As Gen Z emerges as a dominant force in the workforce, the relationship this generational cohort has with change presents a paradox. While often hailed for their adaptability in the face of rapid technological and societal shifts, Gen Z is surprisingly struggling with change-related stress at levels higher than their older colleagues.
meQuilibrium’s recent State of the Workforce Report sheds light on this dynamic, providing critical insights for HR leaders looking to support their youngest employees.
Understanding the Paradox
Gen Z employees are no strangers to change. Born into an era of constant digital evolution and societal upheaval, they’ve come to expect flux as a norm. Yet, according to meQuilibrium’s report, their comfort with change does not translate to emotional stability.
Gen Z workers reported 34% higher change anxiety and 25% lower emotional stability compared to older generations. Other troubling findings indicate that members of this generation are:
- 64% more likely to struggle with morning motivation.
- 25% more likely to report burnout.
- 50% more likely to experience high job stress.
These statistics highlight the complexity of Gen Z’s approach to work. While they may accept change as inevitable, they lack the tools and resilience to manage its emotional toll effectively.
The Broader Impact of Psychosocial Risks
Adding to the challenge is the prevalence of psychosocial risks—workplace factors that contribute to psychological harm. More than half of workers surveyed in meQuilibrium’s study reported significant psychosocial risks, such as a lack of supervisor support (52%) and perceived unfair work distribution (43%).
These risks disproportionately affect Gen Z, a generation that is more likely to face burnout and job stress. Managers, often seen as buffers against such risks, face their own challenges. The report highlights a “psychosocial risk paradox” where managers report higher emotional strain and workload demands than non-managers.
How HR Leaders Can Help
To address these issues, organizations must take proactive steps, such as:
- Helping Gen Z employees build resilience. Focus on developing emotional control, stress management, and a sense of purpose through tailored training programs.
- Enhancing manager support. Provide managers with resources and training to mitigate psychosocial risks while managing their own demands.
- Conducting risk assessments. Regularly evaluate psychosocial risks and implement mitigation strategies to create a healthier workplace environment.
As Jan Bruce, CEO of meQuilibrium, explains, “The ability to manage change effectively is no longer a luxury—it’s a necessity.” Organizations that invest in resilience training and psychosocial risk management will not only support their Gen Z employees but also build a stronger, more adaptable workforce overall.
By equipping Gen Z with the tools they need to thrive, HR leaders can turn this generation’s paradox into an opportunity for growth and innovation.
For more details, download the full State of the Workforce Report.
Lin Grensing-Pophal is a Contributing Editor at HR Daily Advisor.
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