Gen Z "don't want to show up" to the office, according to JPMorgan boss Jamie Dimon. Younger employees "just want to sit at home", said Alan Sugar.
But contrary to these stereotypes, recent research suggests Gen Z employees "crave the connection and routine" of in-person work. And they are "leading the charge back to the office", said the Financial Times.
'Touching base' Gen Z employees go into the office more than any other age group, according to a study from property company JLL. They average three days a week, compared with the national average of two.
Separate research found that 45% of 20- to 29-year-olds were full-time in an office and were the only age group to say they worked more productively that way. Further analysis suggested that while 35% of Gen X want "remote-first" roles, only 24% of Gen Z want the same.
That makes sense, Pam Lindsay-Dunn, chief operating officer of recruitment company Hays, told The i Paper. When people are "learning the job", they "enjoy touching base", "meeting people" and "being part of a culture".
'Generational disparities' Every time a new generation "ages into the work world", the "sky always seems to be falling", said Alison Green on Slate. Millennials were supposedly "overly entitled participation trophy-chasers" and Gen Xers were "disaffected slackers", but in "my experience as a manager", such generational generalisations are "usually BS".
Some junior staff are reluctant to commute, but their reservations are often financial. A survey of Gen Z workers by Deloitte found that 21% believed "being required on-site full time or on some days has negatively impacted them in a financial sense".
"Why would I, as a young person with student debt, say goodbye to around a quarter of my salary just on trains and the occasional coffee?" a 23-year-old finance worker asked the Financial Times.
Going into the office also feels pointless for some younger colleagues owing to the discrepancy between their attendance and that of older workers, who are more likely to have caring responsibilities that make hybrid or remote working more attractive.
These "generational disparities" create "challenges" for managers, said the paper. They now have to "balance competing demands for flexibility from older workers" with the desire from younger peers "to learn and meet colleagues". |