
Bridging the Generational Divide:DISCUSSION
5. Discussion
This chapter
examines the findings in relation to the research questions and broader Industry
insights and theoretical frameworks, exploring the implications of aligning Gen
Z's soft skills and value expectations with established corporate practices. It
offers strategies for bridging the identified gaps while fostering mutual
adaptation and promoting organizational growth.
The research underscores the complexity of aligning Gen Z's soft skills and value expectations with the established practices of downstream companies. To address this challenge, organizations are strongly encouraged to adopt comprehensive talent management strategies that encompass targeted recruitment, personalized onboarding, and bespoke professional development programs tailored to meet the unique aspirations of Gen Z. Additionally, embracing flexible work policies, leveraging digital collaboration tools, and creating mentorship opportunities are critical to ensuring Gen Z's engagement and long-term commitment.
At the same time, Gen Z professionals must proactively cultivate essential workplace skills such as communication, teamwork, problem-solving, and adaptability through internships, experiential learning, and continuous professional development to meet the ever-evolving demands of the labor market. Higher Education Institutions also play a pivotal role in facilitating Gen Z's transition into the workforce. A curriculum that integrates practical experiences, industry partnerships, and a multidisciplinary approach is crucial for equipping students to navigate the complexities of modern professional environments.
As the offspring of Generation X, Gen Z has grown up in a context of "family-democracy," where every voice is valued. This upbringing has shaped their expectations for inclusive decision-making in the workplace. However, this dynamic may also result in generational tensions when Gen Z is faced with organizational environments where decisions are predetermined and not open to discussion.
5.1 Convergence to Industry Insights
The findings from our study reveal both convergences and divergences when compared to the insights from existing external research regarding the integration of Gen Z into the workforce. Industry-wide acknowledgments, such as Gen Z's technological proficiency, entrepreneurial mindset, and desire for autonomy, align closely with the data gathered through our surveys and interviews. For instance, the external research highlights Gen Z's comfort with digital tools and their desire to operate independently, which consistently echoed in our findings, where Gen Z participants emphasized the importance of flexibility and personal freedom in their professional lives.
However, notable differences emerged in the interpretation of workplace flexibility and leadership. While external sources, such as Forbes (Forbes_1, 2024) and Deloitte (Deloitte_1, 2017), focus on Gen Z's preference for autonomy and their ability to thrive in flexible environments, our research highlights a deeper divergence. Companies often view flexibility in terms of task completion and work hours, whereas Gen Z associates it with personal time management and the ability to pursue spontaneous commitments, such as personal development activities. This misalignment suggests that while companies are making strides to adapt, the generational expectations around flexibility are still evolving.
Furthermore, both our findings and external research underscore Gen Z's commitment to social and environmental values, as well as their high expectations regarding diversity and inclusion. Our study supports these insights, with Gen Z respondents frequently emphasizing the importance of working for organizations that align with their values and prioritize corporate social responsibility. However, our study also revealed that companies are struggling to meet these expectations consistently, particularly in addressing the balance between corporate policies and individualized employee needs.
When it comes to professional development and leadership, external research highlights Gen Z's desire for rapid career advancement and impact-driven roles. Our findings echo this but also point to a tension between Gen Z's desire for immediate leadership opportunities and the structured, performance-based frameworks preferred by downstream companies. While Gen Z seeks to lead with purpose and make a tangible impact, companies emphasize a more traditional approach to leadership that prioritizes experience, performance metrics, and gradual progression.
In terms of recruitment strategies and corporate practices, both our study and the external literature point to the need for tailored approaches. Gen Z prioritizes personal benefits, meaningful work, and alignment with company values over traditional recruitment metrics, challenging companies to rethink their strategies to better attract and retain this generation. Additionally, the importance of mentorship was a key takeaway in both sources, with our study particularly emphasizing bi-directional mentorship programs where Gen Z employees can contribute fresh perspectives while learning from the experience of senior staff.
