Z世代职场蓝图：打造在创新与包容中持续生长的人才组织

THEGENZ

BLUEPRINT

BuildingaWorkforcethatThrives

onInnovationandInclusion

AnFSCWhitePaper

incollaborationwithLucyKemp

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

1Q1|2024

Q1–2024

ABOUTUS

FSCisanindependentcreativeagencybasedinPeckham,London.Wepartnerwithclientsrangingfromglobal

corporatestoUKstart-upstodeliverexceptionalstrategicandcreativework,usingaunique,leanagencymodeltoguaranteeresultswhileavoidingunnecessarycostsand

theusualagencybullshit.

LUCYKEMP

Lucyhasspentovertwodecadesworkingacrossdifferentindustries,developingakeenunderstandingofemployeeexperiencestrategy.Sheiscommittedtocreatingthe

workplacesweallwishweworkedin,bylisteningto

andvaluingeveryone'sinput,andapplyingherEXAuditmethodology.Herapproachisgroundedindata,and

sheactivelyengagesinresearchtogenuinelygraspwhatemployeesdesirefromtheirexperienceatwork,sothatshecanadvisecompaniesonhowtheycandotherightthingforthepeoplethatworkforthem.Thispaperis

oneoffourshe'sreleasingthisyear,aimingtoprovideactionableinsightsintoimprovingworkplace

environmentsforallgenerations,includingthose

justenteringtheworkforceandthosealreadyinit.

JustinSmall

CEO

AvalynKasahara

HeadofImpact

DariaPetrillo

SeniorArtDirector

KatieSmith

Designer

JoDuffy

ManagingEditor

IMAGECREDITS

Pg.2PhotobyTomBarrett(Unsplash)Pgs.4-5PhotobyMatheusBertelli

(Pexels)

Pg.7PhotosbyKeiraBurton(Pexels),KetutSubiyanto

(Pexels),TimaMiroshnichenko(Pexels)Pg.16LifeMatters(Pexels)

Pg.22TimGouw(Pexels)

Pg.33NicholasGreen(Unsplash)

©2024.FutureStrategyClub.

Allrightsreserved.

ZoomersvsBoomers

FutureStrategyClub1

TABLEOF

CONTENTS

3ExecutiveSummary

4Introduction

WhoareGenZ?

MeettheMicro-GenerationsDiversebyDefinition

AnEmergingMajorityinYourWorkforce

12ZoomersvsBoomers:PerceptionsandMisconceptionsofGenZ

GettingPasttheStereotypes

TheDefinition:BeyondDigitalNatives

ModernMindsetsinaTraditionalWorld

18ZisforZeitgeist

CrisisasBackgroundNoise

#LIFE

TurmoilMeetsTenacity

23HowBusinessesNeedtoAdapt(ChangeisGood)

OneSizeDoesNotFitAll

Get(Inter)Personal

GetClearonTransparentLeadership

CommunicateinAlltheRightWays

Don’tRestonYourL&DLaurels

BeGenuine(andGenuinelyInclusive)AboutPsychologicalSafetyRespectLifeOutsideWork

30WhattoDoRightNow

36ThreeTopTakeawaysforEmployers

EXECUTIVESUMMARY

WHYYOUNEEDTOREADTHISREPORT

Inanagewheretheworkforceis

rapidlychanging,understanding

GenZ–theyoungestentrants–

iscrucialforanyforward-thinking

organisation.Usingablendof

researchmethodsthatincludeda

comprehensivesurvey,focusgroupdiscussionsandone-to-onechats,

wespoketoover2,000membersofGenZtoshedlightontheirunique

aspirations,preferencesandneedsastheynavigatetheprofessional

landscape.Wealsotalkedtoaround

50managerstogettheirviewsonthe

benefitsandchallengesofworkingwithGenZ.Wehopeourfindingswillprovidetheorganisationsemployingthemwiththeinsightsandtoolstoattractand,

moreimportantly,retainthem.

BUTWHYSHOULD

YOUCARE?

Well,asidefromthesheernumbers,there’stheundeniableimpacton

thebottomline.CompaniesthatcaneffectivelytapintoGenZ’spotentialarelikelytowitnessincreased

innovation,betterbrandloyalty,

andaworkforcethat’sengagedand

motivated.Conversely,thosethat

ignoreormisinterprettheirneeds

riskhighturnover,decreasedmorale,andbeingoutpacedbycompetitors.

