Generation Transformation

The first half of Generation Z (individuals born between the years of 1997 and 2012) has officially entered the workforce. Their arrival has shaken up the status quo across industries, with some baby boomer (and even a few millennial) managers suggesting this cohort is “not ready” for work. As noted in a 2024 survey conducted by Intelligent.com, many managers feel like this new generation of workers lacks motivation, professionalism, and adequate communication skills. The differences observed between this group and older generations, in fact, were perceived to be consequential enough that one in six hiring managers expressed hesitancy about hiring Gen Z in the future.

Like it or not, Gen Z is here to stay. According to the U.S. Department of Labor, their numbers have now surpassed baby boomers to make up almost one-fifth of the labor force. That means companies, including organizations across the food and beverage industry, must find ways to adapt to and embrace this unique group of employees, says Huy Nguyen, chief education and career development advisor at Intelligent.com. He adds that rumors of Gen Z’s deficiencies are greatly exaggerated.

“Gen Z is entering the workforce in big numbers. They bring with them new attitudes and new ways of doing things,” he says. “And contrary to the idea that they are not ready for work, I think Gen Z may have more pertinent skills than any other generation that has entered the workforce, especially when we think about their digital and technical skills. They just need a little bit of guidance to get them where they need to be.”

With Gen Z, they … understand that they may need a rest or a break—and they should be able to take it.

Angela Price

Tribe Mediterranean Foods

Different Expectations, Same Goals

Most older workers entered the workforce expecting to “give 110%” from day one, says Sheri Baker, president and chief executive officer of HHI Search, an executive search firm that specializes in the food and consumer products industries.

“I’m Gen X, and, for my peers, working long hours was a badge of honor,” she says. “If we worked in the manufacturing plant for 12 hours straight, that was held up as the standard. It was something we thought, at the time, everyone should be aspiring to.”

Gen Z, however, has a much greater focus on finding a position that will support a healthy work/life balance, explains Angela “Ang” Price, an R&D food scientist at Tribe Mediterranean Foods. That starts with having no qualms about using benefits like paid time off and sick time to find that balance—and avoid burnout.

“When I started working, I was really hesitant to use my sick time even when I needed it,” she says. “Now, with Gen Z, they don’t feel like they have to always burn the midnight oil. They understand that they may need a rest or a break—and they should be able to take it.”

In his personal experience, members of Gen Z are also partial to more flexible schedules, with the ability to choose their hours, as much as possible, offers  Mohamed Badaoui Najjar, R&D senior director – digital transformation at PepsiCo. They also appreciate being able to work from home, depending on their specific roles and responsibilities. He said that he has heard of instances of newer workers being criticized for not wanting to come into the office five days a week, but the pandemic showed  that remote and hybrid work schedules do not reduce productivity.

Today, everyone wants hybrid or work-from-home options. It doesn’t matter what generation you are talking about.

Sheri Baker

HHI Search

“Gen Z is pretty vocal about what they want and their expectations from the work environment,” he says. “And we have the tools to support a lot of the things they want. Just because previous generations didn’t have as much of a voice about when and how to work doesn’t mean the way things have always been done is always the best way to do things in the future.”

When managers focus on work goals and deliverables, instead of holding on too tightly to conventional 9-to-5 schedules, they should be able to find working hours that suit all parties. Baker agrees—and notes that, thanks to younger workers advocating for better work/life balance, older workers are also benefitting.

“Today, everyone wants hybrid or work-from-home options. It doesn’t matter what generation you are talking about,” she says. “Maybe that expectation was initially driven by Gen Z workers, but it’s quickly becoming the standard for all.”

But, Nguyen notes that, after COVID isolation, many younger employees are expressing the desire to go into the office, even if not necessarily on the typical 9-to-5 schedule. It’s important, he adds, not to paint all Gen Z workers with the same brush.

“Wanting a hybrid, work-at-home, or in-office schedule depends a lot on the individual, and their responsibilities at work. But younger people tend not to have some of the life complexities, like kids or other responsibilities to take care of that mean they want to be working from home more often,” he says. “A lot of them say they prefer to go into the office so they can be around their peers. They want to be more social, and they want to experience the work environment. There’s room to figure out a plan that works for your team.”

Our partners often say our students have good technical skills, but do not seem to be industry ready because of their interactions and communications.

K.P. Sandeep

North Carolina State University

Asynchronous Communication

More than half of the respondents to an Intelligent.com survey stated they believe that Gen Z lacks appropriate communication skills for the work environment. K.P. Sandeep, professor and head of the Department of Food, Bioprocessing, and Nutrition Sciences at North Carolina State University (NC State), says the department’s industry partners have expressed similar feelings after working with students on company-led projects.

