Cover Individuals from Generation Z, born between 1997 and 2012, are expected to make up approximately 30 per cent of the global workforce by 2030 (Photo: Getty Images)
Individuals from Generation Z, born between 1997 and 2012, are expected to make up approximately 30 per cent of the global workforce by 2030 (Photo: Getty Images)
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By 2030, those born between 1997 and 2012 are projected to make up around 30 per cent of the global workforce. Managing Gen Zs effectively is now a must-have leadership skill
As a Gen Zer, I have noticed that when workplace headlines mention my generation, the framing is rarely flattering. While we are praised for our creativity and digital fluency, we are also routinely described as difficult to manage, lazy or entitled.
As someone who takes pride in their work—and spends a fair amount of time doomscrolling—I cannot help but wonder: are these stereotypes fair, or has Gen Z become a convenient scapegoat for deeper shifts playing out in the workplace?
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Growing up amid economic uncertainty, rapid technological disruption and rising social awareness, consulting firm McKinsey & Company describes Gen Z as more pragmatic than millennials, with a more complex idealism and a less optimistic outlook on life. As digital natives with a strong sense of personal expression, they value belonging in supportive communities and are not afraid to speak up for what they believe in.
Those traits shape what Gen Z looks for at work and where friction can arise. When expectations are misaligned, frustration follows on both sides. For leaders hoping to build teams that thrive across generations, here are five tips worth paying attention to.
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The hybrid preference
Above Zoomers, often regarded as the loneliest generation, prefer a hybrid work arrangement because it allows them to build connections and interact with their colleagues (Photo: Getty Images)
Zoomers, often regarded as the loneliest generation, prefer a hybrid work arrangement because it allows them to build connections and interact with their colleagues (Photo: Getty Images)
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Gen Z is the generation least likely to want fully remote roles and is more inclined to prefer hybrid arrangements with in-office time, according to US analytics and advisory firm Gallup.
Often described as the loneliest generation, shaped by social media overuse and the pandemic’s disruption of formative years, the office can play a meaningful role as a space for connection. It is where relationships are built, mentorship happens and informal learning takes place.
That said, hybrid work needs to be designed with intention. Leaders should treat in-office time as an opportunity for collaboration, mentorship and relationship-building, not just attendance. Face time matters, especially when it adds value.
Read more: The ‘now’ generation: what Gen Z really cares about—from dump accounts to digital therapy
Explain the “why”
Rather than climbing a rigid corporate ladder, Zoomers tend to define success on their own terms. A key motivator is understanding why their work matters.
In a survey conducted by professional services firm Deloitte, 54 per cent of Gen Z respondents said meaningful work is very important when evaluating potential employers. When organisational values align with their own, they are more likely to feel happy. For those who do not find purpose directly in their roles, many prioritise financial stability and work-life balance to pursue impact outside of work.
Read more: The millennial trends Gen Z is secretly obsessed with—and why
Above Instead of climbing to a senior position, both Gen Z and millennials seek jobs with purpose and meaning (Photo: Getty Images)
Instead of climbing to a senior position, both Gen Z and millennials seek jobs with purpose and meaning (Photo: Getty Images)
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For managers, clarity is key. Being explicit about how individual roles connect to broader goals can go a long way. When people understand how their work fits into the bigger picture, commitment follows.
Address the root causes of stress
Workplace well-being is widely discussed, but what does it actually mean for Zoomers? According to the same Deloitte report, Gen Z and millennials who feel supported by their leaders, see opportunities for growth and are satisfied with their work-life balance are significantly more likely to report positive well-being.
Those who cite their job as a major source of stress point to long working hours, lack of recognition and toxic workplace cultures.
Read more: Labubu, sneakers and vintage Dior: where Gen Z are putting their money now
Above Long working hours, lack of recognition, and toxic workplace cultures are the major sources of stress for Gen Z in the workplace, according to a Deloitte survey (Photo: Getty Images)
Long working hours, lack of recognition, and toxic workplace cultures are the major sources of stress for Gen Z in the workplace, according to a Deloitte survey (Photo: Getty Images)
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Well-being is no longer a perk. Leaders need to focus on manageable workloads, clear expectations, recognition and genuine development opportunities. Psychological safety starts with how work is designed and how it is led.
Security is a strong retention tool
Growing up through recessions and entering the workforce amid inflation has made Gen Z acutely aware of economic instability. Between 2022 and 2025, the cost of living topped the list of concerns for this generation in Deloitte’s surveys, even among those who appear financially comfortable. Nearly half say they do not feel financially secure.
Read more: Why are luxury brands increasingly favouring Thai Gen Z stars?
Above Due to the economic downturn and inflation, most Gen Z don’t feel financially secure (Photo: Getty Images)
Due to the economic downturn and inflation, most Gen Z don’t feel financially secure (Photo: Getty Images)
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Competitive pay remains important, but security goes beyond salary. Benefits such as healthcare, dependent care, flexible arrangements and long-term development pathways increasingly matter for retention.
Let go of generational shortcuts
When you hear “Gen Z”, what words come to mind? Memes, idealistic, impatient? Even seemingly neutral labels shape how we interact with one another and can quietly undermine collaboration. Management magazine Harvard Business Review reported that differences in values and preferences between generations are often overstated and that there is actually considerable variation within each generation.
Above Any form of stereotype shapes how we interact with one another and affect collaboration at the workplace (Photo: Getty Images)
Any form of stereotype shapes how we interact with one another and affect collaboration at the workplace (Photo: Getty Images)
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For leaders, the challenge is to name and challenge these assumptions openly, while emphasising shared goals. Strong leadership is less about managing generations and more about managing people as individuals working towards the same outcome.
This article is adopted from a previous edition of the Tatler Deep Dive newsletter. Subscribe here for bi-weekly insights unpacking ideas and trends shaping the future of Asia.
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Based in Hong Kong, editor Yoyo Chow covers the people and ideas redefining Asia’s future—from cutting-edge innovation and AI to bold moves in sustainability and diversity. She also drives content for Tatler Gen.T in Hong Kong, a platform and community spotlighting the region’s next generation of startup founders, creatives and changemakers.
Before that, she was a video journalist producing content for international TV and digital platforms, including Reuters and South China Morning Post. If you have a powerful story to share, she’s all ears. Send press materials, event invites and any inquiries to yoyo.chow@tatlerasia.com.