Alongsidethisweknowthatwhattheincominggenerationswantfiltersup

within2-5years—sobygettingitrightforyourGenZemployees,you’re

actuallygettingitrightforeveryone.

KEYTAKEAWAYS:

•GlobalMindset:GenZ,often

dubbed“Zoomers”,arenotjust

millennialsrebranded.Having

grownupinaninterconnected

digitalage,theypossessaglobalperspective,contrastingstarklywiththepreviousgenerations.

•NavigatingaComplexLandscape:

Theirformativeyears,marredby

socio-politicalupheavals,the

ubiquityofsocialmedia,andthe

globalpandemic,havemadethem

resilient,adaptable,andhyper-aware.Theyseekstabilitybutalsopurposeintheirprofessionalpursuits.

•PayStillMatters:WhileGenZhighly

valuespurposeandaligningwith

acompany’sethos,thisdoesn’t

overshadowtheirpracticaldesire

forcompetitivepayandbenefits.

•AdaptabilityinManagement:

GenZ’sdistinctcharacteristics

necessitateaparadigmshift

inmanagement.Transparent

leadership,real-timecommunication,continuouslearningopportunities,

andanemphasisonpsychologicalsafetyarenolonger“nice-to-haves”,butessentials.

•FutureFacing:Withtheblurring

linesofworkandlife,theadvocacyforflatorganisationalstructures,andakeensenseofsocialandpolitical

consciousness,GenZispoisedtoredefinetomorrow’sworkplace.

Companiesmuststayabreastof

theseshiftstonotonlyattractbutalsoretainthisdynamicworkforce.

Inthiswhitepaper,weunpackthese

findings,delvingdeepintothe

intricaciesofwhatmakesGenZtick,

andexploringhowcompaniescan

adaptandevolvetofosterasymbioticrelationshipwiththisnewgeneration.Theinsightsprovidedarebackedby

rigorousresearch,ensuringcompaniesareequippedwithactionable

strategiestointegrateGenZ

successfullyintotheirworkforce.

Prepare,adapt,andinvestin

understandingGenZ.Thefutureofyourorganisationmightverywelldependonit.

FutureStrategyClub3

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

4Q1|2024

INTRODUCTION

WHOAREGENZ?

Let’sstartbydefiningoursubject.

Bornbetween1997and2012,GenZ

isagenerationraisedinadigitalage,

whereinformationisatthefingertips,

andglobalconnectivityisanormratherthananexception.Buttodefinethem

merelybytheirtechnologicalprowesswouldbeavastoversimplification.

Theirformativeyearsencompassedeventsofmajorglobalsignificance,fromthe2008financialcrisistotheriseofsocialmovementslikeBlackLivesMatterand#MeToo,andmostrecently,theCOVID-19pandemic.

Sucheventshaveinstilledinthem

asenseofpragmatism,resilience,

andastrongdesireforauthenticity

andtransparencyinallfacetsoflife,

includingtheirprofessionalendeavours.

ZoomersvsBoomers

FutureStrategyClub5

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

MEETTHEMICRO-GENERATIONS

Inunravellingtherichtapestryofthisgeneration’sworkplaceinclinations,it’simportanttoacknowledgeand

Afterall,asMcKinsey1notes,

“Thegenerationspansawide

range:theoldestGenZershavejobsandmortgages,whiletheyoungestarestillpreteens”.

understandthattherearefurther

generationaldivisionsthatfallunderthebroadumbrellaofGenZ.

Farfromamonolithicentity,

GenerationZcomprisesvaried

sub-cohortsatverydifferentstagesoflifeanddevelopment,eachwith

itsownuniquepulse.Assuch,we’veidentifiedthethreekey‘micro-

generations’thatmakeupGenZ:

1"WhatisGenZ?",McKinsey&Company,

/featured-insights/mckinsey-explainers/what-is-gen-z

6Q1|2024

ZoomersvsBoomers

ZILLENNIALS

TheeldersegmentofGenZarecommonlyreferredtoasthe

‘Zillennials’:bornintheshadowoftheearly2000s,theysharesometraitsincommonwiththeirgenerationalpredecessors,

theMillennials,whilealsopioneeringmanythatGenZaremoststronglyassociatedwith.OldenoughtorememberDVDsand

flipphones,butyoungenoughtohavealwayshadinternet

access,theyareseasonedonlinenavigatorswhovaluecreativeexpression,authenticity,andsocialconsciousness.

