How can we better communicate with Generation Z and integrate them effectively into our organizations? This is the crucial question addressed by Maé Ustarroz, management strategy consultant, as part of a new training program dedicated to intergenerational issues. Interview.
Why is this topic of intergenerational management, particularly with Generation Z – people born between 1995 and the early 2010s – so important for organizations today?
Maé Ustarroz: Simply because it’s a major issue for attracting and mobilizing talent. If a company fails to attract, integrate, and retain its teams, it exposes itself to considerable human and financial costs.
It’s essential to understand what lies behind certain expectations, sometimes perceived as unrealistic by employers.
That is to say?
Maé Ustarroz: Generation Z experienced isolation during a pivotal period of their development, with the health crisis. This reinforced a feeling of generalized anxiety that is one of the characteristics of this generation that grew up in a more unstable global context than previous generations: climate change, political and economic uncertainties…
Generation Z has an increased need for meaning in daily life, including at work. This generation grew up with more present, sometimes very supportive supervision. I’m thinking particularly of possible accommodation measures following psychological diagnosis at school and up to university. This level of support necessarily influences their expectations toward the professional world.
Many expect professional accommodations, or even annual salary increases…
What impact does this have on their integration into companies?
Maé Ustarroz: The entry into the professional world is sometimes a shock for Gen Z. Many of my manager clients speak of “unrealistic” expectations from their young recruits. We see here that bilateral adjustment is necessary.
In your opinion, who should take the first step?
Maé Ustarroz: The current context, particularly anticipated labor shortages, is pushing employers to take a step toward this new generation. It’s a constraint, certainly, but also a great opportunity: that of updating their employer brand and repositioning themselves for the future.
Generation Z will soon represent the majority workforce in the market. They expect employers to be socially engaged and aligned with strong values. For them, the separation between personal and professional life is much less marked, and a misalignment of values is no longer tolerable.
Your training programs are primarily aimed at managers and HR managers. What main message do you want to convey to them?
Maé Ustarroz: The keyword is empathy. We must develop a real capacity to put ourselves in others’ shoes to better understand the origin of their expectations. Too often, young people’s requests are seen as whims. However, it’s necessary to deconstruct these prejudices and rethink the role of the manager and the company in this new reality.
It’s a meaningful change, but one that can create resistance, particularly among older generations like Generation X. For them, this sometimes represents a profound questioning, even a loss of bearings. This is where empathy plays a fundamental role in supporting this change. We can no longer lead or manage as before.
Are there effective practices to support this transformation?
Maé Ustarroz: Several solutions exist, particularly technological tools like OfficeVibe, Zest me Up… which allow continuous team surveying. This provides insight into engagement drivers while offering concrete data to managers.
It’s also relevant to implement internal initiatives: environmental committees, sports challenges, community engagement programs… These actions strengthen company culture and allow better adherence to common values.
And remote work? It represents both desired flexibility and a risk of isolation, especially early in one’s career.
Maé Ustarroz: I believe young people are seeking contact and most appreciate coming to the office. Social connection remains a fundamental need. What they’re looking for above all is flexibility. Being able to work from home when going through a difficult period, for example, has become an expected norm.
In summary, beyond generational differences, I believe it’s a question of shared values more than age. It’s essential for organizations to improve their integration practices to better frame expectations from the start – particularly by explaining that it’s unrealistic to expect a promotion every year. Clear and anticipatory communication is essential to effectively support Generation Z in their transition to the professional world.
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