As more members of Generation Z move into the workforce, some have clashed with management or disagree with how their employees view them.
The group, born between 1997 and 2012, has been described as both tech-savvy and overly reliant on technology. Some human resources professionals have said they lack work ethic and time management skills.
The early-career employees themselves have said they find enjoyment in full-time work and value career growth and planning.
Here are three healthcare leaders' perceptions of Gen Z in the workforce.
Passion and purpose
Many members of Gen Z first entered the workforce during the COVID-19 pandemic, a period that included mass layoffs. This has challenged some to identify what is most important to them in life and align their careers with their passions, DeLancey Johnson, DBA, senior vice president and associate chief talent officer for Dallas-based Parkland Health, told Becker's.
"A lot of them are taking positions that fulfill their purpose versus their financial obligations," Dr. Johnson said.
Carolyn Isabelle, Lebanon, N.H.-based Dartmouth Health's vice president of talent and career development, told Becker's that Gen Z's desire to have an impact and make the world a better place is one of its strengths.
Comfort with technology
Gen Z workers are also known for their grasp on recent technologies and ability to learn new ones. However, some have an overreliance on technology, Ms. Isabelle said.
In her experience, Gen Z workers typically have opportunities for development given their comfort level with traditional face-to-face communication and with the interpersonal facet of direct patient care.
Because many experienced a virtual-focused higher education and entrance to the workforce, some missed out on the in-person learning new employees typically need to acclimate and understand workplace norms, The Wall Street Journal reported.
Similarly, Gen Z workers can also prefer remote roles more strongly than other generations.
"In healthcare, there's a new phenomenon with Gen Z," Dr. Johnson said. "It's almost like you have to earn their commute."
Interest in growth
"We can no longer think that when it comes to Gen Z, they want to replace their boss," Dr. Johnson said. "They want to be a better version of themselves. So you can't look at it as vertical career ladders — you have to look at it as horizontal enrichment opportunities."
Heather Harris-Keliiheleua, assistant vice president of talent strategy at Orlando (Fla.) Health, previously told Becker's that Gen Z workers prioritize building a career path from the beginning.
"They told us clearly they want to talk about it early and often," she said of the younger workers.
Gen Z seeks regular feedback and validation and can feel like the path to advancement takes too long, Ms. Isabelle said. However, in healthcare, advancement can be slower and tied to experience, she added.
The leaders Gen Z want
Dr. Johnson said other generations might view the frequency of feedback from their managers in a "no news is good news" fashion. This is not the case for Gen Z, he said.
"It's not that they need the reassurance that they're doing a good job," he said. "They just want to make sure that they're validated as far as the work that they're doing and the difference that they're making."
Because of this, he encourages leaders to have conversations with Gen Z employees often.
"If the only time you talk to them is when there's a problem, it's going to demoralize them," he said. "So you have to find the balance of when opportunities [for improvement] are there and also rewarding them when they do a great job as well. And it kind of gives them that sense of accomplishment that makes them perform at a higher level."
Dr. Johnson also said Gen Z wants a coach, not a manager, adding that they tend to seek a mentor and someone who inspires them.
In that vein, Ms. Isabelle said leaders should focus on continued skill development and guidance for their Gen Z workforce.
"Healthcare can be a challenging industry and it can be overwhelming to start," Ms. Isabelle said. "As leaders, we need to foster an environment that promotes learning, where questions can be asked and we prioritize the sharing of knowledge."