In nearly two decades as a business owner, I’ve learned that understanding people is the key to unlocking their true capabilities. When an individual or a group is struggling, sometimes the organization needs to evolve to enable them to do their best work – not the other way around.
Today, research plus TikTok trends like “slow quits” suggest Gen Z struggles with engagement more than any other generation. It would be easy for business owners to assume that younger employees have a half-baked work ethic, but that would be a disservice to both Gen Z and businesses. Younger workers are not able to do the bare minimum; a tumultuous professional landscape has disappointed many of them. It is up to leaders to proactively work to understand Generation Z and transform their impact on the workplace from minimal to meaningful.
Here are some ways Gen Z’s unique combination of traits can benefit their organizations.
Autonomy and pragmatism of Gen Z
Gen Zers or Zoomers are often labeled as overly individualistic. Research shows that they change jobs faster than previous generations, prioritizing their well-being over company loyalty. Zoomers want to work for companies that support them in building their… personal brands. They invest heavily in their self-realization.
At the same time, Gen Z professionals are remarkably pragmatic. They strive to define success on their own terms, but they are proactive in coming up with the practical steps to achieve it.
To some, this mix of autonomy and hyper-pragmatism may seem like a threat to the old way of doing things. The most valuable employees in the past followed the rulesmoved forward on a predictable path and adhered to strict hierarchies. In today’s rapidly evolving workplace, companies are better served by employees who are motivated to take charge of their own destiny.
In my experience, employees who feel in control of their future are not only more engaged and satisfied, but are also likely to stay with the company longer. Instead of resisting Gen Z’s instinct to forge their own path, leaders can nurture this instinct. For example, leaders can initiate ongoing conversations about employees’ personal visions of success and provide guidance and mentorship to get there. Companies can loosen rigid hierarchies with rotating and expertise-based leadership models. They can also embrace building personal brands as an asset, not a threat, to company culture and community, such as a magazine that encourages its writers to build their brands, which benefits the entire publication.
Creating a target flywheel
For companies, doing business with a purpose means that they have a deeper mission than just making a profit. By clearly articulating why your company exists and what problems it solves, you can increase customer loyalty. According to researchPurpose-driven companies have greater market share gains and grow on average three times faster than their competitors. Both their employees and customers are more satisfied.
What does this have to do with Generation Z?
Zoomers are deeply motivated by working toward a greater goal. As McKinsey notes: Generation Zers appreciate online communities because they allow people with different economic circumstances to connect around causes and interests. Zoomers are masters at mobilizing their communities around causes, both online and in real life.
Leaders can channel Gen Z’s tendency to work with purpose to accentuate their company’s purpose. One way to do this is by involving Generation Z employees in initiatives that align with their values, such as corporate social responsibility programs or sustainability projects. Leaders can encourage employees to participate in targeted campaigns and give them the autonomy to choose projects that match their interests. Leaders can also create spaces for dialogue (online platforms or all-hands meetings) where employees can share how the company can help alleviate today’s most pressing issues, empowering Generation Z to realize the company’s purpose to help shape it.
This in turn creates a purposeful flywheel: attracting more Gen Z talent through the company’s robust purpose and further strengthening that aspect of the business fabric.
A culture focused on fulfillment
Money talks, but not as much as it used to. Generation Z cares about salary to some extent, but according to researchgives it less priority than any other generation. Given the choice between a higher-paying but boring job versus a more interesting position that didn’t pay as well, Gen Z was split on the choice. Zoomers are more concerned with fulfillment – and this should be a strength rather than a concern for leaders.
When it comes to fulfillment, the adage “a rising tide lifts all boats” is exactly true. Employees who have more satisfaction in their daily work are more committed. On an organizational level, the momentum and energy of a satisfied workforce is palpable – and that’s something money can’t buy.
The question becomes: How can leaders ensure that all employees, including Generation Z, are satisfied?
At Jotform it starts with hiring staff. We don’t hire or fire quickly. We’re hiring slowly. In fact, recruitment is a task that I never fully delegate because I want to ensure that every hire fits our culture and their role. With our interns (who often become full-time employees), we encourage them to try out positions in addition to their own. This experience helps them discover which projects and roles are most fulfilling. After hiring, cross-functional work continues as our employees work in teams with colleagues from different parts of the company. No one is in a silo. We encourage exposure to different roles and experimentation with diverse working styles. Employees chart their own course and leaders are always available to support them with resources and guidance.
In a world where work is constantly evolving, creating a culture of purpose, fulfillment and autonomy is the key to unlocking the potential of every generation – Generation Z is no exception.
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The opinions expressed in Fortune.com commentary pieces are solely the opinions of their authors and do not necessarily reflect the opinions or beliefs of Fortune.
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