Navigating the New Workforce: Understanding and Embracing the Rise of Gen Z

In the ever-evolving landscape of the modern workplace, a seismic shift is on the horizon. Generation Z, a cohort defined by its technological fluency and progressive values, is set to overtake older adults in the U.S. workforce by 2024, according to a recent Glassdoor trend forecast report. This demographic shift is not just a numerical change; it’s a transformation that carries “pretty sweeping implications for what employers prioritize,” as noted by Glassdoor chief economist Aaron Terrazas.

The Gen Z Influence: A New Era in the Workplace

The ascent of Generation Z into the workforce heralds a transformative era, one characterized by a set of values and expectations starkly different from their predecessors. Having grown up amidst political turmoil and the Covid-19 pandemic, Gen Z enters the professional world with a unique perspective. They are not just looking for a job; they are seeking roles that allow them to make an impact, with a preference for employers demonstrating a strong social conscience, upward mobility, and creative opportunities.

For instance, in the realm of older adults care nursing, this translates to a desire for roles that go beyond traditional caregiving. Gen Z nurses might seek positions where they can implement innovative care strategies, participate in policy advocacy for older adult health issues, or engage in community outreach programs that enhance the well-being of older adults. They might be drawn to employers who support continuous learning and offer opportunities to specialize in gerontology or palliative care, reflecting their aspiration for upward mobility and specialization.

A study on illegitimate tasks and work withdrawal behavior among Generation Z employees reveals a critical insight: Gen Z is sensitive to tasks they perceive as illegitimate or beneath their qualifications, leading to higher turnover or disengagement. This finding underscores the need for employers to align job roles and responsibilities with Gen Z’s expectations and values to maintain a motivated and engaged workforce.

In the context of older adult care nursing, this could mean reevaluating job descriptions and duties to ensure they are meaningful and align with Gen Z’s values. For example, a Gen Z nurse might find it disengaging to perform repetitive administrative tasks that could be automated or streamlined. Instead, they would find value in roles that allow them to interact meaningfully with patients, contribute to treatment planning, and participate in interdisciplinary teams to improve patient outcomes.

Employers might also consider offering rotational programs where Gen Z nurses can experience different aspects of older adult care, from in-home care settings to specialized dementia units, to align with their desire for diverse experiences and continuous growth. Providing platforms for Gen Z nurses to lead or contribute to projects, such as developing new care protocols or community health initiatives, can also satisfy their need for creativity and impact.

In embracing the Gen Z influence, older adult care facilities and healthcare organizations must recognize and adapt to these new expectations. By doing so, they can foster a work environment that not only attracts and retains this new generation of healthcare professionals but also enhances the quality of care provided to older adults. As Gen Z nurses bring their tech-savviness, empathy, and innovative thinking to the forefront, the potential to revolutionize older adult care and create a more holistic, patient-centered approach is immense.

Adapting to Change: What Employers Need to Know

As Generation Z becomes a more dominant force in the workforce, particularly in critical sectors like older adult care, employers must adapt to accommodate their distinct needs and preferences. The traditional hierarchical structures and rigid work environments are unlikely to appeal to this new generation of workers. Instead, they value flat organizational structures, seek meaningful engagement, and prefer flexible work arrangements that allow for a healthy work-life balance.

For example, in eldercare nursing, a flat organizational structure might mean more collaborative decision-making processes where Gen Z nurses feel their opinions and insights are valued and considered in patient care strategies. This could involve regular team huddles where all staff, regardless of rank, are encouraged to share ideas and feedback. Employers might also establish nurse-led councils that empower Gen Z nurses to spearhead initiatives or improvements in patient care.

Meaningful engagement for Gen Z in older adult care could involve opportunities to connect with patients on a deeper level. This might include assigning nurses to the same patients over time to build relationships and provide continuity of care, or creating roles focused on patient advocacy and family liaison, which allow nurses to work closely with patients’ families and other healthcare providers to coordinate holistic care.

Flexible work arrangements are particularly crucial in the demanding field of nursing. Employers might offer Gen Z nurses more control over their schedules, such as self-scheduling systems, flexible shift options, or part-time positions that allow for a better work-life balance. Some facilities might explore job-sharing arrangements or offer opportunities for remote work in roles that don’t require direct patient care, such as case management or telehealth services.

However, this doesn’t mean Gen Z is shying away from in-person interactions. Studies show that despite their digital nativity, many Gen Zers favor face-to-face interactions, albeit in more flexible settings like coffee shops or co-working spaces. This paradoxical preference highlights the complexity of catering to this generation’s needs and the importance of offering diverse and adaptable working environments.

In older adult care, this might translate to creating more welcoming and versatile staff areas that mimic the comfort of a coffee shop or co-working space, where nurses can relax, collaborate, or catch up on administrative tasks. Employers might also consider how technology can facilitate better in-person care, such as using tablets or mobile devices to allow nurses more mobility and time with patients instead of being tethered to a stationary nursing station.

Additionally, providing opportunities for Gen Z nurses to engage in community outreach or health education programs can offer the in-person interaction they crave while also promoting public health and strengthening the bond between healthcare providers and the communities they serve.

In adapting to these changes, it’s crucial for employers in older adult services to recognize the unique blend of digital fluency, desire for meaningful work, and need for flexibility that characterizes Gen Z. By creating a supportive, adaptable, and collaborative work environment, older adult centers can not only attract and retain this new generation of nurses but also enhance the quality of care and innovation in the services they provide.

