4. Findings

This chapter presents the key findings and results derived from the research. The aim of this chapter is to provide a detailed analysis of the data collected through surveys, interviews, and case studies, as well as to interpret the implications of these findings in relation to the research questions. By examining both quantitative and qualitative data, we aim to highlight the critical trends, disparities, and areas of alignment and/or misalignment between Gen Z and downstream companies. The analysis will also identify actionable insights to address the gaps and challenges discovered during the study.

In the initial phase, we identified a limitation in our data due to the small sample size of our survey. This highlighted the importance of adhering closely to our designed sequential flow in the empirical research methodology. To address this, we bridged key survey findings into the one-on-one interviews with companies, allowing us to further investigate and validate the trends indicated by the survey. By completing the sequential empirical approach, we were able to cross-leverage the data, identifying clear correlations that mitigated the limitations posed by the small sample size.

4.1 Data & Analysis

Common Survey to Students and Downstream Companies

The demographic characteristics of the respondents in the quantitative questionnaire exhibit a high degree of consistency. The survey (Appendix A) was distributed via LinkedIn to downstream companies and through our local Learning Management System to the Danish and international student community. Responses were collected within an international context and categorized by organizational functions, country of origin, and organizational size. The respondents represent a mix of Danish and international companies, alongside Gen Z individuals. For the purposes of this study, "international" refers to Western cultures, including North America, Europe, Australia, and New Zealand. A detailed analysis of the demographic breakdown indicates that the data is both representative and meaningful, enabling relevant comparisons and facilitating conclusive insights. Although the sample size is small—Gen Z: N=30, Downstream Companies: N=9—it is deemed sufficient for assessing variations in professional value perceptions and identifying commonalities and differences between the groups

In our analysis of the top priorities and concerns for the two target groups, distinct patterns have emerged in the perceptions of both Gen Z and downstream companies

• Downstream companies have recognized a significant trend: the potential for conflict between Gen Z and traditional workplace structures. While companies are aware of this evolving dynamic, there remains an ongoing effort to fully grasp its broader implications and long-term consequences. A key concern for downstream companies lies in the potential negative impacts this generational clash may have on organizational cohesion and productivity.
  
  
• Gen Z views itself as highly proficient in technology, confidently navigating current and future phases of digital transformation. Their belief in their digital capabilities is resolute. However, a primary concern for Gen Z is the limited opportunities for rapid advancement within organizations, which they see as critical to their career development and engagement.

These findings shed light on the intricate interplay between Gen Z and established organizations, emphasizing the need for further exploration and strategic adaptation.

Our comprehensive analysis of the twelve value-driven themes has revealed notable disparities between downstream companies and Gen Z. Although these themes may appear abstract, they carry significant implications for organizational dynamics

• Cluster #1: Individual Dimension: This dimension examines the complex relationship between personal self-awareness and integrity. Downstream companies have expressed concerns about Gen Z employees, who often enter the workplace with a keen sense of autonomy. This can lead to challenges in adapting to established workplace norms, as digital natives stepping into traditional office environments may experience a clash of perspectives.
  
  
• Cluster #2: Social Dimension: In the social sphere, Gen Z places considerable importance on the organizational environment, particularly where communication and leadership intersect. For this generation, the workplace is not merely a venue for task execution but a community where belonging is essential. They envision a work culture that fosters mentorship, encourages innovation, and provides clear opportunities for career advancement. Gen Z's digital fluency underpins their pursuit of a workplace that aligns with their values, promoting both personal and professional growth

Figure 7 above illustrates the twelve value-driven questions, categorized into two clusters: the individual and social dimensions. The bars represent the degree of alignment between downstream companies and Gen Z. When the bars are centered, it indicates close alignment between the two groups. However, significant deviations toward either downstream companies or Gen Z signal a substantial gap in the perception of value-related topics. Our study reveals notable disparities between companies and Gen Z regarding workplace perceptions and expectations. From this analysis, four critical areas of concern have emerged: Flexibility, Adaptability, Development and Leadership and in the following we will focus to those four areas of concern

Theme A: Flexibility – High Concern for Downstream Companies

• Flexibility - Desire for self-manage time: Companies place significant importance on flexibility in the modern workplace. This is understood in two ways: granting flexibility in work hours while ensuring that discipline is maintained for collaboration and decision-making processes. However, there is a concern that Gen Z may misinterpret this flexibility, potentially leading to issues such as lateness and a lack of respect for scheduled meetings and collective activities.
  