Currentlyintheirtwenties,withtheoldestamongthemturning

27thisyear,thiscohortispredominantlyalreadyintheworkforceandbeginningtomaketheirmark.Theyhavetakenthemillennial’shustlecultureandrefinedit,withsidegigsbecomingasstandardasamorningbrew,andapreferenceforremoteandhybridworkarrangementsofferingupnewopportunitieswhenitcomesto

entrepreneurshipandpassionprojects.

COREZS

NextuparethemiddlechildrenofGenZ—thecohortwewill

termthe‘CoreZs’.Bornintotheupheavalanduncertaintyofa

post-9/11world,andcomingofageamidthecrescendoofsocialmediaplatformsandsmartphones,theyaretruedigitalnatives

withrebelliousspiritsandwell-developedsocialconsciences.Theyresonatewithactivism,socialjustice,andarethedrivingforcebehindviraltrends.

Thiscohortareonthecuspofadulthood:currentlyintheirlateteensandearlytwenties,theCoreZdemographicencompassesbothuniversitystudentsandthosejustenteringtheworkforce.

Andthosewhoarealreadyworkingaren’tjustinitforapaycheck;they’recraftingtheirpersonalbrandnarratives,payingclose

attentiontocompanyvalues,questioningreceivedwisdom,andparticipatinginthegigeconomy’sboomontheirownterms.

ZALPHAS

Finally,wecannotoverlookouryoungestset,the‘ZAlphas’,whohaveyettodiptheirtoesintheworkforcebutwill

certainlyshapeitsfuture.Havinggrownupamidstglobalunrestandtheunprecedenteddisruptionofthepandemic,thisgroupofteensandpre-teensareresilient,adaptable,dynamic,andinnatelytech-savvy.

SharingtraitswithboththerestofGenZandthegeneration

thatsucceedsthem—GenerationAlpha—thiscohortarethemostlikelytohavenavigatedanipadbeforetheycouldread,orappearedontheirparentssocialmedialongbeforethey

wereoldenoughtohavetheirownaccounts.Theyarejust

aslikelytohaveafavouriteinfluencerastheyareafavourite

TVshow,havinggrownupconsumingonlinecontentthe

waypreviousgenerationswatchedcartoons.Whenthetime

comes,theseuniquecommunicatorsandmastersofcreativeexpressionareboundtobringnewwaysofdoingthingstotheworkplace—anditwouldpaydividendstobereadyforthem.

FutureStrategyClub7

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

8Q1|2024

GLOBALLY,25%OF

GENZERSEXPECT

TOCHANGETHEIRGENDERIDENTITYATLEASTONCEINTHEIRLIFETIME.

DIVERSEBYDEFINITION

GenerationZareknownforhaving

moreadvancedandprogressiveviewsongenderthananyothergeneration.AccordingtoareportbyHarvard

BusinessReview

2

,56%ofGenZersintheU.S.knowsomeonewhousesa

genderneutralpronoun,andglobally,25%ofGenZersexpecttochange

theirgenderidentityatleastonceintheirlifetime.

Yetdespitethesefluidpersonal

outlooks,ourresearchrevealsan

intriguinggender-baseddivergence

withinGenZ.FemaleZoomers

exhibitastronginclinationtowards

workplacesthatadvocateforequalityandsocialresponsibility.They’renot

justlookingforaseatatthetable;theywanttoreshapethetable,bringing

sustainabilityandethicalpractices

intothecorebusinessstrategy.Male

Zoomers,whileequallyconscious

ofsocietalissues,placeapremium

oninnovationandtechnology.They

aredrawntocompaniesthatpushtheenvelopeintechandoffera

playgroundfortheirambitionto

developgroundbreakingsolutions.

Genderfluidandnon-binaryGen

Zersaretheharbingersofinclusivity,seekingoutcompaniesthatnot

onlysupportbutcelebratediversity.

Theyurgeadeparturefromtraditionalgendernormsandadvocatefor

aspectrumofidentitiestobe

recognisedandrespectedwithinthecorporateculture.

DiversityitselfisanothercornerstoneofGenZ’sidentity.Theyarethe

mostethnicallydiversegeneration

sofar,

3

andtheirexpectationsoftheiremployersreflectthis.Theydemandinclusivitynotjustinhiringpracticesbutalsoinorganisationalculture,

decision-makingprocesses,andleadershiprepresentation.

