Page 33 - EngineerIT June July Issue 2026

EDUCATION

The South African Journal of Industrial Psychology examined workplace For South African organisations,
behaviours across multiple countries and found that what presents as a specifically those operating in the
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lack of initiative in Gen Z is more of an unfamiliarity with professional norms . technology sector with high levels
This generation is only one to three years out of an education environment of burnout and stress, these lines in
where expectations were informal, participation was low stakes and staying the sand don’t mean lazy. The Gen Z
quiet didn’t have consequences. When these Gen Zs enter the workplace employee is paying attention to their
and don’t move beyond what has been explicitly asked of them, they are wellbeing, and for workplaces that
uncertain and cautious. They don’t always take the initiative because they are build into this new framework, it means
genuinely unsure as to what is allowed and they don’t want to overstep in an that all employees will benefit from
environment where the rules haven’t been made clear. proper onboarding, clear processes
and a definitive work-life balance.
However, when managers provide structured expectations and consistent
feedback, Gen Z employees become more engaged and contribute ideas and There is a return on this investment.
step outside their comfort zones. This generation executes against what is When Gen Z are given the right
communicated with them so if you ask them to go beyond their current role instructions and space to thrive, they
or expectations, they will. They will even do so with less friction and require are more productive than any other
less emotional management than previous generations – the Gen Z given cohort – recent redPanda interns
constructive feedback and clear direction will take it as a necessary part of have been working faster and more
the working process and simply adapt their approaches and move on. effectively than any of the previous
five years. It is an opportunity for
Another part of this challenge for many employers, especially older companies to relook legacy working
generations with wildly differing ways of working, is how Gen Z draws clear frameworks that have traditionally
work and life boundaries. The Deloitte study found that this generation is worn out generations of employees
making deliberate and rational choices about risk inside a world that has and instead replace them with
given them significant reason to be cautious. They arrive at a certain time, something that works for everyone.
take proper lunch breaks and leave at the same time every day and place an Gen Z didn’t create a burnout culture;
honest value on the work-life exchange. they are just refusing to inherit it.

33 | EngineerIT June/July 2026