(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in May 2024)

In one of my early articles for The Critical Path (April 2022), I discussed the dynamic entry of Gen Z workers into a multigenerational workforce, where they interact with Millennials, Generation X, and the remaining Baby Boomers who are on the offramp for retirement. This generational diversity, I concluded, is a blessing. Leaders can harness the rich tapestry of wisdom, expertise, enthusiasm, creativity, and curiosity that each generation brings to advance work practices.

As more Gen Z workers join the workforce, I’m intrigued by how these digitally born and bred future project managers, with their unique values, aspirations, and work styles, will influence and blend with other generations in the evolving landscape of project management. Today, let’s explore this interplay and provide insights into maximising the potential of future Gen Z leaders.

The Gen Z Workforce: Digital Natives with Distinct Values

Gen Z, the newest entrants into the workforce, grew up with online platforms and social media, giving them unprecedented power to share their opinions, influence distant people and institutions, and question authority in new ways. This generation also faced the global pandemic during their early working years. Studies indicate that one-third of Gen Z took time off work due to stress and anxiety caused by COVID-19, a higher percentage than any other generation. Notably, 40% of Gen Z felt that their employers did not adequately support their mental well-being during the pandemic.

Flexibility and adaptability are paramount to Gen Z, who see these traits as critical for successful businesses. They value training to enhance their skills and knowledge, seeking organisations that adopt employee-centred human resource practices, support work-life balance, promote diversity and inclusion, and offer attractive compensation and career advancement opportunities. To support and retain Gen Z, organisations must understand what matters to and motivates this youngest generation.

The Growing Demand for Project Management Talent

The demand for capable project management resources continues to rise, prompting universities to offer more degrees in project management and graduating increasing numbers of project management-aware Gen Z cohorts. However, it’s crucial to ensure that this talent pool is equipped with the real-life experience and attributes necessary for successful project-based work. Early career project managers face challenges such as managing adversarial stakeholder relationships, adopting different project leadership styles, and responding to fast-paced industry changes.

Strategies to Attract and Retain Gen Z Project Professionals

With the impending retirement of Baby Boomers and the resulting loss of their valuable organisational knowledge and expertise, it’s essential to devise strategies to attract and retain Gen Z project professionals. Here’s how:

• Understand and Value Gen Z: Organisations must understand what matters to this generation and appreciate them as valuable, inimitable resources capable of contributing to organisational success.

• Address Skill Gaps: While universities are producing more project management graduates, organisations should recognise that Gen Z, despite their degrees, are still relatively inexperienced early in their careers.

• Implement Mentoring Programs: Mentoring is a proven tool for attracting, developing, and retaining talent. Gen Z can greatly benefit from mentorship by senior professionals who can guide them through challenges, enhancing their confidence, satisfaction, performance, and retention.

By 2025, Gen Z will comprise approximately one-third of the labor market. To benefit from the talents and skills of this generational cohort, organisations cannot afford to overlook their needs, values, and beliefs. Embracing and integrating Gen Z into the workforce is not just beneficial, it is essential for future organisational success.