Takentogether,thesemicro-generations—alongsidethegenderedandculturallydiverseperspectivesofthisgeneration

—formakaleidoscopeofexpectationsandpotential.GenZisnotjust

influencingtrends;theyareredefiningtheveryfabricoftheprofessional

world.Companiesthatacknowledge

andembracethesecomplexlayerswillnotonlysecuretheloyaltyofGenZ,

butalsotapintoagenerational

goldminecapableofcatalysinga

cultureofinnovationandinclusivity.

ANEMERGING

MAJORITYIN

YOURWORKFORCE

Aworkplacetrendsreportby

Glassdoor4pinpointed2024asthe

yearthatGenZwillovertakeBoomersintheworkforceforthefirsttime

ever.By2025,GenZwillaccountfor27%oftheglobalworkforce5,andby

2"CompaniesCan'tIgnoreShiftingGenderNorms",HarvardBusinessReview,

/2020/04-companies-cant-ignore-shifting-gender-norms

3"Nearlyhalfofpost-Millennialsareracialorethnicminorities",PewResearchCenter,

/social-trends/2018/11/15/early-benchmarks

-show-post-millennials-on-track-to-be-most-diverse-best-educated-generation-yet/psdt-11-15-18_postmillennials-00-00/shifting-gender-norms

FutureStrategyClub9

ZoomersvsBoomers

GENERATIONZWILLACCOUNTFOR:

27%OFTHEGLOBALWORKFORCEBY2025

58%OFTHEGLOBALWORKFORCEBY2030

theendofthisdecade,theywill

commandasignificantmajority

alongsidethemillennials,atover58%.6Theirinfluence,therefore,isn’tjust

imminent—it’salreadyhere.With

it,theybringfreshperspectives,

innovativethinking,andademandforworkplacestoalignwiththeirvalues.

Butwhatexactlyarethesevalues,

andhowdotheycompareandcontrastwithpreviousgenerations?While

BabyBoomersandGenXmighthave

prioritisedjobstability,andMillennialsthequestforpurpose,GenZseeksa

harmoniousblendofboth.Theyyearnforworkplaceswherepurposeand

paycoexist,whereflexibilitydoesn’t

comeatthecostofstability,andwherepersonalandprofessionalgrowth

happenintandem.

THESTORIESBEHIND

Theinsightsderivedaren’tjuststatistics—they’rethestories,aspirations,and,

THESTATISTICS

sometimes,concernsofageneration

eagertocarvetheirniche.Ourstatus

asexpertsinthisdomainensureda

meticulous,informed,andcomprehensiveexplorationoftheGenZlandscape.

Inthesectionsthatfollow,wewill

unveilourfindings,someofwhichwillchallengepopularperceptions,whileotherswillrea仟irmwhatmanyhavesuspected.Butallofthemwillbeinstrumentalforbusinessesto

e仟ectivelyengagewithandharnessthepotentialofGenerationZ.

Youmightwonder,withsomuch

alreadysaidaboutGenZ,whywe

decidedtoembarkonthisresearch.

Theanswerliesinthenuances.Many

broadstrokespaintGenZ,butwefelt

thecanvaslackedthedetail—adeeperunderstandingthatcanonlybedrawnfrommeticulousresearch,both

qualitativeandquantitative.Driven

bythedesiretoo仟ermorethanjust

generalities,weadoptedamulti-

prongedresearchapproach.We

blendedqualitativemethods,suchasin-depthinterviewsandfocusgroups,withquantitativetoolslikelarge-scalesurveysanddataanalytics.

4"Glassdoor's2024WorkplaceTrends",Glassdoor,

/research/workplace-trends-2024

5"HowisGenZchangingtheworkplace?",ZurichInsurance,

/en/media/magazine/2022/how-will-gen-z-change-the-future-of-work

6"HowpreparedareemployersforGenerationZ?",PwC,

/ug/en/press-room/how-prepared-are-employers-for-generation-z-.html

“GENZDARE

TOQUESTION

MYAUTHORITY,

IT’S

SHOCKING.”

–Director,MediaCompany

ZOOMERS

VSBOOMERS:

PERCEPTIONSANDMISCONCEPTIONSOFGENZ

GenZ,orthe‘Zoomers’asthey

arecolloquiallyknown,oftenfind

themselvescastinthevast,overarchingshadowsoftheirpredecessors—

particularlytheBabyBoomers.

technologyandworkplacevalues.

