GEN Z RESHAPES WORKPLACE CULTURE, PRIORITISES PURPOSE OVER JOB TITLES - TALENT EXPERT

By Vikneswaran Raman

KUALA LUMPUR, May 1 (Bernama) -- Generation Z (Gen Z), also known as Zoomers, may be the youngest in the workforce, but they are already reshaping workplace culture and are no longer motivated solely by job security or prestigious titles, according to a talent management expert.

Padiberas Nasional Bhd (Bernas) Group Head of Talent S. Prakash said that Gen Z, the first true digital natives born between the late 1990s and early 2010s, are not merely looking for jobs but for purpose-driven roles that reflect their values and lifestyle expectations.

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He said Gen Z is focused on social impact, mental wellness and continuous self-development, priorities that are prompting employers to redefine what work feels like, not just what it pays, and to embrace the idea of ‘living, not just working’.

In contrast to their predecessors, such as Gen X and Millennials, Gen Z is often perceived as outspoken and emotionally sensitive, sometimes labelled as ‘cry babies’, yet they are more inclined to pursue meaningful work and flexible opportunities over job security or climbing traditional corporate ladders.

Despite the stereotypes, Gen Z is already a significant part of the workforce and is rewriting the rules of engagement at work.

Having 15 years of experience in talent management and human resources, Prakash observed that Gen Z thrives under leaders who provide guidance, not control, and are not afraid to walk away from organisations that do not align with their values.

“One of the most common questions Gen Z asks during interviews is, ‘What development resources and support will I receive in this role’? They want to know what comes next, not just in five years, but what their next assignment will be after onboarding.

“When their ideas are rejected, they don’t just accept it, they want a dialogue and expect thoughtful alternatives. They expect a workplace that supports their growth continuously and managers who coach, not command, check regularly and create space for them to contribute meaningfully,” he told Bernama.

Prakash, who has expertise in organisational development and change management, said Gen Z chooses flexibility, whether it’s remote work, flexible hours or autonomy in completing tasks, besides disliking being micromanaged.

He said that while Zoomers are sometimes misunderstood as anti-social or resistant to pressure, they are in fact responsive to authentic engagement and constructive feedback when delivered with empathy and respect.

“The ideal leadership style for Gen Z is purpose-driven communication, coaching-oriented support and trust-based empowerment. Gen Z doesn’t wait for companies to evolve, they’re entrepreneurial and not afraid to carve their own path with new ventures,” he added.

Meanwhile, National Organisation of Skilled Workers (Belia Mahir) President Mohammad Rizan Hassan also refuted claims that Gen Z are problematic workers, saying, instead that they are full of potential if properly trained, guided and given the space to shine.

"Actually, it's not that they are the problem, but the way we understand them needs to change. Gen Z wants a meaningful approach to work, transparent communication, and the opportunity to actively contribute.

"They do not easily submit to an unfair or old-school system. We need to foster Youth-Adult Partnership (YAP) in the workplace, listen to each other and respect each other," he said.

Mohammad Rizan said today’s youth are generally more conscious about work-life balance and mental well-being, valuing personal time, family, and emotional health over rigid work structures.

"This is not a weakness, rather it reflects a generation that wants to live a healthier and more productive life. They tend to choose companies that respect rest time, have a healthy work culture and time flexibility," he added.

He said Gen Z’s outlook has been shaped by rising living costs and the erosion of long-term job security, especially after witnessing how their parents’ so-called ‘stable jobs’ sometimes failed to provide lasting protection.

-- BERNAMA