In conclusion, while there are strong commonalities between our findings and existing industry research, particularly in areas like technological proficiency, diversity, and values alignment, our study reveals deeper complexities in how Gen Z's expectations around flexibility, leadership, and personal development play out in real-world organizational contexts. Bridging these gaps will require companies to evolve their corporate practices further, fostering environments that not only adapt to Gen Z's digital fluency and entrepreneurial drive but also their nuanced expectations for autonomy, impact, and inclusivity in the workplace.
5.2 Convergence to Theories
Organizational Behavior and Dynamics
Our research supports the application of Expectancy Theory (Vroom, 2005), which examines the relationship between effort and anticipated rewards. Gen Z is less motivated by immediate financial rewards, placing greater importance on the purpose and impact of their work. This finding aligns with Social Exchange Theory (Homans, 1974), which underscores the significance of interpersonal relationships, social recognition, and status. The downstream companies we interviewed echoed these dynamics, acknowledging the need for new models and initiatives to better engage and retain Gen Z employees. By understanding and leveraging the key drivers of Gen Z's motivation, companies can create environments that allow these young professionals to thrive and contribute meaningfully to both individual and organizational success.
The shifting nature of work, driven by technological advancements and demographic changes, has profound implications for organizational behavior. According to Deloitte (Deloitte_1, 2017), work patterns have shifted significantly, with highly cognitive non-routine tasks increasing by over 60% between 1970 and 2009, while repetitive work declined by 12%. Unlike previous generations, Gen Z enters the workforce directly into data-driven and analytics-heavy roles that require complex critical thinking skills. Despite their technological fluency, Gen Z faces challenges in developing cognitive social skills, as our qualitative and quantitative data indicate. Many Gen Z employees bypass traditional ramp-up roles, where they could learn organizational norms and culture at a more gradual pace, instead finding themselves in high-demand positions from the outset. Human resource leaders, as noted in Deloitte's research (Deloitte_1, 2017), increasingly recognize the importance of emotional and social competencies, underscoring the need to bridge this gap.
One area where this gap is particularly noticeable is in the transfer of tacit knowledge, which is deeply rooted in context, experience, and socialization and is difficult to convey digitally. Generational communication barriers can hinder effective knowledge exchange, limiting collaboration and value creation. To address this, organizations must promote cross-generational mentorship, facilitating the flow of tacit knowledge. In our case study at HOFOR, peer-to-peer mentorship across generational cohorts was implemented, resulting in improved connectivity between experience levels and enhancing generational coexistence within the organization.
Gen Z, having grown up in a technology-driven world, distinguishes itself from previous generations through its innate fluency with digital tools and platforms. This natural proficiency positions them as innovators in tech-focused roles, allowing them to streamline processes, enhance productivity, and offer creative solutions to technological challenges. Their presence in the workforce marks an era where adaptability and forward-thinking are essential.
While downstream companies do not doubt Gen Z's technological capabilities, concerns remain about their communication skills, soft skills, and perceptions of values. To maximize the potential of Gen Z's digital expertise, companies must create inclusive and collaborative environments that encourage creativity. Offering leadership opportunities and allowing Gen Z to contribute their unique perspectives will be crucial in shaping the future of technology-driven industries. As (Forbes_1, 2024) highlights, Gen Z is the most ethnically and racially diverse generation in history, and they expect workplaces that reflect these values. Organizations that embrace diversity will be at the forefront of attracting and nurturing this vibrant talent pool.
Moreover, Gen Z places a significant emphasis on mental well-being and work-life balance. Flexible working arrangements, including remote work and adaptable schedules, are highly valued by this generation, a trend that has been further normalized by the Covid-19 pandemic. Forward-thinking companies are adapting by enhancing wellness policies and introducing comprehensive mental health support programs, which improve employee satisfaction, retention, and overall well-being.
