By the end of 2025, Generation Z — born between 1997 and 2012 — will represent 27% of the global workforce, according to data from Zurich Insurance and the World Economic Forum. 86% of young people in this generation say having a sense of purpose is essential for their job satisfaction, according to a Deloitte survey. Moreover, 70% said they prioritize companies with ethical values — even if it means earning less. On the other hand, turnover among Gen Z professionals is higher than average, and only 35% of them say they are engaged with their work, a lower percentage than observed among Millennials or Gen Y (42%) and Gen X (48%).
The difference in values compared to previous generations shown in surveys is striking. While Baby Boomers and some Millennials valued stability and long tenures at the same company, studies indicate that Gen Z prefers autonomy, flexibility, and social impact. The hybrid model and remote work, for example, have become a reality: 72% of young people have already left, or considered leaving, companies that did not offer this freedom.
Reginaldo Boeira, president of KNN Group, which comprises 12 companies and leads a team of over 16,000 employees, many from Generation Z, as well as various entrepreneurs from other generations, believes the challenge is understanding these changes. ‘I advocate for a more humanized management model, based on dialogue and active listening between generations to find a balance and the best direction,’ he says.
Reginaldo encourages employees, franchisees, and managers to understand all generations and their profiles to drive an effective and positive business transformation that benefits the common good, individuals, and businesses. ‘There is indeed a behavioral difference between generations that is challenging for both sides—both for entrepreneurs from generations preceding Gen Z, and for young people entering the workforce. However, in the same way, one needs the other. The most important thing is to have this collective awareness and promote constant dialogue. It’s also important to emphasize that each person is unique and should not be stereotyped by their age group, but rather evaluated for their genuine intention to make a difference for the good of all,’ he explains.
‘There is no right or wrong side in this ‘story,’ no one is to blame. There are countless entrepreneurs who achieved success through many challenges and, at the same time, have numerous aspirations. If younger generations understood that there is a human being behind the employer, they could better leverage their sense of purpose and recognize that sustainability can also be practiced through empathy. On the other hand, there are countless Gen Z young people with incredible talent seeking their place and learning opportunities. Similarly, other generations can use their stability-oriented profile and hard-earned maturity to contribute. Beyond the responsibility of entrepreneurs to understand the new generation, there is also the responsibility of new generations to understand the behavior of older ones. Often, both are acting for each other’s benefit, but due to a lack of openness on both sides and differing profiles, there is a ‘clash,’ he highlights.
‘Frank conversation, unity, trust, and a sense of responsibility among all parties are fundamental points for progress and balance,’ he advises.
