I recently came across this hilarious take on working with Gen Zs. While the article was written in hyperbole, it sparked much-needed conversations.

In this article, I’d like to contribute my own two cents by describing some structures I’ve put in place to effectively work with my young team (comprising people in their 20s and 30s).

Task Clarity and Documentation

I’ve instituted a culture where tasks given by a supervisor are repeated by direct reports to confirm understanding. This ensures both sides are on the same page as to the expected output and deadline.

Tasks are then documented so both sides will never argue about performance.

Completion rates are captured by a task tracker and feedback is provided on the document containing the output.

Task Negotiation 

Every task at Volition Cap is negotiable. This allows the team to propose realistic dates and scope based on their personal circumstances.

We also recognize that not everyone wants to be a manager or leader. So, staff are allowed to turn down opportunities for increased responsibilities or career fast-track.

We have two clearly defined career paths – Technical and Leadership – and we reward both. 

Employees who teach and train others, and who take on operational duties are given an additional reward.

It’s important to accept that some people want to clock in and out as scheduled – and that’s okay.

However, we do not accept “ghosting” and record this as non-completion of a task. We encourage team members to give a heads up and to request a date extension if they will not deliver as planned.

Time Boundaries

Any message or email sent after hours does not need to be responded to until the next working day. This is hard-coded in our staff manual.

However, if you believe in our mission and consider yourself an owner of the dream, then you work after hours because you want to – not because you were threatened or bullied.

Validation and Safety

We give immediate feedback – good or bad – and assure it’s not personal.

We also practice two-way feedback. For employees that are less forward in giving feedback to managers, they can communicate via anonymous surveys or through HR or another manager.

Infusing Humanity and Fun

In our company, Gen Zs and Millennials create our in-office timeouts and company outings. They also develop the budget. In addition, Executives do a quarterly all-hands lunch where they can be asked anything.

This way, our young team can contribute to and take responsibility for aspects of the company culture.

Role of Resilience 

Some people are lucky enough to be taught agency, independence and critical reasoning while growing up. Having these things is largely a function of upbringing and environment. So, it’s a roll of the dice.

Sadly, resilience cannot be taught in a small organisation with limited mentoring & coaching budgets or limited availability of the founders.

Therefore, as a rule, at Volition Cap, we are very honest & upfront in our recruitment process that we are a growing organisation with a hectic pace. 

We also encourage our staff to seek mentors to fill in the gaps, and to think long and hard before requesting additional tasks. This is because we are not in the business of breaking people.

Using Performance Rewards

Employees that go the extra mile are rewarded every year with cash bonuses and recognition.

Applying Consequences

Employees who do not meet their KPIs are put on an improvement plan. We also have monthly supervisor check-ins. After consistently poor KPI reviews, staff are respectfully asked to leave.

At Volition Cap, we are not passive-aggressive and are clear about performance.

Summary

To conclude, I think Gen Zs and Millennials value authenticity, honesty, clarity and respect. They will also go to bat for you if they trust you or believe in your mission.

Thank you for reading.

In the workplace, Gen Zs and Millennials value authenticity, honesty, clarity and respect. They will also go to bat for you if they trust you or believe in your mission.

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For more, read Why Brilliant People Remain Loyal