  
• Interpretation of FLEXIBILITY obtained through interviews.
• For companies: The companies involved in our study have high expectations regarding workplace flexibility. This flexibility is reflected in how employees manage their time, align with company culture, and balance remote work with in-office meetings. Furthermore, flexibility is seen as crucial for optimizing collaboration and achieving collective goals, ensuring that outcomes benefit the organization.
  
  
• For Gen Z: The Gen Z workforce expects a flexible work environment, with hybrid models that incorporate both remote and in-office work. They also anticipate flexibility from their employers, particularly in accommodating unplanned personal interests. However, their broad interpretation of flexibility can occasionally result in reduced punctuality during meetings and shared activities
  
  
• LEARNING: Analyzing the survey responses alongside interview insights reveals that downstream companies view "flexibility" as a top priority. However, differing interpretations and expectations surrounding this concept are evident. For example, one might envision a downstream company representative saying, "We need you to work extended hours next week to complete a whitepaper for a customer," while a Gen Z employee could respond with, "I've spontaneously enrolled in a four-week surf academy in Portugal, starting Monday." These illustrative anecdotes highlight the contrasting perceptions of flexibility between the two groups, underscoring the challenges of aligning their expectations

Theme B: Adaptability – High Concern for Downstream Companies

• Adaptability – Capable of Adapting to new Situations: The companies in our study strongly emphasize adaptability, recognizing it as vital in today's collaborative work environment. Agility is crucial, whether adjusting to new workflows or navigating diverse team structures. However, Gen Z may encounter challenges in this area due to their keen sense of autonomy, characterized by heightened self-awareness and a desire to be involved in decision-making. This autonomy can potentially impede their ability to quickly adapt to unfamiliar settings and tasks.
  
  
• Interpretation of ADAPTABILITY obtained through interviews.
• For Companies: The companies in our study emphasize the need for both their organization and employees to adapt swiftly and efficiently to evolving market and business demands. This requires employees to be open to learning and adjusting to new tasks, as well as managing interim or transitional responsibilities that may extend beyond their formal job roles or predefined job descriptions.
  
  
• For Gen Z: Gen Z individuals are guided by their own interests and passions. They expect a high degree of adaptability from the organization, allowing them to selectively engage with interesting opportunities. Gen Z is unwilling to accept trivial or unwanted tasks, even if they are only temporary. They propose that such tasks should be managed differently.
  
  
• LEARNING: The analysis of survey responses, along with interview insights, reveals that downstream companies prioritize "adaptability" as a critical attribute. However, there is a noticeable divergence in how this concept is understood and applied across diverse groups. For example, a downstream company representative might say, "We need you to step in for our customer service team during a colleague's two-week sick leave," while a Gen Z employee might respond, "I've been in my engineering role for eight months and would like to participate in the upcoming marketing project kicking off next Monday" These illustrative examples highlight the differing expectations of adaptability, with companies emphasizing immediate role flexibility, whereas Gen Z seeks opportunities for broader, role-expanding engagement

Theme C: Development – High Concern for Gen Z

• Professional Development – Ability to advance in the organization: Gen Z holds high expectations for growth and swift advancement within organizations. They seek the freedom and opportunity to engage in work that aligns with their values and interests. However, they express concern that companies may not be fully committed to meeting these aspirations, potentially limiting their professional development and fulfilment
  
  
• Interpretation of DEVELOPMENT obtained through interviews.
• For Gen Z: Gen Z has distinct expectations regarding their career trajectories. They seek rapid and flexible career progression, both vertically and horizontally within organizations, and value opportunities that align with their personal passions and interests. This passion-driven approach often challenges traditional norms, rejecting the conventional idea that one must "work their way up" in a linear fashion.
  
  
• For Companies: Companies have increasingly recognized the importance of fostering personal growth among their employees. Larger organizations now offer structured career programs and predefined frameworks that outline clear pathways for career advancement. These frameworks help employees build and demonstrate the necessary competencies to progress to higher positions within the organization.

• LEARNING: The analysis of survey responses, combined with interview insights, reveals that Gen Z places foremost importance on "Personal Development" as a core career attribute. However, there is a clear divergence in how this concept is understood and implemented by diverse groups. For instance, a Gen Z participant might say, "I'm tired of working in testing; I want to transition into a sales executive role," whereas a downstream company representative might respond, "We have a structured framework to guide your next career move—let's stick with it and reassess next year." This contrast highlights the differing expectations: while companies emphasize a structured, gradual progression through established pathways, Gen Z seeks immediate opportunities for broader and more dynamic career advancement.

