexible remote work and access to budget travel, Gen Zers find creative ways to make it work. Furthermore, a survey of Gen Zers found that 45 percent expect to work past the average retirement age, with three in four saying they have done little to no financial planning.
Interestingly, while Gen Z are taking 'micro-retirements,' Baby Boomers are leaving retirement and returning to the workforce in droves. According to a survey in the US, 13 percent of retirees are planning to re-enter the workforce in 2025; financial pressures like rising living costs (69 percent) and non-medical debt (34 percent) are key drivers. Beyond financial stability, returning to work offers retirees social benefits, a renewed sense of purpose and opportunities to slow down without giving up on a productive life. I do not know what the situation is in Saudi Arabia regarding retirees returning to work, but it seems from General Authority of Statistics data that the labor force participation rate of Saudis aged 55 and up has remained steady at about 27 percent.
Retirees bring generational diversity to the workplace, institutional knowledge, expertise and mentorship capabilities. Plus, younger employees gain access to the wisdom and experience of older colleagues, helping to shrink knowledge gaps in the workforce. I loved the 2015 movie 'The Intern,' starring Robert De Niro as a 70-year old retiree who goes back to work as an intern at an online fashion store, and makes an impact on his young coworkers and boss.
It is crucial to reshape traditional work practices and create environments where both Baby Boomers and Gen Z can thrive. Both generations can benefit from flexible roles, such as part-time or project-based positions, and learn from each other.
Gen Z is redefining work. Rather than resisting the shifts in their mindsets, smart employers can adapt by accommodating career breaks, remote work and flexible hours, providing training and development, and fostering an inclusive, collaborative, values-based culture. Employers who adapt will attract and retain top talent in an evolving workforce.
• Maha Akeel is a Saudi expert in communications, social development and international relations. She is a member of the UN's Senior Women Talent Pipeline.
X: @MahaAkeel1
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