Edinburgh Napier University

  This research examines high-potential Generation-Z’s expectations of work and the contemporary workplace. The expectations of these young people on the cusp of making their education-to-work transition are compared with employers’ expectations of future young employees to assess contemporary workplace readiness for the emerging workforce, and whether young people’s expectations correspond (or not) with the skills and attributes required in modern and future workplaces.

Using the Capability Approach as an analytical lens, the research sought to uncover what young people value in terms of their future working lives. Data collection consisted of a triangulated and three-staged approach, with the aim of capturing a wide range of views and experiences of multiple stakeholders including key informants, young people, and a diverse group of employers. The empirical research design was informed by a literature review undertaken prior to collecting data, and each consecutive stage of data collection informed the design of the next stage.

Findings reveal that the changing nature of work and young people’s subsequent expectations of the contemporary workplace, its leadership, and the development of workplace relationships may differ from previous generations. These expectations continue to shape the nature of psychological contracts (implicit employment deal), which are increasingly formed on the principle of transactional (short-term mutual exchanges) as opposed to traditional relational (long-term commitment and loyalty) factors. Moreover, there may be some dissonance between (unrealistic) workplace expectations and realities. For example, employers believed that young people making their education-to-work transition are not always sufficiently prepared and equipped for the world of work. Conversely, some employers may have different – potentially unrealistic – expectations of young workers. Rather than pitch generations against each other in the workplace, there is a need to harness and embrace the synergies that can be derived from high-functioning multi-generational workforces as both younger and established workers each have valued and complementary skillsets.

The report concludes by reflecting on practice implications and offering 10 specific recommendations to employers, and educators and policy makers.