Generation Z, the under-25 demographic slowly filtering into the workplace, has different goals and a different mindset than you may be used to.
The issue of understanding, leading and working with employees from different generations continues to be one of the most common challenges leaders face. As baby boomers retire and Generation Z employees enter the workplace, understanding the differences across generations has become critical for chiropractic professionals and practice managers.
While members of Gen Z are still developing their work values, some distinctive characteristics have started taking shape.
Important: Consider the source
Whenever discussing various generations and the characteristics which seem common among them, considering the origin of the information is always important because each source has its own inherent biases. Here are some examples of biases to remain aware of:
The generation of the observer
A typical boomer and a Millennial may look at the same behavior of a Generation Z employee who prefers to work a flexible, seemingly irregular schedule and describe the behavior differently. A boomer might use the word “undisciplined” while a Millennial might say they like a flexible workday. The descriptors used and the message sent are filtered by the observer’s personal framework.
Self-reporting vs. behavioral observation
Research has demonstrated for decades that almost everyone tends to have a positive bias when we judge our own behavior in comparison to objective behavioral observers. We tend to give ourselves the benefit of the doubt and make circumstantial excuses for our actions.
Themes (or conclusions) vs. specific behaviors
Similarly, regardless of who is giving the report, the more general the terms used (“a hard worker”), the more the results reported move to the middle of the scale (“sometimes” vs. “always”). While more specific behavioral descriptors (“stays on task consistently”) tend to be more consistent with actual independent observations.
Single source vs. multiple sources
Conclusions made about another generation from observing one individual are obviously less likely to be true about an entire generation than multiple observations of a larger number of individuals. But unfortunately, what we often hear in conversations are comments based on interactions with only one or two younger employees.
Check the source(s) of your information about generational differences before concluding that the information accurately describes the generation as a whole.
Some initial observations about Gen Z
To be honest, most of my interactions with Generation Z individuals are not work-based. Rather, they come in the context of family relationships and community-based interactions. So, my number of observations is low, which will lead to incorrect conclusions on my part. As a result, I rely more heavily on individuals and institutions who have more access to Gen Z and who are using processes which filter out individual and generational biases.*
Here are some current themes noted. In general, Gen Z:
- Deeply value flexibility in their jobs. Being able to work around other priorities in their lives is important to Zs. “Work-life balance” is a core value embedded in their approach to their career.
- Desire to give their input and observations. Even though they acknowledge they have less experience, they believe their input is valuable. Therefore, they are not shy about sharing their perspective and believe it should be listened to and considered.
- Are not afraid of job-hopping. They value a variety of experiences and are willing to pursue these, even in short-term gigs. “Loyalty” to an employer (especially an organization, versus a person) is not viewed as important.
- Want to see how their job (and employer) helps others. Helping others can be done directly (social services) or indirectly (developing and implementing sustainable technology).
- Relate to others more informally. This applies to their interaction style, language used, how they dress and how they structure their lives.
- Desire regular feedback** (consistent with earlier generations). Informal regular feedback on how they are doing is expected, while a formal annual review feels very foreign and not very useful to them.
Final thoughts on working with Generation Z
The overall lesson to learn is: Individuals from different generations think differently and make alternative choices from other generations because what they value is not the same.** While none of the themes cited seem to be especially radical by themselves, when viewed in combination, they may represent a challenge to certain existing workplace norms. Supervisors and older coworkers are going to need to take time to consider what workplace values and behaviors are critical to the ongoing success of their practice, and which standards are just preferences that can be altered without affecting how well you serve your patients.
PAUL WHITE, PHD, is a psychologist, speaker and leadership expert who “makes work relationships work.” He has been interviewed by the New York Times, BBC News and other international publications. White is the coauthor of the best-selling book, “The 5 Languages of Appreciation in the Workplace,” which has sold over 575,000 copies (with Gary Chapman, author of “The 5 Love Languages.”)
Notes
*One excellent source to explore is “Generations” by Jean Twenge.
**For an article on how different generations want to be shown appreciation, email drpaul@appreciationatwork.com and request this article.)
