Tech-savvy, independent, and impact-focused are a few of the descriptors that come to mind when thinking about Gen Z. But changes brought about by COVID-19 means there are many new things for managers and campus recruiters to learn about this generation. One major facet is understanding how Gen Z communicates in the workplace -- especially a remote one.
Research conducted by organizations such as RippleMatch, Robert Half, and Pew Research Center reveal Gen Z’s communication styles in their personal and professional lives, as well as how social and communication norms for Generation Z have evolved as a result of COVID-19. Read on for a few of the major trends that define how Gen Z prefers to communicate in the workplace. Some of the answers might surprise you!
Despite being known as “digital natives,” 72% of Gen Z workers prefer face-to-face communication while at work rather than written alternatives like text or email. Interestingly, a survey conducted by benefits provider Yozell Associates found that Gen Z respondents were more likely than millennials to prioritize in-person communication in the workplace.
In an era where remote work has become the norm at many companies, maintaining traditional, face-to-face communication may not be possible right now. At its core, personalized and verbal communication is the key to incorporating that face-to-face component. Email and Slack are useful for quick, targeted messages, but using a medium like video calls reinforces the human element of your company and can help to maintain rapport between entry-level employees and their managers. .
Gen Z is always looking for ways to improve, and their motivation to do well sparks another major communication trend: soliciting feedback. In fact, 60% of Generation Z want multiple check-ins from their manager during the week, with 40% desiring feedback from their boss at least once a day. A potential way to handle this is to schedule a formal one-on-one meeting between the employee and manager once a week for detailed feedback and check-ins, interspersed with shorter check-ins throughout the week. The shorter check-ins might be a few sentences in an email chain, or a brief chat over Zoom. By providing feedback often, employers can help employees perform to the best of their abilities and also improve retention.
Gen Z likes to forge their own path and be able to make a difference in their workplaces. In fact, RippleMatch data reveals that when Gen Z self-selects their main personality traits, “challenging the status quo” ranks at the top. What this means for employers is that Gen Z employees want the opportunity to share their own ideas, especially if they see ways to optimize company processes or improve the workplace overall.
In a virtual environment, however, Gen Z employees may not feel as comfortable with sharing company feedback out of concern for their comments being misconstrued. When feedback is shared in only virtual spaces, without the opportunity for face-to-face discussions where you can read body language, feedback might come across the wrong way. As a result, it might be a good idea to provide some different outlets for employees to share their ideas in a respectful, structured way. A few recommendations are to set up roundtable discussions over video call so that conversation can flow more freely, or to send out anonymized feedback forms so employees can write their comments..
According to a survey conducted by Robert Half, honesty and integrity are the two characteristics that Gen Z value the most in their boss. These characteristics are further reflected in Gen Z’s preferred communication style, which prioritizes authenticity and directness rather than sugar coating issues or keeping them on a “need-to-know” basis. Instead, managers should lead by example and be transparent in their communication, thereby encouraging Gen Z employees to exhibit this communication style, too. Inviting Gen Z interns and employees to “all-hands” meetings is one way to promote transparency at the company-wide level.
The use of gender neutral language and nonbinary pronouns also sets Gen Z apart from previous generations. A recent report from Pew Research Center reveals that about a third of Gen Z knows someone who uses a gender neutral pronoun, and 56% of Gen Z’ers believe that forms asking about gender should include options besides “man” or “woman.” In the workplace, this means some Gen Z employees might list their preferred pronouns in the signature line of their email, or use the catch-all “they” pronoun when speaking with other people.
Finally, Gen Z might be highly independent and entrepreneurial, but they still emphasize collaboration in the workplace. According to RippleMatch data, Gen Z agrees with the statement that they are team-oriented and more extroverted than introverted. However, opportunities to develop connections with other employees can be more difficult to recreate in a virtual workplace. In our recent Gen Z Job Seeker report, we found that only 44% of students who completed a remote internship over the summer thought that community-building with peers was a major benefit. Providing Gen Z employees with opportunities to deepen their working relationships with peers and gain exposure to cross-team collaboration further draws upon their communication strengths and values.
Gen Z employees also prioritize working in an office setting. A survey conducted by Comparably found that 41% of Gen Z respondents would prefer to work in corporate offices, and 54% rank their coworkers as the top workplace attribute that enables them to do their best work. Furthermore, our Gen Z Job Seeker report found that only 5% of students are looking for remote-only jobs or internships, and graduating students are most interested in moving to a large or mid-size city. Even though in-person work may not be feasible right now, this is an important facet of Gen Z’s mindset to keep in mind for future recruiting.
Of course, not every person communicates the exact same way or values the same communication styles. However, these overarching trends are worth keeping in mind for larger initiatives such as onboarding, recruiting, and implementing management processes for interns or entry-level employees.