Theme D: Leadership – High Concern for Gen Z

• Leadership – Potential and desire to lead: Gen Z exhibits a strong aspiration for leadership roles, driven by a desire to make a meaningful impact within organizations. They seek to influence organizational culture, foster a sense of belonging, and contribute to a sense of purpose. However, there is some hesitation when it comes to embracing the full scope of authority and responsibility typically associated with leadership.
  
  
• Interpretation of the LEADERSHIP obtained through interviews.
• For Gen Z: Leadership, for Gen Z, is viewed primarily as having an impact by fostering followership and creating a workplace environment that emphasizes creativity and a keen sense of belonging. Their approach to leadership focuses on making a lasting difference through meaningful, purpose-driven missions.
  
  
• For Companies: From a corporate perspective, leadership is a multifaceted concept that includes accountability for the performance of a business function. It involves responsibility for financial outcomes, operational efficiency, and the development of an effective organizational structure. Additionally, it encompasses the ability to attract, recruit, and retain a talented and diverse workforce.
  
  
• LEARNING: The analysis of survey responses, reinforced by interview insights, shows that Gen Z views "leadership" as a key career aspiration. However, there is a clear divergence in how leadership is perceived and applied by diverse groups. For example, a Gen Z respondent might say, "I am passionate about making our ESG processes meaningful—let me expand and lead the team," while a downstream company representative could counter with, "Your team is underperforming, both in financial metrics and customer impact—you need to address this." These illustrative examples reveal the differing expectations: while companies focus on structured, performance-driven progression within established business frameworks, Gen Z seeks immediate leadership opportunities that align with their values and emphasize broader, mission-driven impact.

Framed Approach and Interview-guide to Downstream Companies

A series of interviews was conducted with companies operating within the services and technology sectors, ensuring an adequate representation of both large enterprises and small to mid-sized businesses. Some of the companies have an international presence, while others are more locally based. The interviews with downstream companies (N=7) followed a structured interview guide (Appendix B) and were time-limited to 90 minutes. This approach enabled us to systematically gather observations and perspectives, which were subsequently categorized into four key themes.

Theme #1: Recruitment Strategies
In recruitment strategies, a noticeable shift has occurred in the priorities of Gen Z. Rather than focusing solely on their qualifications and skills, these candidates increasingly prioritize the question, "What's in it for me?" This shift in perspective presents a unique challenge for employers, necessitating a strategic alignment of job offerings with the individual aspirations of candidates, and the need to meet them on their preferred channels.

One organization we interviewed, adept at navigating the complex dynamics between talent acquisition and team integration, adopted a strategic approach to address this challenge. Their process involves routing Gen Z candidates through a centralized Barcelona call center, followed by seamless integration into local teams. This method ensures that candidates not only possess the necessary skills but also align with the company's culture and values.

Furthermore, the company's emphasis on physical attendance at weekly meetings, led by the Managing Director, illustrates an effective balance between traditional and modern engagement practices. By fostering meaningful interactions and encouraging collaboration, this approach resonates with both experienced employees and newer recruits. The underlying takeaway is clear: downstream companies must develop a nuanced recruitment strategy that aligns individual aspirations with organizational goals, thereby fostering a cohesive and thriving workforce.

LEARNING: The primary insight gained from the response underscores a transformation in Gen Z's recruitment priorities. Rather than focusing exclusively on their qualifications, Gen Z candidates increasingly prioritize personal benefits, often asking, "What's in it for me?" This shift poses a challenge for employers, who must align job offerings with candidates' individual aspirations and utilize the channels that best engage Gen Z. The example of one organization highlights a thoughtful approach to this challenge, integrating Gen Z candidates through a centralized system while ensuring compatibility with the company's values and culture. Moreover, effectively balancing traditional recruitment practices with modern engagement techniques is critical for cultivating a cohesive, collaborative workforce.

Theme #2: Flexible Work Arrangements
The global pandemic has fundamentally reshaped work dynamics, prompting organizations to reevaluate their approaches. One of the most significant shifts has been the widespread adoption of flexible work arrangements. A company we interviewed faced challenges in finding a balance, encouraging employees to return to the office for three to four days a week, yet encountering resistance, particularly from those managing familial responsibilities.

At the core of this issue is the need to accommodate diverse employee needs within the evolving landscape of post-pandemic work structures. As organizations navigate these changes, a one-size-fits-all approach is no longer viable. The modern workforce is composed of individuals with varied experiences, responsibilities, and expectations. Therefore, flexibility must go beyond physical presence, embracing a holistic understanding of individual circumstances.

