Gen Z workers don’t want to ‘live to work’ like previous generations. Instead, they are demanding workplaces change, reduce intense workloads, allow more work flexibility and give staff a chance to have a family life.GETTY IMAGES
When Will Graham interviewed to be a summer law student at Toronto law firms, he brought up his future immediately. “In my interviews, I said ‘listen, one day, I want to be a father, and I want to be present in my kids’ lives, and I want to be able to tend to my family. Is that something I will be able to prioritize at this firm?’ ”
At 26, Mr. Graham does not have children. But the York University law student has seen too many people, especially lawyers, fall victim to overworking in the hopes of rising through the corporate ranks. That path – that’s not for him. “It’s no longer acceptable for a company to demand that you live to work in exchange for a sense of job security or the prospect of climbing the ladder,” he says. Instead, Mr. Graham says that among his friends, they evaluate job prospects by how balanced the job appears.
There are about 6.7 million Generation Zs – born between 1997 and 2012 – in Canada. Those older Gen Zs are generally between 21 and 28 years old, and they’re entering the work force in droves. And research shows they’re no longer defining a good job solely by the title or salary.
“It’s things like having the opportunity to grow or do a training course, or being able to take off days for a cultural holiday, or coming in 15 minutes late because you have to drop your kid at school,” says Tricia Williams, the director of research, evaluation and knowledge mobilization at the Future Skills Centre at Toronto Metropolitan University. In other words, younger workers are prioritizing flexibility and growth and, in many cases, an in-person working environment.
A survey by employment agency Robert Half showed nearly 60 per cent of Gen Z workers wanted in-office working time and are concerned about a lack of opportunity when working remotely. This makes sense – these are young adults who completed high school or university during pandemic lockdowns. Now, when they’re learning to adapt to workplace culture and working within a team, doing so in person is especially helpful.
Employers should pay attention to these desires, says Dr. Williams, especially as they look to retain younger workers. The old notions of company loyalty have largely gone by the wayside, and with good reason. Younger workers have grown up seeing financial crises and mass layoffs across several industries, and they may not be as inclined to stick it out in one spot for decades at a time. Especially, Dr. Williams says, as they see artificial intelligence encroaching on their territory.
“People want growth opportunities, they want to be able to improve their skills,” Dr. Williams says. “They’re hungry for these opportunities, especially when we see the risk that these entry-level positions are more likely to be affected by automation or AI.” That means younger workers are looking to level up their skills and not get stuck in a job that could disappear next year.
Luckily, there are also some relatively low-lift and low-cost interventions that employers can do, says Lisa Belanger, chief executive officer and behaviour change consultant at ConsciousWorks, an executive consulting firm focused on proactive mental health. If you want to emphasize good boundaries between work time and time off the clock, model that at the highest levels, she says. Ease up on tele-pressure or the need to respond to emails or Slack messages at all hours. “It’s a matter of agreeing to communication hours – and after hours, you delay send.”
It’s also important for companies to recognize and reduce the contributing factors to burnout, says Ms. Belanger. Is the workload sustainable? Do employees have autonomy to make decisions? Are they recognized for doing good work? Are they able to take breaks?
For Isabelle, a 27-year-old registered nurse in Winnipeg, whose last name we are withholding because of her concerns about the professional ramifications of speaking out in a small industry, burnout prevention also means recognizing that your young worker is a person first and an employee second.
At an old job, she went to her manager when she started feeling signs of burnout; long hours in an emotionally taxing field were weighing on her. Rather than talking about possible accommodations, Isabelle says she didn’t even hear back from the manager for three months. “I was made to feel like I was adding to her to-do list,” she says. “I just wanted her to acknowledge my feelings and ask if I needed support.”
Isabelle says among her friends, there’s an openness when it comes to talking about burnout and workplace norms. “We’re striving for fairer work conditions. Ones that remember we are humans, not a cog in the machine,” she says.
For Isabelle and her friends, there’s a real pushback to the work culture their parents or older generations might have tolerated, and a deliberate attempt to assert themselves at the start of their careers. “I owe my employer for the time I am paid for, to be accountable during that time, and to be a good team member. I do not feel obligated to pick up [shifts], despite being guilted to do so, or put in extra hours.”
Mr. Graham feels similarly. He says he and his friends will often talk about working norms in European countries, where it feels that work is a much less important aspect of life. “Their job is not the first they bring up in conversation with a new person. It’s just something they do.”
As Dr. Williams says, this younger generation of workers are coming to their new jobs with a host of valuable skills as digital natives. Smart employers will listen to what their young employees are asking for, and adapt.