HR leaders are grappling with Gen Z, a workforce that thinks, works and communicates differently than any generation before.
Paul Rumanda, head of HR at Infectious Diseases Institute, Gerishen Katieno, CHRO at Saruni Basecamp and Josephine Mwaniki, CHRO at Auto Xpress Group share candid insights about managing this tech-savvy, outcome-focused and refreshingly direct cohort that's fundamentally reshaping traditional workplace dynamics.
Gen Z, born between 1997 and 2012, is the first generation to grow up with smartphones, social media and on-demand digital access as part of everyday life. Now entering the workforce, their expectations around communication, work-life balance and career growth are challenging traditional workplace norms prompting organisations to rethink how they attract, engage and retain them.
Rethinking performance and productivity
For Paul, the arrival of Gen Z has sparked what he calls the “outcome-based revolution” within his organisation. He explains that this approach goes beyond traditional measures of performance, focusing instead on results and deliverables rather than hours logged or rigid processes. According to him, it represents a fundamental shift in performance management, one that many organisations are still grappling with.
“What I am doing together with my team is to look at how we engage them and focus more on outcomes," he explains. "They're not the kind that you're going to ask to stay in and log in long hours at work. You ask, they deliver and move on.”
Paul notes that this generational collision has led to reverse mentorship, a two-way learning process where seasoned professionals gain fresh perspectives whilst providing crucial guidance. His practical solution involves mixing generations strategically in project sessions and leveraging technology to facilitate better conversations across different age groups within the organisation.
“There's been bias against the Gen Zs, they come from a different world where they freely speak what's on their mind. Rather than seeing this directness as insubordination, I learned to harness it as a valuable organisational strength,” he notes.
Drawing boundaries in a flexible world
Gerishen on his part offers a cautious yet insightful perspective on Gen Z integration. He notes that while hiring them is not the main challenge, sustaining genuine engagement requires extra effort because their approach to workplace interactions often feels overly casual compared to previous generations.
He believes one of the biggest challenges for HR leaders is how Gen Z engages at work, adding that their interactions often feel transactional and difficult to sustain.
“Even reasoning with them can be a challenge, because while management is often about finding win-win solutions, with Gen Z it isn’t always easy since they may not be as impartial as you’d expect,” Gerishen adds.
Despite these challenges, Gerishen has thoughtfully adapted his organisation's framework to accommodate Gen Z preferences whilst maintaining operational effectiveness. However, he emphasises the critical importance of clear boundaries and brutally honest communication.
“We are in a gig economy and must rethink our business frameworks. If a role does not require someone in the office every day, then we allow flexibility, but some positions demand physical presence and that has to be understood. My approach is to have very open and candid conversations about this and I make sure the discussion is respectful and professional,” he notes.
Turning questions into capability
Josephine, however, sees Gen Z's relentless questioning as a powerful asset rather than a workplace liability. She brings a distinctly optimistic perspective, viewing them as catalysts for meaningful organisational improvement.
“Gen Zs are very intelligent, they ask questions and you need to answer those questions and not hide behind. If it's not making sense, it's not making sense and you have to get into that conversation and help them get to the bottom of it,” Josephine says.
Her experience managing graduates at I&M Bank in Kenya has taught her that Gen Z employees need comprehensive support that extends far beyond traditional job training programmes. This crucial insight led to innovative mentoring programmes that addressed everything from financial planning to relationship advice.
“When you hire gen Z graduates, they often need a lot of guidance and coaching on life skills, so we started holding sessions where we discussed everything under the sun. That effort helped us retain 100 percent of those graduates, who said they stayed beyond the usual four or five months because we had built a genuine relationship with them,” she says.
Josephine strongly advocates for leveraging a four-generation workplace, where each age group contributes their unique strengths to create a more dynamic organisation.