For younger employees, the trend of job-hopping every 1 to 1½ years, or early departures, highlights the need for employers to provide compelling incentives beyond traditional rewards. These may include opportunities for professional growth, skills development, and a supportive work environment that nurtures both personal and career advancement.

LEARNING: The key takeaways highlight the profound impact of the global pandemic on workplace dynamics, particularly in driving the widespread adoption of flexible work arrangements. Companies are facing challenges in striking a balance between encouraging in-office attendance and accommodating the diverse needs of employees, especially those with family responsibilities. The traditional "one-size-fits-all" approach is no longer effective, and organizations must embrace flexibility that considers individual circumstances. Additionally, younger employees, who are more likely to change jobs frequently, seek more than conventional rewards. They prioritize professional growth, skill development, and a supportive work environment. Companies that genuinely commit to flexible, inclusive policies will foster a more engaged and successful workforce

Theme #3: Professional Development
In the evolving landscape of professional development, a key principle emerges: recognizing and addressing the diverse needs of employees across generations. One organization we interviewed focuses on cultivating a positive, loyalty-driven culture that fosters strong leadership and serves as a model for shaping effective organizational structures.

Higher Educational Institutions play a crucial role in this ecosystem. By promoting structured work habits and resilience, Higher Educational Institutions must prepare students not only for academic success but also for the challenges of the workplace. The transition from theoretical learning to practical application requires a seamless bridge that connects academic knowledge with workforce readiness.

However, the journey extends beyond academic preparation. For Gen Z to succeed in organizational environments, they must navigate aspects that go beyond textbooks—such as decision-making processes, collaboration dynamics, and understanding the complexities of organizational structures. This "organizational literacy" equips them with the essential tools to thrive in complex work settings.

LEARNING: The key insights emphasize the critical need to address the diverse professional development needs of employees across generations. One organization highlights the importance of cultivating a loyalty-driven culture and strong leadership to shape effective organizational structures. Higher Educational Institutions must also play a pivotal role in preparing students for the workforce by fostering structured work habits and resilience. However, Gen Z's success in organizational environments requires more than academic knowledge. They must acquire "organizational literacy," which encompasses decision-making, collaboration, and an understanding of workplace dynamics. The collaboration between HEIs and workplace readiness is essential for developing well-rounded professionals who can thrive in complex career settings

Theme #4: Inclusive Organizational Culture
In the continuously evolving landscape of professional development, a key principle emerges: the importance of understanding and addressing the diverse needs of employees across different generations. One organization we interviewed places a strong emphasis on building a rewarding culture—one that fosters loyalty and serves as a model for effective leadership in shaping organizational dynamics.

The approach taken by several companies underscores the critical role of leadership, which extends beyond top-down decision-making. Instead, leadership involves creating an environment where every employee feels seen, heard, and valued. By nurturing a culture of respect, trust, and empowerment, leaders set the tone for the entire organization.

Companies interviewed demonstrated their commitment to these values by actively addressing issues like gender bias in the workplace. This includes pay equity, representation in leadership roles, and career advancement opportunities. The Managing Director of one company championed fairness, and her actions resonated with employees, reinforcing the organization's commitment to equality.

Our interviews revealed that organizations go beyond offering tangible rewards and benefits. While these rewards are important, the intangible aspects—such as fostering inclusivity and promoting diverse voices—carry equal weight in enhancing an organization's appeal. Employees seek more than just a paycheck; they desire a sense of belonging, growth, and purpose.

A company's legacy is shaped not only by its policies but also by the daily interactions that define the work environment. Organizations foster dialogue, promote mentorship, and advocate for diversity, creating a culture where collaboration, innovation, and personal development thrive.

LEARNING: The key takeaways emphasize the critical need to understand and address the diverse needs of employees across generations in fostering an inclusive organizational culture. Effective leadership, as demonstrated by the companies interviewed, goes beyond decision-making; it involves creating an environment where all employees feel valued, heard, and respected. Companies actively tackle issues such as gender bias by promoting pay equity, leadership representation, and career advancement opportunities. Beyond tangible rewards, employees seek a sense of belonging, growth, and purpose. Balancing empathy with strategic leadership helps build a collaborative, innovative, and supportive workplace where both personal and organizational growth can flourishConversational framework and Case Study: HOFOR

In our case study, the company we engaged with faced a critical challenge: attracting and retaining entry-level employees. HOFOR, through internal employee surveys, identified a significant trend—Gen Z employees were expressing fragmented concerns, and a notable portion of "first-year quitters" consisted of young professionals just entering the workforce. This presented a considerable issue for the organization.

