Flexibility, leadership, meritocracy: Gen Z reshapes corporate structures

The way of experiencing the profession and the management of employees is undergoing important evolutions in relation to the impetus imposed by the digitalisation process and the definitive (or almost definitive) maturation of new paradigms, starting with the hybrid work. And there is, nonetheless, a change of a cultural nature that from the outside enters the heart of organisations and is nurtured through the needs and habits of a critical mass of 'new' workers, led by the exponents of Generation Z, who are increasingly attentive to aspects of flexibility, corporate welfare and continuous training.

The reluctance of a large proportion of young professionals born between the mid-1990s and the end of the first decade of the new century to take on traditional managerial roles (in favour of a desire to progress into an individual role) is one of the trends that should be of most concern to human resources managers and management as a whole. "While some interpret this phenomenon as a lack of ambition," observes Tiziano Bertolotti, CEO of Peoplelink, an Italian company (part of the Sistemi Group) specialising in innovative HR management services, "I believe that it instead reflects a deeper change in the way the new generations conceive work, which is also favoured by the current corporate dynamics. One of these dynamics, with a very relevant weight, is the flattening of corporate hierarchies: the process of reducing the 'depth' of organisational units is taken into consideration much more often than a few years ago and confirms the growing predisposition to abandon pyramid structures with innumerable levels of management to embrace more streamlined models, in which communication is more fluid, decisions are taken more quickly and employees are recognised as having greater autonomy and responsibility. And Gen Z, as Bertolotti points out, 'accustomed to an immediate and interconnected digital world, could not ask for a better way to pursue the goal of making a real impact and being the architect of their own professional destiny'.

The tendency to 'snub' roles of great responsibility in order to look for less stressful and more rewarding jobs, to be managed in relative autonomy, does not only concern younger workers, however, but also a substantial portion of Millennial managers, in the sign of a change of perspective destined to have a major impact on the organisation of companies. Those that know how to adapt to this new reality, offering all talents the opportunity to grow in flexible and meritocratic professional environments, will be the ones that will be successful in the long run and will have on their side leaders capable of intercepting and managing the new trends, motivating and guiding teams towards new ways of working and professional growth.

It is therefore legitimate to ask how compatible this flexibility model is with the classic organisation of a large company with well-defined and structured responsibilities and lines of command. To this question, the answer given by the CEO of Peoplelink is equally well defined: 'Gen Z will make up more than a fifth of the total workforce by the end of 2025 and brings with it priorities that are challenging traditional models, boasting open-mindedness, flexibility, frequent initiative and, of course, technological sensitivity as their main characteristics. Their focus on personal growth, sustainability and innovation is causing many Italian companies to rethink their recruitment and personnel management strategies'.

Understanding the dynamics that motivate Gen Z in the workplace, of which an appreciation for factors such as fairness and inclusione is an integral part, becomes crucial to attracting and retaining young talent. Another important factor, according to Bertolotti, is the ability to foster an environment with a culture of 'never stop learning', in relation to the fact that training models within organisations are not always adequate and sufficiently adapted. "More than previous generations," the manager added, "the members of Gen Z are not just looking for a job but for a purpose and an alignment with their values, they have a new relationship with authority and hierarchies and seem to want to challenge bosses and their opinions, and this is what keeps them involved at work. They need leadership that is attentive to their needs and willing to listen to them".