Leadership and Development: Key to Retention

In the realm of nursing and services for older adults, one of the most critical areas for employers to focus on is leadership and development. The study “Improving Millennial Employees’ OCB” provides valuable insights that can also be applied to Gen Z. It found that ethical leadership positively predicts Organizational Citizenship Behavior (OCB), with the mediating effects of ethical climate and affective well-being playing significant roles. This suggests that Gen Z, much like Millennials, will respond positively to ethical, transparent, and supportive leadership.

For instance, in older adult care settings, ethical leadership might manifest as administrators who not only uphold high standards of patient care but also actively advocate for the well-being and professional growth of their staff. This could involve implementing transparent communication channels where nurses feel heard and respected, or establishing ethical guidelines that ensure patients and staff are treated with dignity and compassion.

Moreover, continuous feedback and professional development opportunities are non-negotiable for Gen Z. They are not afraid to leave a job where they feel undervalued or where their growth is stifled. In older adult care, this might mean offering regular one-on-one meetings with supervisors where nurses can discuss their career goals, receive constructive feedback, and map out a clear path for advancement. It could also involve providing access to continuing education courses, workshops, and seminars that keep staff updated on the latest in older adult care research, technology, and best practices.

As noted in the research examining job satisfaction among millennial nurses, fostering a workplace that nurtures empathy, respect, and continuous learning is crucial for retention and engagement. In practical terms, this could translate to mentorship programs where experienced nurses guide newer staff, sharing knowledge and offering support as they navigate the complexities of older adult care. It might also involve recognizing and rewarding staff who go above and beyond in their care for patients, whether through formal awards, bonuses, or simple acknowledgments in team meetings.

Creating a culture of continuous learning and improvement can also be achieved through regular team debriefs where staff can collaboratively discuss what went well and what could be improved in their care delivery. This not only fosters a sense of team cohesion and mutual support but also encourages a proactive approach to enhancing the quality of care.

In essence, for older adult care centers and service providers for older adults, investing in ethical, supportive leadership and robust development opportunities is not just a strategy for retention; it’s a commitment to creating a work environment where Gen Z nurses and caregivers can thrive, grow, and continue to provide compassionate, high-quality care to the older adults they serve. By doing so, employers not only retain their workforce but also enhance the overall standard of care and well-being for both staff and patients alike.

Conclusion: Embracing the Future

The rise of Generation Z in the workforce, particularly in sectors like older adult care nursing and services for older adults, represents not a challenge but a profound opportunity. It’s a chance for healthcare centers, nursing homes, and service providers to innovate, to redefine their corporate cultures, and to build a more dynamic, inclusive, and forward-thinking workplace. By understanding and embracing the values and expectations of Gen Z, employers can unlock a new wave of productivity, creativity, and growth.

For example, in older adult care, embracing the future might mean integrating technology in ways that resonate with Gen Z’s digital fluency. This could involve using advanced health monitoring systems that allow for more efficient patient care or adopting communication platforms that enable staff to collaborate more effectively and share insights in real-time.

Redefining corporate culture in older adult care could involve creating more inclusive and diverse environments that reflect the values of Gen Z. This might mean actively promoting diversity in hiring, providing cultural competency training to staff, and ensuring that all patients, regardless of their background, receive care that is respectful and sensitive to their needs.

Building a dynamic and forward-thinking workplace in older adult care also means being open to new ideas and innovations. Employers can encourage Gen Z staff to contribute their perspectives and suggestions, perhaps through regular innovation labs or brainstorming sessions where all team members are invited to propose new ways to enhance patient care and operational efficiency.

By embracing these changes, older adult care centers and service providers can not only attract and retain Gen Z talent but also improve their services and care for older adults. This generation’s drive for meaningful work, their technological savvy, and their fresh perspectives can lead to improved patient outcomes, more efficient operations, and a more positive and supportive work environment for all staff.

As we stand on the brink of this new era, the message is clear: adapt, engage, and thrive. The future belongs to those ready to embrace the change. For older adult care providers, this means recognizing the unique contributions Gen Z can make, valuing their input and ideas, and creating a workplace that not only meets their needs but also leverages their strengths. In doing so, the sector can ensure that it not only survives but thrives in the years to come, providing compassionate, innovative care to the older adults who depend on it.


The entry of Generation Z into the workforce, especially in eldercare nursing and services for older adults, is a pivotal opportunity for innovation and cultural transformation. Gen Z’s unique values, technological fluency, and desire for meaningful work necessitate a shift from traditional hierarchical structures to more inclusive, flexible, and collaborative work environments. Employers must adapt by offering ethical leadership, continuous development, and opportunities for meaningful engagement. Embracing these changes will not only attract and retain Gen Z talent but also enhance the quality of care and service for older adults, ensuring a dynamic, productive, and compassionate future in eldercare.


  1. Terrazas, A. (2023, December 5). Gen Z could overtake Boomers in the workforce in 2024: This has ‘sweeping implications,’ economist says. CNBC. Retrieved December 22, 2023, from
  2. Fan, P. (2023). Do Illegitimate Tasks Lead to Work Withdrawal Behavior among Generation Z Employees? Behavioral Sciences (Basel, Switzerland), 13(9). Retrieved December 22, 2023, from
  3. Waltz, L. A. (2020). Exploring job satisfaction and workplace engagement in millennial nurses. Journal of Nursing Management, 28(3). Retrieved December 22, 2023, from
  4. Hedden, L. (2020). Modern work patterns of “classic” versus millennial family doctors and their effect. Human Resources for Health, 18(1). Retrieved December 22, 2023, from
  5. Su, W. (2021). Improving Millennial Employees’ OCB: A Multilevel Mediated and Moderated Model. International Journal of Environmental Research and Public Health, 18(15). Retrieved December 22, 2023, from

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