Recognizing the urgency of the situation, leadership appointed a young and motivated employee, to lead the effort in finding a solution. Her task was to develop a program that specifically addressed the challenges faced by Gen Z employees. With full support from senior management, she launched the HOFOR YOUNG initiative. The program had two primary goals: to engage Gen Z employees both internally and externally, and to cultivate a knowledge-sharing community within the organization.

The first phase of the HOFOR YOUNG initiative involved conducting surveys and interviews. These interactions enabled she and her team to gather valuable insights and gain a deeper understanding of Gen Z employees' perspectives and needs

LEARNINGS: The key insights from this case study underscore the importance of recognizing and addressing the varied needs of employees across different generations. To achieve better alignment and manage expectations effectively, the following points should be considered:

• Addressing Misaligned Work Expectations: The high rate of first-year quitters among entry-level employees was due to a misalignment of work expectations. Identifying and addressing this gap is critical for improving employee retention.
  
  
• Tailored Approaches for Gen Z: Recognizing the diverse needs and comfort levels of Gen Z, organizations adopt individualized strategies. A "one size fits none" approach is key to enhancing engagement and satisfaction among young employees

• Building Gen Z Communities and Networks: Creating dedicated communities and networks for Gen Z employees fosters a sense of belonging and provides them with a platform to communicate directly with top management, ensuring their voices are heard

• Bi-Directional Mentorship Program: Implementing mentorship programs between Gen Z and senior employees is vital. These should be bi-directional, where both parties benefit—Gen Z offers fresh perspectives, while senior employees provide valuable experience and guidance
  
  
• Aligning Company Purpose with Gen Z Values: To retain Gen Z talent, companies must ensure that their purpose and values resonate with the organization's mission. Top management should actively demonstrate support for these values through their daily actions and decision-making.

4.2 Key Findings

In today's corporate landscape, organizations are increasingly faced with a generational divide as Gen Z challenges established workplace norms. Companies must adapt to this shift by developing effective strategies to engage, train, and integrate entry-level employees. Gen Z, defined by their technological fluency and entrepreneurial mindset, approaches the digital transformation with confidence. However, their strong belief in their digital skills is juxtaposed with uncertainties about fitting within traditional organizational structures.

Companies acknowledge the need for flexibility and adaptability to accommodate these changes. While flexible work schedules are becoming the norm, organizations still emphasize punctuality and the ability to swiftly adapt to new work demands. In contrast, Gen Z places greater value on personalized attention from employers and seeks professional growth opportunities, focusing on leadership roles that emphasize impact and purpose over traditional organizational accountability.

Through our surveys, extensive interviews and out in-dept case study, we have identified key insights that highlight the delicate balance required to foster a thriving, cross-generational workforce. The following key findings explore the critical areas of disciplines necessary to support and engage Gen Z effectively.

Workplace Flexibility and Adaptability

• Flexibility: There is a significant divergence in how flexibility is interpreted by Gen Z and downstream companies. While companies prioritize flexibility in work hours and task completion, Gen Z emphasizes personal freedom, often prioritizing spontaneous personal commitments over immediate work demands.
• Adaptability: Companies expect immediate role flexibility to address short-term needs, while Gen Z looks for broader opportunities to explore different projects and develop diverse skills.

Professional Growth and Development

• Personal Development: Gen Z seeks rapid, dynamic career advancement, often desiring lateral or cross-functional movements, while companies prefer structured, gradual progression through predefined career paths.
• Leadership: Gen Z views leadership as an opportunity to drive purpose and make an impact, whereas companies emphasize performance-driven leadership within established frameworks. This mismatch highlights differing views on leadership roles and responsibilities.

Organizational Culture and Engagement

• Recruitment Strategies: Gen Z prioritizes personal benefits and values alignment over traditional recruitment metrics. Companies must adapt by leveraging modern channels and tailoring job offerings to meet individual aspirations.
• Inclusive Organizational Culture: Effective leadership involves creating inclusive environments where all employees feel valued and heard. Addressing issues like gender bias and promoting career advancement for all employees fosters a sense of belonging and purpose.

Corporate Practices and Mentorship

• Corporate Practices: Addressing the misalignment of work expectations is crucial for retaining Gen Z employees. A tailored, individualized approach, alongside building Gen Z communities, ensures greater engagement and satisfaction.
• Bi-Directional Mentorship: Establishing mentorship programs between Gen Z and senior employees creates a bi-directional learning environment, where both parties benefit from fresh perspectives and valuable experience.