Getting the Most out of Gen Z Team Members

Since almost all of Generation Z (born roughly between 1995 and 2010), the generation after Millenials, are graduating from high school and college and will soon be starting work in your firms, or may be working in your firm already, we thought it would be helpful to share some observations of this generation, and how you can set them up for success while maximizing productivity in your advisory firm.

Prioritize Clear Communication and Feedback

Gen Z workers value direct, honest communication. The buzzword we hear often — and it shouldn't be a buzzword; it should be a given, frankly — is “transparency.” They prefer straightforward expectations, regular feedback, and clear performance metrics. Managers should foster a culture of transparency, using frequent (e.g., monthly) check-ins rather than waiting for annual reviews. Short, real-time feedback loops help Gen Z employees stay engaged, feel recognized, and continuously improve their performance, and make them feel you are committed to them.

Managers should set clear objectives but allow Gen Z employees to determine the best way to achieve them. Trust and empowerment fuel higher levels of engagement and performance.

This can be difficult for an average manager, though, because, as we previously stated, Gen Z prefers frequent check-ins and feedback loops, which could come across as micromanagement. Having an honest conversation goes a long way. You might say something to your new hire such as: “Here are my tendencies; what do you prefer? If it is coming across as micromanagement, please raise your hand and let me know so I can adjust if appropriate.”

Offer Flexibility and Autonomy

Flexibility is critical. Gen Z highly values work-life balance and prefers results-driven work environments over rigid 9-to-5 schedules. In other words, if they can get all their work done faster than everyone else such that they can go home earlier than everyone else, they want the flexibility to be able to do so (since their work is done!).

Accordingly, offering options like remote work, flexible hours, and results-oriented project deadlines empowers them to perform at their best. Autonomy fosters ownership, encourages creativity, and boosts overall job satisfaction.

This is the group that was in grade school and college during COVID and had to do school online, which they admit wasn't ideal, but they still crave flexibility because that has been a major part of their life.

Emphasize Purpose and Impact

This generation seeks meaning in their work. They want to know that their efforts contribute to a greater mission beyond profit. Managers can motivate Gen Z employees by clearly connecting day-to-day tasks to broader company goals and societal impact. Organizations with strong social responsibility programs often find it easier to recruit, retain, and inspire Gen Z talent.

In speaking with several service business general managers in a college town with a very large Gen Z population, the consistent message was: if the tone isn't set for high performance right off the bat, they will not put forth the extra effort and will slide to the lowest common denominator. However, if the tone is set correctly and laid out clearly e.g., "here is what an average performer looks like, versus here is what a high performer looks like" — the consensus was that they will rise to the occasion.

I have seen this with my University of Georgia students as well — some showing average performance for months — but at the end of the course, when they are required to present their Shark Tank pitch, I often find myself saying, "Where has that been all semester?!"

Leverage Their Digital Fluency

Gen Z is the first generation of true digital natives. They are adept at using technology to solve problems, streamline processes, and find information quickly. Employers should leverage this strength by encouraging digital innovation (for example you could have them help you up your social media and email campaign game), crowdsourcing tech-driven solutions (find someone to help you build out your Zaps with Zapier), and providing the latest tools and platforms (select, utilize, and integrate AI note takers with your other software).

Empowering Gen Z workers to suggest improvements to outdated systems can lead to greater efficiency across the organization. This kind of innovation often does not happen without a little encouragement. Members of Gen Z like to find ways to be more efficient, but the work up front to make any potential change can be prohibitive without an incentive. Find out what would motivate your employee to challenge current processes because “what gets rewarded gets repeated”.

Invest in Professional Development

Career growth is a top priority for Gen Z employees. They are eager to learn new skills and advance quickly. Employers should offer robust development programs, including mentorship opportunities, certifications, training sessions, and clear career pathways.

We are encouraging the firms we represent to allocate more budget (some firms are offering upwards of $5k per year, with the ability to secure more if needed) to professional development in the offer letters we have been sending to potential hires. It has paid off, with our client firms sometimes securing new hires while offering less salary than competitors.

Whatever you offer, you want to make sure your team members know they can attend conferences, events, pursue courses, and earn credentials — and that you fully support them.

Conclusion

Maximizing Gen Z productivity is not about radical transformation — it's about understanding what drives them. Clear communication, flexibility, purpose, technology integration, professional development, inclusivity, and trust are the pillars that will allow managers to bring out the best in this emerging generation. Organizations that adapt to these preferences will find Gen Z workers to be not just productive, but also highly innovative and loyal contributors to long-term success.

Hope you had a great April!

Caleb and the New Planner Recruiting Team*

*AI assisted

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