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

TECHNOLOGYANDCONNECTIONAREINTRINSICTOGENZ’SAPPROACH

TOTHEWORLDANDTHEIRWORK,

EXT

GETTINGPAST

THESTEREOTYPES

Nogenerationescapessomedegreeofcriticismlevelledatthembytheir

predecessorsandsuccessors,and

whileBoomershavebeenknownto

stereotypeZoomersas‘work-shy’,

‘entitled’or‘overlysensitive’dueto

theimportancetheyplaceonwork-lifebalanceandmentalhealth,many

ZoomerswillretortthatBoomersare‘outoftouch’withregardstoboth

OFGENZHAVEEITHERLEFTORWOULD

CONSIDERLEAVING

AJOBBECAUSETHEIR

EMPLOYERDIDNOT

OFFERAFEASIBLE

FLEXIBLEWORKPOLICY

%

14Q1|2024

72

Whileplayfulbanteraboutgenerationalquirksisnothingnew,it’svitaltocut

throughthesenarrativestotruly

understandthepsycheofGenZ—

andwith2024slatedtobetheyear

thattheyovertakeBoomersinthe

workforce,it’smoreimportantnow

thanever.Failuretolookbeyond

generalisationswillleaveorganisationsinthedust,astheriseofGenZ-led

businessescontinues.

THEDEFINITION:BEYONDDIGITALNATIVES

DefiningGenZasmere“digitalnatives”wouldbeakintodefiningaMonet

paintingbyitsframe—technicallyrelevant,butmissingtheessence.

Afterall,thisgenerationhasnever

knownaworldwithouttheinternet.

Technologyandconnectionare

intrinsictotheirapproachtotheworldandtheirwork,butbecauseitisall

theyhaveknown,itdoesnotdefine

them.Thefactthat“digitalnatives”isalabelmoreoftenascribedtoGenZsbyoldergenerationsistelling;whilethetechnologytheyuseiscertainly

integraltothefabricoftheirlives,itisnomoresignificanttotheirindividualidentitiesthantheinventionof

televisionwastotheBoomers.

ZoomersvsBoomers

FutureStrategyClub15

BUTBECAUSEITISALL THEYHAVEKNOWN,ITDOESNOTDEFINETHEM.

54%

OFGENZWANTTOSTARTTHEIROWNCOMPANY.

Instead,weshouldbelookingbeyondthisfocusonGenZ'sdigitalhabits

andconsideringtheeconomic,

socio-politicalupheavalsthathave

shapedtheirformativeyears.These

events,alongsiderapidlyevolving

approachestoparenting,arewhat

drivetheirpersonalvalues.Asa

generation,theirworldviewismore

expansiveanddevelopedthanany

oftherecentgenerationsthathave

comebeforethem.Theyarepragmatic,yetoptimistic,andaboveallhavea

collectivestrongbeliefthattheycan—andmust—beagentsofchange.

MODERNMINDSETSINATRADITIONALWORLD

GenZ’sattitudestowardsworkhave

alreadybeenthesubjectofmuch

scrutiny,aswellasacertainamount

ofhand-wringingfromoldergenerations.It’sclearthattheyplaceahighvalue

onflexibilityandwork-lifebalance;

accordingtoarecentLinkedInsurvey,

7

72%ofGenZhaveeitherleftorwouldconsiderleavingajobbecausetheir

employerdidnotofferafeasibleflexibleworkpolicy.

Additionally,thereisariseinthedesiretoworkforthemselves.ONSanalysis

showsoneinfive(21%)16-21year-oldssayitislikelytheywillbeself-employedatsomepointinthefuture,

8

and

accordingtoarecentNielsonstudy,

about54%ofGenZwanttostarttheir

owncompany.

9

Despitetheupheaval

totheself-employmentmarketposttheCOVID-19pandemic,manyGenZsarelookingtofindtheearliestopportunitytogosolo.Withthisinmind,thewar

fortalent,aswellasarestructure

ofworkingpractices,iskeyforanyorganisationlookingtobringtalentinhouse.

