Gen Z is becoming an increasingly important part of the workforce. If you're managing employees born between 1997 and 2012, understanding what they may expect from the workplace can help you build stronger working relationships and support their development.

Of course, there's no single way to manage a generation. Individual employees will have different personalities, experiences, motivations, and working preferences. But understanding some of the issues that can matter to younger employees can help line managers create a supportive and productive working environment.

Who are Gen Z employees?

Generation Z generally refers to people born between 1997 and 2012. They're the generation following Millennials and are now entering and progressing through the workplace.

Many Gen Z employees have grown up with smartphones, social media, and readily available digital technology. This can shape their expectations around communication and technology at work, although it's important not to assume that every Gen Z employee will have the same preferences.

For managers, the important thing isn't to manage someone according to their generation. Instead, use these potential preferences as starting points for conversations about how each employee works best.

What should managers know about managing Gen Z?

Managing younger employees can bring different challenges, particularly when they're at an early stage of their careers.

They may benefit from:

• clear expectations and regular feedback
• opportunities to learn and develop
• transparent conversations about career progression
• flexibility where the role allows it
• open communication with their manager
• support as they develop professional experience.

These aren't exclusively Gen Z preferences. They're good management practices that can benefit employees at any stage of their careers.

How can managers support Gen Z employees?

A few simple changes to your day-to-day management approach can make a difference.

1. Set clear expectations

Don't assume employees know what you expect from them.

Be clear about:

• what needs to be done
• when it needs to be completed
• what a good outcome looks like
• who is responsible for each task
• where they can go for help.

Clear expectations give employees the structure they need while still allowing them to take ownership of their work.

2. Give regular feedback

Don't wait for an annual review to tell an employee how they're doing.

Regular one-to-ones and informal feedback give employees opportunities to ask questions, understand what's going well, and address problems before they become bigger issues.

Feedback should work both ways. Give employees opportunities to tell you what's working for them and where they need additional support.

3. Talk about career development

For employees at the beginning of their careers, progression can be difficult to navigate. Don't assume they know what they need to do to move forward.

Discuss:

• the skills they need to develop
• potential future roles
• training opportunities
• projects that could broaden their experience
• how their current role fits into their longer-term development.

This can also help managers identify skills gaps and create development plans that benefit both the employee and the organisation.

4. Give employees appropriate autonomy

Being a new employee doesn't mean someone needs to be micromanaged.

Once you've explained the task and expectations, give employees room to work out how they'll approach it.

You can provide support without constantly checking in. Agree when you'll review progress, then allow the employee to take ownership in between.

As their confidence and experience grow, you can gradually increase their level of responsibility.

5. Be open about workplace communication

Different people have different communication preferences.

Some employees may prefer quick messages and regular informal check-ins, while others may prefer more structured conversations.

Rather than making assumptions based on age, ask your employees how they prefer to communicate and agree what works for both of you.

What should employers avoid when managing Gen Z?

Good management isn't just about what you do. It's also about avoiding behaviours that can make it harder for employees to succeed.

Slow feedback loops

The problem: An employee completes a task but doesn't know whether they've done it correctly until weeks or months later.

Try instead: Give timely feedback and use regular one-to-ones to discuss progress.

Vague career paths

The problem: Telling someone to "work hard and you'll progress" doesn't give them a clear idea of what development actually looks like.

Try instead: Explain the skills, experience, and behaviours needed for future opportunities and review progress regularly.

Assuming everyone works the same way

The problem: Treating employees as a generation rather than individuals can lead to inaccurate assumptions about how they work or communicate.

Try instead: Ask employees what support they need and adapt your management style where appropriate.

Ignoring well-being signals

The problem: Younger employees may be less confident about raising concerns or recognising when they need support, particularly early in their careers.

Try instead: Create regular opportunities for open conversations and make sure employees know where they can access additional support.

Relying on technology for everything

The problem: Being comfortable with digital technology doesn't mean every employee wants every interaction to happen through an app or messaging platform.

Try instead: Use technology where it genuinely improves the way people work, while maintaining opportunities for face-to-face or real-time conversations.

How can employers motivate and engage Gen Z employees?

There isn't one motivation strategy that will work for every Gen Z employee. However, giving employees a sense of purpose, development opportunities, and some control over how they work can help create an engaging workplace.

Offer meaningful development opportunities

Learning and development can be particularly important for employees who are building their careers.

This could include:

• formal training
• mentoring
• coaching
• job shadowing
• project work
• apprenticeships.

Apprenticeships can be particularly useful because they combine structured learning with the opportunity to apply new skills in the workplace.

Consider flexible working

Where the role allows it, flexible working can give employees greater control over how and when they work.

The right approach will depend on the organisation, role, and individual employee. What's important is being clear about expectations and making sure flexibility doesn't prevent employees from receiving the support and collaboration they need.

Recognise good work

Recognition doesn't always have to mean a financial reward.

A simple acknowledgement of someone's contribution can help employees understand that their work is valued.

Be specific about what they've done well and explain the impact it has had on the team or organisation.

How can employers prepare for a multigenerational workplace?

Gen Z won't be the only generation in your workforce, and good management shouldn't involve creating completely different rules for different age groups.

Instead, focus on creating an environment where employees can communicate openly, understand what's expected of them, develop their skills, and get the support they need.

This might mean adapting your management style for different individuals. An experienced employee may need less direction than someone starting their first professional role, while another employee may need more regular feedback regardless of their age.

The goal is to understand the individual rather than manage the stereotype.

How can apprenticeships support Gen Z employees?

Apprenticeships can provide younger employees with a structured route into a career while allowing them to develop practical skills in the workplace.

For employers, they can also provide a way to develop talent and build the skills your organisation needs.

Kaplan offers apprenticeship programmes across areas including accountancy, financial services, data, and technology.

If you're looking to develop your early-career talent, find out more about apprenticeships for employers.

How can employers get the most out of Gen Z employees?

Managing Gen Z isn't about creating a special set of rules for a particular generation.

Instead, focus on the fundamentals of good management: clear expectations, regular feedback, meaningful development, appropriate autonomy, open communication, and support for employee well-being.

Get to know your employees as individuals, understand what they need to succeed, and give them opportunities to develop their skills. Those principles can help you build a stronger workplace for employees of every generation.

Looking to develop your workforce?

Kaplan offers apprenticeship programmes designed to help employers develop the skills they need while giving employees the opportunity to learn and progress.

Explore apprenticeships for employers.