During our interviews, it became evident that Gen Z employees prioritize protecting their personal time and are reluctant to extend their work hours, even when offered economic incentives during peak periods. Their focus on maintaining a balance between work and personal interests highlights the importance of aligning workplace policies with their values.
Talent Management and Growth
Our research reveals that downstream companies are currently experiencing a shortfall in the capacity and expertise required to drive digitization and foster sustainable business growth. Despite efforts through various initiatives and programs aimed at building robust organizations, there remains a recognized need for increased investment in education and training. Human Capital Theory (Becker, 1994) highlights the importance of developing a skilled workforce, which aligns with this pressing need. However, a critical challenge arises as downstream companies increasingly expect entry-level employees, particularly those from Gen Z, to possess advanced soft skills and interpersonal competencies. This expectation often conflicts with the reality of the onboarding process, leaving companies grappling with a deficit in soft skills while simultaneously demanding digital proficiency and entrepreneurial spirit from their new recruits.
As organizations navigate the evolving talent management landscape, a fundamental shift is occurring. While downstream companies express confidence in Gen Z's digital capabilities, they also recognize the pressing need to develop their soft skills and resilience. Despite their fluency with technology, Gen Z employees face challenges related to their physical, mental, and practical well-being. Thus, talent development programs must extend beyond technical skills to include social intelligence, effective communication, and adaptability. A comprehensive, holistic approach to Gen Z's competencies is essential, particularly as factors like hostile work environments and challenges in bringing one's authentic self to work can significantly impact performance. By fostering resilience, inclusivity, and psychological safety, organizations can better equip Gen Z employees to thrive in a dynamic professional landscape.
According to a McKinsey research study (McKinsey_1, 2022) involving 13,896 respondents, several key factors disproportionately impact Gen Z's work performance compared to other age groups. Employed respondents aged 18 to 24 were more likely to identify five major factors affecting their job experience: hostile work environments, mental health challenges, transportation access, physical health concerns, and limitations in self-expression at work. These factors, which often compound one another, underscore the need for organizations to rethink and redesign traditional talent development programs. The findings from McKinsey, along with our data, emphasize the importance of adopting a 360-degree approach to talent management, prioritizing soft skill development as a crucial component of nurturing young talent in the modern workforce.

Generational Divide and Gaps
Our research highlights a growing divide in the perception of soft skills and values between Gen Z and previous generations. This finding is consistent with the Strauss-Howe Generational Theory (Howe, 1990), which posits that each generation is shaped by distinct characteristics. The widening gap in soft skills can be attributed to several factors, including the influence of social media, which has enhanced Gen Z's sense of self-awareness and workplace autonomy. However, this has been accompanied by concerning trends in Gen Z's mental health, with many individuals struggling with life management and resilience during challenging times. These issues, exacerbated by the disruption caused by the Covid-19 pandemic to their education and early career experiences, have made it more difficult for Gen Z to adapt to traditional workplace norms. Downstream companies, as noted in our interviews, are making efforts to understand, and address these challenges, but an effective approach to fully integrating Gen Z into the workforce has yet to be found. The recommendations section of our research paper offers strategies to help both Gen Z and downstream companies navigate these complex dynamics.
As a new generation enters the workforce, comparisons to previous generations are inevitable, often accompanied by expectations of disruption to established norms. For example, Millennials were predicted to revolutionize workplace communication, prioritize social responsibility, and demonstrate less loyalty to organizations. With Gen Z, the focus has shifted to the impact of personal technology, which is omnipresent in their daily lives. According to studies by McKinsey (McKinsey_1, 2022) and (McKinsey_2, 2022), 92% of Gen Z participants expressed concerns about the generational divide created by technology, and 37% were worried about their diminished interpersonal skills. While Gen Z is highly proficient in technology, there are concerns regarding their ability to communicate effectively and build strong relationships. Recognizing the critical importance of emotional and social competencies, organizations must address potential gaps to ensure that Gen Z can fully contribute to and thrive in the modern workplace.
