The world of work is changing faster than most organisations can keep up. Nicholas Mudasia, chief human resource officer, public affairs and communications officer at Coca-Cola Company, identifies Generation Z, as the biggest force behind this transformation.
Nicholas Mudasia believes the traditional workplace model is no longer sustainable. As Gen Z takes up more space, they are not just seeking jobs but demanding purpose, flexibility and voice.
“Gen Zs are redefining traditional work structures, policies and cultures in ways many companies across Africa never imagined. Older generations often see them as entitled, but what they are really doing is forcing organisations to rethink how work should feel, not just how it should function,” Nicholas notes.
The new face of the workforce
Across Africa, Gen Z now makes up the majority of the workforce. Nicholas describes them as informed, fearless and socially conscious, a group unwilling to stay silent in workplaces that don’t align with their values.
“This generation is driven by purpose, meaningful work and balance. They want to be consulted on strategic decisions, they value emotional intelligence and they are not afraid to challenge what doesn’t work for them,” he explains.
Within Coca-Cola, he has witnessed how conversations around mental health have evolved, led largely by younger employees who expect psychological safety to be a standard part of workplace culture.
“We are getting interesting requests from Gen Zs. Their mental health is more important than the job itself. They want enhanced medical benefits, flexible leave policies and even pet-related provisions. I once had a case where an employee didn’t report to work and informed their manager that she was taking her dog to the vet. We even facilitated therapy for a staff member who grieved after losing a pet. These things matter deeply to them,” he recalls.
The expectations of this generation, Nicholas observes, are unlike anything seen before. Free lunch, for instance, is no longer viewed as a privilege but as a chance to discuss nutrition, inclusivity and well-being.
“If you think providing free company meals is enough, think again. They care about what’s on the menu, is it healthy, sustainable, locally sourced? We had to set up a special workers’ committee to review and update the menu based on staff feedback. That’s how seriously they take wellness,” he points out.
He adds that even the physical design of workplaces is changing to accommodate rest and reflection. Nicholas has overseen the introduction of relaxation areas and digital-enabled lounges designed to help employees unwind.
“You need to budget for a decompression room, a space with internet, TV and games like chess or scrabble, because they believe stress should be managed proactively. It’s a new era, and honestly, it’s fascinating for HR,” he remarks.
Corporate dress codes have also evolved. What once passed for professionalism has shifted towards authenticity.
“We’ve had to drop rigid dress policies. Smart casual isn’t enough anymore. In the age of ‘my dress, my choice,’ dreadlocks, tattoos, nose rings and rainbow-coloured hair are expressions of identity. Trying to police that only alienates them,” he observes.
A call for corporate transformation
Nicholas argues that the shift driven by Gen Z demands an overhaul of HR practices. Companies that fail to evolve, he warns, risk reputational damage and even boycotts.
“I envisage interesting times for corporates due to the paradigm shift. Soon, employers will be held accountable by Gen Zs and Gen Alpha. Those who refuse to adapt will face consequences. The days of generic rejection emails and top-down decisions are ending. This generation demands transparency and dialogue,” he warns.
To meet these expectations, Nicholas argues that HR teams must rethink everything from communication tools to performance metrics. Coca-Cola, for instance, has integrated social platforms into its internal communication system and introduced more flexible work arrangements.
“We’re incorporating social platforms as part of corporate communication, re-evaluating how performance is measured and allowing flexibility in working arrangements. Mental health days, gym memberships and yoga sessions are becoming standard benefits,” he explains.
He adds that employment contracts must also evolve.
“Traditional clauses that bar employees from side hustles don’t work anymore. For Gen Z, the 8–5 job is often the side hustle; their personal projects are their real passion. We have to find balance instead of fighting that reality.”
Nicholas notes that as Gen Z gains influence, they are holding companies accountable not just through internal policies but also in how they impact society and the environment. He observes a growing awareness among employees who want to work for organisations that share their social and environmental values.
“They are conscious consumers. They want to know how we manage carbon emissions, whether our suppliers are ethical and how we treat employees. A company memo is not enough anymore; they expect to be consulted and informed,” he says.
Accountability and transparency
Nicholas believes HR should work closely with corporate governance teams to create independent mechanisms for dialogue and feedback. At Coca-Cola, he is driving efforts to establish workers’ councils and whistleblowing portals that empower employees to speak up without fear.
“We’re moving towards genuine engagement tools. They want their voices heard, and if you ignore them, they’ll take it to social media or worse, directly to the boardroom,” he cautions.
Nicholas warns that employers who still view power as one-sided are in for a rude awakening.
“The era of victimising employees is gone. This generation will hold you accountable for every decision and they have the tools and networks to do it,” he warns.
Despite their boldness, Nicholas sees Gen Z as deeply collaborative and full of potential. When given the right environment, he says, they can achieve extraordinary results.
“It’s amazing what these teams can do when their personal goals align with the organisation’s purpose. They’re creative, tech-savvy and incredibly resourceful. Their ability to use AI tools, social media and collaboration platforms to drive results is phenomenal,” he reflects.
He believes companies that thrive will be those that embrace, not resist, this transformation. For him, the rise of Gen Z is a wake-up call.
“We are not just here to enforce policy. We are strategists, innovators and guardians of the future of work. Our role is to understand these generational shifts and build bridges between them. This generation is teaching us that work can be purposeful, flexible and human all at once. That’s the future, and it’s already here,” he explains.
