The shifting dynamics of work preferences, especially among Generation Z, have sparked lively discussions in corporate circles. While remote work has surged in popularity, especially among millennials, Gen Z’s stance appears more nuanced. To unpack this complexity, I interviewed the Co-Founder & Co-CEO of Untapped Adam Gefkovicz.
The Complex Relationship with Remote Work
Adam Gefkovicz provided a compelling perspective on Gen Z’s nuanced view of remote and hybrid work. According to Gefkovicz, while surveys indicate a preference for flexibility, Gen Z is notably inclined toward in-person office interactions compared to millennials. This inclination is influenced by their unique experiences during formative years marked by the COVID-19 pandemic.
“Many Gen Z candidates experienced remote learning during college and felt they missed out on critical in-person components of their education,” Gefkovicz explained. This feeling of having missed out extends to their professional lives, where they seek opportunities for collaboration, mentorship, and team bonding, which are more naturally facilitated in an office environment.
The Human Element of Work
Gefkovicz highlighted the importance of the human element in work for Gen Z. “Collaboration, having a meal together, and getting to know one another in person are innately human experiences that many Gen Z employees crave,” he said. The in-person interaction offers not just professional growth but also personal fulfillment, something they find lacking in remote settings.
This demographic also values the communal experience that tech companies, particularly those in the Bay Area, provide. The desire to be part of a vibrant office culture, complete with events and casual social interactions, is strong among Gen Z employees. They view these experiences as essential to building a cohesive team and fostering a sense of belonging.
The Impact of Proximity Bias
One of the significant concerns driving Gen Z back to the office is proximity bias. Gefkovicz noted, “Especially for young folks who have worked very hard to get into top universities and secure prestigious tech jobs, there’s a worry that remote work might hinder their career progression.” This concern is particularly pronounced among individuals from underrepresented backgrounds, who feel that being physically present in the office could provide them with better visibility and opportunities for advancement.
Proximity bias, the tendency for those physically closer to receive more attention and opportunities from supervisors, plays a critical role in this decision. Gen Z employees are keenly aware of the potential career disadvantages of remote work and often opt for in-person roles to mitigate these risks.
The Quest for Mentorship and Sponsorship
Another key factor influencing Gen Z’s preference for office work is the desire for mentorship and sponsorship. Gefkovicz emphasized, “Gen Z candidates have grown up in a very uncertain world. Clear expectations, structured onboarding, and robust mentorship are crucial for them.”
Untapped’s research with 5,000 Gen Z candidates revealed that a significant majority preferred joining talent communities and being interviewed by members of employee resource groups (ERGs) before accepting job offers. These findings underscore the importance of mentoring and support systems in attracting and retaining Gen Z talent.
Gefkovicz shared how ERGs and structured mentoring programs could bridge the gap between remote and in-person work preferences. “ERGs can play a powerful role in creating clear expectations and a sense of community, which are vital for Gen Z,” he said. These groups help underrepresented candidates navigate the corporate landscape, ensuring they have the support needed to thrive.
Navigating the Balance Between Remote and In-Person Work
While remote work offers undeniable benefits, such as reducing microaggressions and providing a more comfortable working environment for many, it also has its drawbacks. Gefkovicz acknowledged that remote work has unlocked significant potential for those who might feel judged or uncomfortable in traditional office settings. However, he argued that the debate between remote and in-person work is overly simplified.
“The truth is, remote work is great for some reasons and less beneficial for others,” he said. “The best teams will find strategies to accommodate both types of workers so they can show up, do their best work, be fulfilled, and help bring their company’s mission to life.”
This balanced approach is crucial as companies navigate the post-pandemic world. Many organizations, including Untapped, are transitioning from remote-first models to more hybrid arrangements. “We’re remote-first now, but I would venture to say we’re gradually growing to become more hybrid,” Gefkovicz noted, reflecting a broader trend among tech companies.
Shaping the Future of Work
Gefkovicz also shared insights into Untapped’s mission and operations. Growing up with a non-traditional background, Gefkovicz’s personal journey underscored the importance of access and opportunity, leading to the creation of Untapped. The platform focuses on helping companies build diverse teams with a specialization in early-career talent.
“Our journey from in-person to remote has been confusing, as it has been for many companies,” he admitted. Untapped has evolved into a remote-first company but continues to emphasize the importance of in-person interactions through annual company-wide offsites and team gatherings.
Gen Z’s relationship with remote work is intricate and multifaceted. I tell my clients who are trying to refine their hybrid work models that Gen Z has a clear preference for some in-person work, driven by a combination of missing out on formative experiences, the need for human connection, concerns about proximity bias, and the desire for robust mentorship, while also rejecting full-time in-office work. As companies like Untapped adapt to these preferences, they pave the way for a more inclusive and dynamic future of work, balancing the benefits of both remote and in-person environments.
About the Author
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Thought Leaders and Content Creators: Unlocking the Potential of Generative AI for Innovative and Effective Content Creation. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business Review, Inc. Magazine, USA Today, CBS News, Fox News, Time, Business Insider, Fortune, The New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consulting, coaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.