Education Frameworks and practices
The generational gap is a well-recognized challenge, and as downstream companies face difficulties in integrating Gen Z into the workforce, there is an urgent need for Higher Education Institutions to emphasize employability as a core discipline. Aligning Gen Z's expectations with those of employers requires a focused effort from educational systems. Higher Educational Institutions are encouraged to adopt learning methodologies that emphasize experiential and task-oriented learning. These approaches are grounded in Constructivism Learning Theory (Vygotsky, 1968), which advocates for the active construction of knowledge through engaging experiences and social interactions, and Experiential Learning Theory (Kolb, 1984), which suggests that optimal learning occurs through direct experience and reflection. By incorporating experiential learning opportunities—such as internships, co-op programs, and project-based learning—into their curricula, educational institutions can better equip students for the realities of professional life. These methods not only enhance soft skills but also foster the collaborative spirit essential for driving future innovation and success in business.
In the modern workplace, lifelong learning is indispensable. As automation and technological advancements continuously reshape industries, employees of all generations must be proactive in acquiring new skills. A commitment to lifelong learning ensures that skills remain relevant and adaptable to evolving business demands. Higer Educational Institutions play a pivotal role in cultivating this mindset by promoting continuous learning to new generations. They have the unique capacity to develop skills, foster knowledge, and mobilize educational resources. Organizations that invest in lifelong learning create a culture of continuous improvement, thereby fostering positive work environments and attracting top talent. Furthermore, lifelong learning empowers employees to take ownership of their professional growth and development, enhancing both individual and organizational success.
However, to meet these educational goals, Higer Educational Institutions must adopt a more comprehensive approach. Beyond subject-specific expertise, they need to emphasize the development of interpersonal awareness and soft skills, both of which are critical for success in the workplace. A recent mini-study conducted at KEA, in comparison with findings from Deloitte (Deloitte_2, 2022), revealed a compelling dynamic: although young women excel academically, their transition into the workforce can be stressful. This highlights the importance of employability, which encompasses a balance of soft skills and subject competence, in ensuring a smooth and successful entry into the job market.


5.3 Reflection & Perspectives
Gen Z: SoMe Generation
The influence of social media on Gen Z's integration into the workplace is multifaceted, presenting both benefits and challenges. On the positive side, Gen Z's proficiency in social media enhances collaboration and networking, as their ease with digital platforms translates into effective teamwork. Their exposure to diverse online content fuels creativity and innovation, while their digital fluency allows them to advocate for their organization's mission, potentially expanding its reach. Moreover, their adaptability, developed through the fast-paced nature of social media, is an asset in today's rapidly changing work environments.
However, there are also notable challenges. Frequent social media use can lead to distractions, reducing productivity and focus. Additionally, Gen Z's preference for digital communication may lead to misunderstandings and the formation of more superficial workplace relationships. The blending of personal and professional lives on social media platforms can further complicate work-life balance, while lax information-sharing habits may pose cybersecurity risks.
For Gen Z to thrive as colleagues, they must navigate these complexities by utilizing their digital expertise constructively and developing interpersonal skills that help establish clear professional boundaries. Downstream companies can support this process by offering training in digital etiquette, encouraging direct, face-to-face interactions, and fostering a culture that values both digital competencies and traditional skills. This balanced approach will enable Gen Z to excel and make significant contributions to their organization.
Gen Z: Pandemic Impact
The COVID-19 pandemic has had a profound and lasting effect on Gen Z, reshaping their educational experiences, career trajectories, mental health, and social interactions. With the abrupt closure of schools and universities, Gen Z students were forced into a remote learning environment, resulting in significant disruptions to their education. As noted in the article How the Coronavirus is Impacting Gen Z (Unicef, 2020), this period of upheaval is likely to affect their adaptability and resilience as they transition into the workforce. The pandemic also introduced a new norm of remote work, creating unique challenges for Gen Z as they began their careers, often leading to increased stress and uncertainty.