7"5TipstoAttractandRetainGenZ",LinkedIn,

/business/talent/blog/talent-acquisition/how-to-attract-and-retain-young-talent

8"MoreYoungPeopleAreChoosingSelf-Employment–ButIsThereAGapBetweenDreamsAndReality?",YouthEmploymentUK,

https://www.youth

.uk/more-and-more-young-people-are-choosing-to-become-self-employed-b

ut-is-there-a-gap-between-expectations-and-reality/

9"AMajoirtyofGenZAspirestobeEntrepreneursandPerhapsSkipCollege.WhyThatMightBeAGoodIdea",Forbes,

/sites/bernhard

schroeder/2020/02/18/a-majority-of-gen-z-aspires-to-be-entrepreneurs-and-perhaps-delay-or-skip-college-why-that-might-be-a-good-idea/?sh=2cd7d09e5a45

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

16Q1|2024

ZoomersvsBoomers

FutureStrategyClub17

ASAGENERATION,

THEIRWORLDVIEWIS

MOREEXPANSIVEAND

DEVELOPEDTHANANYOFTHERECENTGENERATIONSTHATPRECEDETHEM.

THEYAREPRAGMATICYETOPTIMISTIC,ANDABOVEALL,HAVEASTRONG

COLLECTIVEBELIEFTHAT

THEYCAN—ANDMUST

—BEAGENTSOFCHANGE.

TheGenZBlueprint:BuildingaWorkforceThatThrivesonInnovationandInclusion

18Q1|2024

CRISISAS

BACKGROUNDNOISE

Forstarters,GenZ’searliestglobal

memoriesareoftennotofboundless

optimismbutofprofoundchallenges.

Economiccriseslikethe2008financialmeltdown,majorgeopoliticalshifts,

andthemorerecentglobalpandemic

havegiventhemafront-rowseattothevulnerabilitiesofourinterconnected

world.Theseeventsweren’tmerenewsupdatesbuttangibleexperiences,

dictatingjobprospectsforthemselvesandtheirfamilies,alteringtheir

educationalexperiences,andreshapingtheirdailylives.

Yet,it’snotallaboutcrisis.Thisgenerationhasalsowitnessedincrediblestridesinscience,

technology,andevensocialjustice.

They’veseenmonumentalshifts

inattitudestowardsLGBTQ+rights,

wavesofenvironmentalmovements

ledbytheirpeers,andtheunparalleledaccelerationofdigitaltechnology.

#LIFE

Unlikegenerationsbeforethem,

socialmediahasbeenprevalentin

theecosystemsofGenZsfromtheir

formativeyears—anditsdailypresenceintheirlivesisadouble-edgedsword.Ononehand,ithasdemocratised

information,providedplatformsfor

underrepresentedvoices,andfosteredglobalconnections.GenZcanrally

behindglobalcauses,collaborateoninnovations,andshareperspectivesacrossborderslikeneverbefore.

Yet,theomnipresenceofthese

platformshasitscaveats.Thepressuretocurateperfectlives,theblurring

linesbetweengenuineconnections

anddigitalfacades,andtheinstant

butsometimesshallowgratificationoflikesandshares,hasinfluencedtheir

perceptionsofself-worthandsuccess.Moreover,withnews—bothrealand

fake—attheirfingertips,they’re

constantlybombardedwithglobalchallenges,furtherinfluencingtheirworldviewandperceivedrolein

shapingthefuture.

ZoomersvsBoomers

FutureStrategyClub19

Onecannotfullyappreciatethe

psycheofGenZwithoutfirst

understandingthetumultuous

andtransformativeenvironment

thathasshapedtheirformative

years.Theirrealities,unlikeany

generationbeforethem,havebeenmouldedbyceaselesschange,

bothexhilaratingandalarming.

GENZ’SEARLIESTGLOBALMEMORIESAREOFTENNOTOFBOUNDLESSOPTIMISMBUTOFPROFOUNDCHALLENGES.

TURMOILMEETSTENACITY

Onemightthinkthatgrowingupamidstsuchturmoilmightbreedcynicismor

apathy.However,ourresearchsuggeststheopposite.Whiletheyarecertainly

morerealistic—somemightevensaypragmatic—aboutthechallengesthey

face,theyalsopossessaresilientandproactiveattitude.They’renotjust

waitingforchange;they’redrivingit.

Againstthebackdropoftheseglobalshiftsandtheever-presenthumof

socialmedia,GenZ’spriorities,as

detailedinourresearch,starttomakeprofoundsense.A