Employers around the world can’t deny the impact Gen Z is having on the workplace. From “quietly quitting” to carefully crafting a “work persona,” younger generations are paving the way for a completely reimagined and potentially more just working environment.
The latest workplace culture Gen Z is pioneering? “Consciously eliminate the boss.” Perhaps a distant relative of Gwyneth Paltrow’s now infamous “consciously uncoupling” statement when she announced her separation from Coldplay’s Chris Martin, the phrase was used by young employers to used to explain why people choose to avoid the role of
More than half (52%) of Gen Z workers do not want to be in middle management, and 16% would take on a role where they have direct reports, according to research from recruitment firm Robert Walters. refuses to do so. Digging deeper into why middle management roles are unappealing, workers pointed to stagnant wages and fewer trade-offs. 69% of Gen Z beneficiaries said middle management positions are “too stressful and poorly compensated.”
“Gen Z values better work-life balance and autonomy, so they prefer a more personal route to advancement,” explains Lucy Bisset, director at Robert Walters. “Over time, the reputation of management as stressful and demanding has spread, making Gen Z hesitant to move into middle management.
“Gen Z professionals are notorious for being vocal about their work expectations, even though they spend less time in the workplace. There is a tendency to focus on
Moving into a middle management position where you are expected to oversee the work of more junior team members can also detract from the aspects of your job that you love most. “Rather than climbing the corporate ladder, many young people are choosing to stay in roles that allow them to feel connected to meaningful work and maintain control over their mental health,” says Wysa, a mental health support company. Chief Psychologist Smriti Joshi explains. “For example, a young interior designer who loves her creative work may consciously decide not to pursue a management role because she knows that it will take her away from what she enjoys. .”
This reluctance to seek middle management roles may also be due to the fact that some junior employees themselves have been exposed to poor management. Research carried out last year by the Chartered Management Institute found that a third of British workers quit their jobs because of mismanagement or poor bosses.
“Middle management is often seen as a difficult role, caught between the pressures of senior management and the demands of front-line employees,” Bisset added. “Gen Z professionals may witness their parents or older siblings experiencing workplace burnout or managerial stress, and may be reluctant to follow that path. No.”
She added that more effective training is needed to help young employees feel confident in their ability to lead teams. “Further research by Robert Walters has highlighted another key issue with British management: three-fifths of British managers have no formal training.” she says. “If managers do not receive proper training, they will not have effective tools in their repertoire to manage well or develop themselves. We can start by providing effective training, both in social skills and soft skills such as empathy and communication.”
There are other ways to make these less popular roles look appealing. Bisset supports companies offering more than just salary increases. “Middle managers often have a high workload and stress,” she says. Improving work-life balance through reasonable work expectations, flexible working conditions, and stress management resources can make the role more attractive.
“Many professionals who move into middle management positions may find themselves stuck in the role, with management demands reducing opportunities to build their skill set,” Bisset added. “If employers develop frameworks that allow managers to take a more hands-off, facilitator approach to management, managers will have more time to focus on their personal work goals. You will be able to do it.”
How will a shortage of middle managers affect our career structures in the long term?Although conscious firing of bosses is still a relatively new phenomenon, Bisset notes that They argue that more senior staff may be forced to take on responsibilities that had previously been delegated.
“Without a steady influx of young talent willing to take on these roles, companies may struggle to find and prepare future executives,” she says. “As younger employees resist traditional middle management roles, companies will need to experiment with non-hierarchical or project-based leadership structures.
“The number of Gen Z in the workplace will only continue to grow. As we learned from the pandemic and the almost overnight switch to remote working, companies that pivot quickly in the face of change are the most resilient. I understand.”
As a result, flatter organizational structures, similar to those used in startups, are likely to become increasingly common. By focusing career advancement on individual skills rather than on leading a team, the face of middle management could begin to change.
“Managers may play less of a ‘delegating’ role and instead motivate their teams to take more control,” Bisset says. “There can be more emphasis on brainstorming and knowledge sharing between managers and teams.
“The most successful organizations always have alternative routes to progress. Another area highlighted by this trend is that not everyone is cut out for a management position, and That’s not to say it shouldn’t be. All professionals have different skill sets, and this diversity is what drives innovation forward. Therefore, there are different growth opportunities to accommodate everyone. It must exist.”
While Gen Z may be leading the way when it comes to changing structural frameworks, older generations are starting to follow suit. With 91% of UK adults experiencing high or extreme levels of pressure in the past year and burnout becoming increasingly common, people of all ages are wondering what they’re really doing with their careers. It’s making me reconsider what I want.
“Creating open dialogue opportunities where employees can voice their fears and concerns about management roles can also help organizations address the root causes of reluctance,” says Joshi. “This helps us arrive at a solution that everyone feels more comfortable with.”
Lead image: IMDB
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