Younger workers have 'quiet confidence' to ask important questions, says HR director – and it is not a bad thing, academic claims
“In the classroom, we teach our students to engage, speak up, take responsibility. This translates to the workplace. It’s not about rebellion, it’s not about being confrontational – it’s about challenging ideas and asking those difficult questions that hold business leaders to account.”
So said Hector Viveros Tapia, Senior Lecturer at Macquarie Business School, in discussing the influence of Gen Z in the workplace.
“This generation have been bought up in a system that puts values, equity, inclusion at the top of the pile. Being questioned on why a company is or isn’t doing something – or even challenging the way something is done – is so positive for growth and progression.”
There has been considerable coverage about the differences when it comes to the younger generation.
Recent data from Gartner, collected between October and December 2024, for example, showed less than 10 per cent of Gen Z employees in Australia are willing to go above and beyond for their employer.
And a report by Deloitte found that 86% of Gen Z and 89% of millennials said having a sense of purpose at work is somewhat or very important for both job satisfaction and wellbeing.
“Purpose is subjective, but for some it comes down to working for an organization who has a purpose beyond profit and is having a positive impact on society,” the report read, “While respondents feel largely positive about their employers’ societal impact, they are less optimistic about the impact of businesses more broadly.”
Tapia told HRD that a change in how schools and universities teach content has an impact on the working world – describing them as a safe space.
“You’re encouraged to ask questions and unpick theories and discussions. Having a strong voice is rewarded in modern education, the working world shouldn’t be any different.”
“It’s a change, sure, but it creates a team of equals and holds people, policies, ideas, and decisions to account. Having an open-minded approach in this way means you have workers that can operate on both sides – as a manager or as a collaborator,” Tapia noted.
But some high-profile HR leaders across the world say they’re ‘increasingly frustrated’ with the behaviour of Gen Z workers – with a US study showing 75% aren’t happy with recent hires.
The argument, however, is that businesses need to adapt.
“The focus should be on having an open-minded approach,” Tapia said, “to have an open-door policy and welcome constructive discussions from all levels of the business to lead to better outcomes. This generation has a new mindset and it’s going to change the way leadership is structured.”
With the younger generation of workers not scared to hold business leaders or managers to account via constructive critique – this could create a more lateral hierarchy, as opposed to the traditional ‘ladder,’ Tapia emphasised.
“The expectation now is a similar sense of openness from their peers, including managers. So regardless of your position, you’re going to want to be involved in change which will create a flatter or horizontal structure.”
This new model will allow for greater reflection and feedback by all members of a team and create a greater two-way conversation for collaboration and decision-making, he noted.
This is a sentiment shared by Senior Regional Director for HR for Hilton Hotels Australasia, Mary Hogg.
Speaking to HRD recently, Hogg said, “When you operate in a flat structure, leadership - even the most senior level - is more accessible and visible. It is an expectation of Hilton leaders that they connect through all levels of the organisation and are conversational with our leaders. Successful leaders cannot hide in offices.”
Despite potential changes in hierarchy, the way managers interact with their peers may not necessarily change – only enhance teamwork and collaboration.
“Gen Z/Alpha do not see legacy alone as a good enough reason to keep doing something —it must be sensible and valuable, Hogg noted, “This applies to hierarchy – where it is easy to explain and brings benefit then it makes sense; if it only exists because ‘We’ve always done it that way,’ then it rightfully gets questioned.”
“I don’t believe the newer generation are any more or less respectful than those that came before, I think they are just armed with far better questions to make us rethink ingrained habits.”