Mental health issues became particularly prevalent within this generation, with marked rises in anxiety and depression. These concerns were so significant that the U.S. Surgeon General issued a public health advisory highlighting the impact of the pandemic on youth mental health. Despite their proficiency in digital communication, the lack of physical social interaction during the pandemic led to heightened feelings of loneliness among Gen Z, more so than older generations.
Financial instability also took a toll on Gen Z, with many experiencing job losses and reduced income, further compounding their stress and uncertainty. As this generation moves forward, it is crucial for both employers and educators to acknowledge and address the distinct challenges Gen Z faced during the pandemic. Providing targeted support will be essential to facilitating their successful integration into the workforce and promoting their overall well-being.
Gen Z: Growing Mental struggle
The integration of Gen Z into the workforce is a crucial transition, unfolding amidst rapid technological advancements, economic instability, and global upheaval. The Deloitte Gen Z and Millennial Survey (Deloitte_2, 2022) highlights the growing levels of stress and anxiety within this cohort, exacerbated by the COVID-19 pandemic, geopolitical tensions, and financial uncertainty. According to the survey, half of Gen Z respondents report feeling stressed or anxious most of the time, making mental health a primary concern, alongside personal and familial relationships.
As Gen Z enters the professional sphere, their expectations increasingly center around balance, change, and mental well-being, prompting organizations to adapt by offering flexible work models and comprehensive mental health support. The article Impact of Gen Z in the Workplace (Forbes_1, 2024) emphasizes that the pandemic has normalized remote work, which Gen Z anticipates as a permanent feature, reducing commute-related stress and improving work-life balance. However, despite an increased focus on mental health, many Gen Z workers are reluctant to discuss their struggles or seek support due to the stigma surrounding mental health issues.
To address these challenges, organizations must cultivate
environments that encourage open dialogue and eliminate stigma. A long-term,
proactive approach is necessary, involving preventive mental health strategies,
inclusive workplace cultures, and empathetic leadership. The mental well-being
of Gen Z is a critical factor in their workplace success. By prioritizing
mental health, organizations can create a supportive, resilient environment
that enables Gen Z employees to contribute effectively and thrive professionally.
Gen Z: Love & Fear of AI
In today's workforce, Gen Z stands at a critical juncture, shaped by the pervasive presence of technology and the rising influence of artificial intelligence (AI). As explored in Gen Z Will Shape the Age of AI (Forbes_2, 2023), this generation, having been raised in the digital age, navigates the digital world with remarkable fluency, exhibiting unmatched proficiency with digital tools and platforms. However, this inherent digital expertise is accompanied by a complex mix of confidence and apprehension when it comes to AI. On one hand, Gen Z embraces AI as a beneficial tool, seamlessly integrating it into their daily lives through virtual assistants and personalized recommendations. On the other hand, they express legitimate concerns about AI's impact on their careers, fearing job displacement and questioning the relevance of their skill sets in the face of rapid technological change.
In addition to career-related anxieties, Gen Z is also deeply concerned about the ethical implications of AI decision-making processes. While they are adept at using existing technologies, mastering AI tools presents a significant learning challenge, requiring them to balance the need for upskilling with the immediate demands of their jobs. Another concern for Gen Z is equitable access to AI resources, as they worry that the benefits of AI may disproportionately favor privileged individuals and institutions.
Nevertheless, Gen Z's curiosity and creativity position them as future innovators, prepared to harness AI for increased productivity, creativity, and problem-solving. Their proactive approach to understanding AI's complexities underscores their potential to lead in this transformative era. To support Gen Z in this transition, it is crucial for organizations and educational institutions to foster an inclusive environment, democratize AI education, and empower this generation to navigate the evolving technological landscape with resilience and optimism.