Universities need to act now to bridge the Gen Z gap

Generation Z has been in the news for all the wrong reasons recently, with some figures indicating that 87 per cent of Gen Zs didn’t even bother coming in on their first day of work. Barely a day goes by without some expert bemoaning the lack of work-ready skills being displayed by those born between 1997 and 2010. 

Anyone can complain that members of Gen Z are lazy, they want everything served to them on a plate, they’ve become over-reliant on artificial intelligence (AI) to solve problems, their mental health is too fragile, their attention spans are beyond short or they struggle to function in intergenerational workplaces.

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However, the reality is that many new university graduates are being criticised by businesses experiencing dire skills shortages, while 8 out of 10 Gen Z members and Millennials would quit their job because of work culture, according to a survey by LifeSum.

Gen Z is what we have. As educators, we should be embracing and building upon their many positive attributes, rather than squabbling over their perceived failings.

The Gen Z pros 

Universities need to do more to communicate the fact that, once in the workforce, Gen Z bring a unique set of competencies and perspectives that challenge corporations to adapt and embrace change. This is transforming traditional corporate dynamics. 

Gen Z are built differently from previous generations. They are digital natives, born into a world of technology and possessing a deep understanding of the various platforms and tools available today. They’re able to quickly adapt to new technology and make innovative contributions. Moreover, they tend to be socially conscious, delivering high value and insight on issues such as sustainability, diversity and social justice. 

This creative spirit, entrepreneurship and willingness to challenge the status quo make them a profitable asset for any organisation.

Address unspoken ageism

One of the biggest challenges in adopting these new competencies of Gen Z is resistance to change. A far stronger bridge is needed between industry, academia and Gen Z to prepare recent graduates for the workforce. 

This means educators need to be working harder, analysing the competitiveness of Gen Z and mapping those who can bring them together and showcase their skills through different activities, such as networking with employers, “hackathons” and meetings with HR decision-makers – all within the confines of the safe environments that have become a requisite for this group. 

Why are some businesses struggling to adapt to Gen Z? A significant reason is the generational gap. Older executives and management might harbour ageist and other negative views about Gen Z. It tends to be corporations with the most rigid structures and hierarchies that find it difficult to accommodate the creative thinking and entrepreneurial spirit that Gen Z brings to the table. 

One solution to this challenge is that academics do a better job of sharing their experiences of Gen Z with the business sector, as well as offering training, development and upskilling initiatives. 

Universities can better cement relations with industry and open channels for future partnerships by listening to corporate leadership. They become a conduit for advice to their students on how to conduct themselves in interviews, behave in the workplace and showcase their unique skills.

Another challenge is the integration of technology into the workplace. Today’s students want seamless integration of digital tools and platforms that enhance collaboration and efficiency. 

If this sounds like an unparalleled series of demands for new employees to make of their firms, that’s because they are. But these young people are now often in a position to make a choice about who they work for and why.

Helping ensure Gen Z are eminently hireable 

Here, I’ll outline the solutions that universities can take the lead on to help employers look more favourably at Gen Z candidates:

1. Create a technology-driven environment: Gen Z has grown up in a digital era and works best within a robust technological infrastructure. 

Universities need to help them further hone their skills for the workplace technology of the future, which probably doesn’t even exist yet, and work directly with corporations struggling to meet these expectations so they can adapt systems accordingly.

Universities and businesses can invest in cutting-edge technology to ensure infrastructure, hardware and software support the use of modern tools and platforms to both their own profitability and the benefit and collaboration of Gen Z workers.

2. Adapt to changing work preferences: Gen Z largely seeks flexibility, purpose-driven professions and a healthy work-life balance. They value meaningful connections and personal growth.

This means universities too should offer more flexible working arrangements, such as remote learning options or alternative schedules. Creating an approach to learning that matches new and developing company cultures to stress purpose and impact, while emphasising how the organisation contributes to a greater cause, shouldn’t be a chore. 

Educators must also provide mentorship and continuous learning opportunities wherever possible to support graduates’ personal growth.

3. Be authentic and transparent: Valuing authenticity and transparency in education-employer-employee relationships is something that is increasingly desirable for all generations, but is particularly applicable to Gen Z.

We all appreciate open communication and members of Gen Z in particular expect universities and employers to be forthcoming about organisational values, policies and any other challenges being faced.

This can be achieved by fostering a culture of transparency, and academics should be regularly sharing updates about the educational and workplace goals and initiatives, using guest industry speakers and open dialogue to address any concerns or questions. 

Additionally, it is important to ensure that higher education and corporate values are aligned with the values of Gen Z.

4. Prioritise mental health and well-being: This is an issue with important meaning to Gen Z. 

They seek supportive learning and work environments that prioritise wellness and provide the resources needed to prevent or cope with stress and burnout. Universities are ideally placed to tackle this, implementing policies and initiatives that promote learning, work and life balances alongside mental well-being. 

This includes providing work experience and graduate-assistance programmes, ongoing access to mental health resources and practising a supportive culture that encourages work-life integration and self-care practices. 

Al Akhawayn University’s own Office of Entrepreneurship and Employability prides itself on delivering services, including: employability mentoring; coaching; industry visits and work placements; and competitiveness advice.

5. Foster a diverse and inclusive environment: Gen Z is also known for valuing diversity, inclusivity and social justice. They expect universities and companies to foster such environments and prioritise diversity in learning, development and hiring practices.

The solution in this instance is to actively promote diversity and inclusion across all of the organisation’s processes. A caring culture is all important.

Develop structured diversity and inclusion programmes, advising companies about how to refine hiring practices and delivering student and employer training programmes to promote awareness of unconscious bias. Universities are perfectly placed to ensure leadership and decision-making roles recognise the value-add of individuals from diverse backgrounds.

Overcoming the challenges of helping and hiring Gen Z requires adaptation in both higher education and work environments to align with their preferences and needs. The only way for universities to achieve this is by listening to both Gen Z and employers and then acting as the body that successfully supports and connects the two.

By highlighting the need to actively embrace technology, offer flexibility, promote authenticity, prioritise mental health and foster diversity and inclusion, we can quickly bridge the gap to attract and retain the talents of Gen Z effectively.

Salah Al-Majeed is dean of the School of Science and Engineering at Al Akhawayn University.

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