If you’re a manager in 2024, you might be giving feedback the wrong way. Remember when feedback sessions were simply about telling employees what they need to improve on? Those days are long gone.
Gen Z is rebelling and has very different expectations on this issue, which is causing a widening divide among employees.
A recent Gallup poll found that young workers feel like their opinions aren’t being taken into account at work, and they also report feeling alienated by their managers.
And when employees aren’t passionate about their jobs, they often end up looking for a new employer.
A key part of solving this problem is understanding the different ways Gen Z (those born between 1997 and 2012) think about feedback.
Culture clash
Managers, by and large, come from previous generations, which means they may find Gen Z’s communication style and feedback expectations quite foreign.
There are many different ways to give feedback, and no one model works perfectly for everyone.
However, older managers may rely on more traditional, formal and less frequent methods of feedback, or may appear critical because they only provide suggestions for improvement based on their own experience.
In contrast, younger workers want and expect to be able to ask questions and need to be involved.
Manager’s Challenges
There are many reasons why managers may not feel confident providing feedback to Gen Z.
You may be worried that your words will be misconstrued or that you will come across as too critical, which can lead to you being vague about your feedback or, worse, not giving feedback at all.
Another reason may be a lack of training on modern feedback techniques, which emphasize real-time communication, digital tools, clear conversation, and inquisitive dialogue.
Or they may simply see the need for frequent and immediate feedback as too much work or unrealistic, especially in busy or high-pressure environments.
What do young workers expect from feedback?
Gen Z employees are the first generation to grow up in the digital age. They have never known a world without the internet, email, or mobile phones.
Instant access to information and instant responses have become the norm, and live streaming is their world.
Employees expect prompt and ongoing information to feel engaged and valued, so when it comes to feedback, they want it to be immediate and regular.
Additionally, feedback should be constructive, personal, and reflect a genuine interest in their specific career development and personal growth.
It’s crucial that employees feel included in the conversation about their performance at work. Employees prefer two-way feedback mechanisms and expect to have a say in their professional lives.
Meanwhile, transparency and honesty are key values for this generation, and they see these as essential for professional development.
Younger employees want to know not only where they stand, but how they can continue to improve.
Gen Z workers not only expect to be given the opportunity to think about the things that matter to them, but they also want to be spoken to in an emotionally intelligent way, even if they don’t have that skill set themselves yet.
If you want your feedback to be received most effectively, you need to let go of the old idea of “respecting your elders” and start looking at your team in a more holistic way.
Why is this important?
Leaders know that a diverse workforce, including age diversity, is a stronger workforce.
But mixing generations in the workplace means you need to understand how to get along with colleagues who have different views, including managing different expectations around feedback.
5 tips to get better feedback
It’s not what you say, but how you convey the information that matters.
Here are my top tips:
Leverage technology: Use digital tools and platforms for continuous feedback, such as apps, instant messaging, and online project management tools that allow for real-time communication and updates.
Set clear expectations: From day one, make it clear what is expected of employees and how and when they will receive feedback. This sets transparent benchmarks by which employees can measure their performance.
Foster a culture of growth: Encourage a growth mindset by focusing on development opportunities, not just performance critique. Make feedback a constructive part of everyday work, not a formal, isolated event.
Be granular: Give employees specific examples of the behaviors you want them to continue or change, and offer actionable advice on how to improve. And keep them aware of their progress. This isn’t just true for Gen Z employees—it applies to everyone—but Gen Z knows they’ll look for feedback when they find it valuable and relevant.
Encourage self-feedback: Foster a culture where employees can evaluate their own performance and identify areas for improvement. Give employees responsibility for leading their own development.
As Gen Z becomes a larger part of the workforce, traditional forms of feedback will become less and less necessary. But by adapting to changing expectations, we can all benefit from more inclusive ways of giving constructive criticism.