“Our partners often say our students have good technical skills, but do not seem to be industry ready because of their interactions and communications,” he observes. “This is something students need some retraining on, especially when talking with industry professionals and employers.”

He says that NC State works hard to provide such retraining opportunities. And when industry partners can come talk to students while they are still in school, as well as work directly with them, they can better understand communication expectations.

That said, Gen Z grew up as digital natives, with phones in hand with ready access to the Internet, texting, and streaming video. They are accustomed to using different apps and platforms to communicate. And while baby boomer and Gen X employees rely on in-person meetings or long emails, the sheer variety of different communication tools can help workers of all ages to better communicate and collaborate with one another.

“Gen Z might be more likely to text because they can get an immediate response,” says Nguyen. “But many companies already use collaborative systems like Teams, Slack, and others, so everyone on a team can follow the same conversation. There isn’t just one way to communicate.”

Baker points out that managers can help facilitate “getting good communication lines going” by being very clear about expectations, not only about on what platforms teams should be talking to one another but also about what information they are expected to convey.

“What are the deliverables you expect from the employee?” she asks. “Leaders and managers who can express what your team is trying to accomplish—and have a high enough emotional quotient to inspire everyone on the team to help them reach those goals—are going to find a way to get past any generational differences in how people talk to one another.”

Communication styles can and do evolve. And while Gen Z may be most comfortable texting or sending short messages to communicate with team members, Najjar says that both younger employees and management can work together to find a way forward.

“In a work environment, the Gen Z team coming in may need to learn a little bit about the culture and how things are done. But, at the same time, management needs to make an effort to better understand their new workforce,” he says. “The companies that don’t necessarily see Gen Z’s ability to use digital tools to communicate as a flaw, that can find ways to adapt and respond to it in ways to make sure their work goals are front and center, are going to be the ones who are going to really capitalize on everyone’s strengths and shape a powerful future, especially as so much of the industry is undergoing a huge digital transformation in how they do their work.”

Having someone who understands your workplace, who is good at active listening, who can answer Gen Z questions, will help younger employees with overall career success.

Huy Nguyen

Intelligent.com

Building Effective Working Relationships

Building effective working relationships across the generational divide is a team effort, says Sandeep.

“Many industry people think this should happen at the university level. But bridging the gap is something that involves university, industry, and the student,” he explains. “We in academia can help prepare students better. But we need industry to provide us with feedback about what they need and want from future employees. Then, together, we can work with the student before they enter the workforce so they are more work ready.”

That starts during recruitment, according to Price. When companies are transparent with employees—and provide a two-way interview process that allows potential hires to ask questions and discuss what’s important to them—they are in a better position to understand what motivates workers, whether it’s a hybrid work schedule or a company’s values on diversity, equity, and inclusion.

“You want transparency. You want to be upfront with the job description, the salary, and the day-to-day expectations of the job,” she says. “You aren’t just interviewing a potential employee. The candidate is also interviewing you. Be open about what you expect and what you can offer.”

Sandeep adds that companies often see interviews as a way to sell themselves, but listening can help them not only select the right candidate but support positive changes for the organization by bringing strong team members on board.

“Students are going to ask about work/life balance. They are going to ask about remote vs. hybrid work. They are going to ask companies if they are good stewards for the planet and are really working toward sustainability,” he says. “Their questions will give you something to think about.”

Providing good mentorship, through a direct manager, leader, or employee resource group, is also important.

“Having someone who understands your workplace, who is good at active listening, who can answer Gen Z questions, will help younger employees with overall career success,” says Nguyen. “Companies benefit when they look around and see which people in their organization might be good in that kind of role and find ways to put them together with newer recruits.”

Generational differences are a blessing. They pressure test the status quo and allow us, as companies, to grow.

Mohamed Badaoui Najjar

PepsiCo

But Najjar says the best way to build strong working relationships may be to just remember that generational divides are nothing new. Every new generation comes in and shapes the workplace in different ways. From baby boomers to millennials, the contributions of younger employees have helped transform companies in ways that allow them to become more agile and, as a result, more successful.

“Generational differences are a blessing. They pressure test the status quo and allow us, as companies, to grow,” he says. “The changing shifts can be disruptive, no doubt, but they give us the opportunity to test the fundamentals of how we do our work. … Changes, with any new generation of workers, are going to be inevitable. So, I really see our job in setting up the next generation for success as giving them a system that they want to work in, a workplace that engages them and gives them the chance to work with us in ways that can take the whole company forward.”ft