In the coming years, Generation Z (or «Zoomers») will comprise a significant part of the business workforce. According to the sociological theory of generations (W. Strauss, N. Howe), each generation has a unique set of values, beliefs, and behavioural patterns shaped by socio-historical context. This concept helps explain differences in thinking and behaviour among different generations (Baby Boomers, Generations X, Y or Millennials, Z or Zoomers, and Alpha). Foreign authors generally define Zoomers as those born between 1997 and 2012, while Russian researchers often set the range from 2003 to 2015, emphasising that the key criterion is not birth date but shared values.

It is precisely these values, radically different from previous generations' mindsets, that create a systemic challenge for business today. The future of the economy directly depends on companies' ability to adapt their management approaches to the new generation of employees.

Analysis of research and HR reports identifies key traits shaping Zoomers' behaviour in the workplace:

1. Digital competence, manifested in active use of gadgets and digital online services and technologies. Zoomers are the first generation that did not learn to use technologies but grew up with them. In this sense, they possess unique digital skills.
2. Clip thinking, characterised by rapid consumption of short, time-limited, predominantly visual content (such as stories, memes, social media posts). As a result, Zoomers have the skill of quickly switching between tasks, preference for quick jobs, visualisation and multitasking, and a dislike of monotonous work.
3. Pragmatism and focus on personal branding. Zoomers value practical skills over diplomas. This generation has new role models—successful bloggers demonstrating an alternative to traditional careers: quick success based on personal expertise and autonomy rather than long painstaking work and climbing the career ladder. Moreover, many Zoomers started working during the pandemic when all were learning and working remotely, reinforcing their demand for autonomy at work.
4. Flexibility instead of a career ladder. The classical career model «work hard for years for a reward» has lost relevance. Zoomers easily change jobs, cities, and lifestyles, valuing adaptability and diverse experiences. For them, only meaningful activity aimed at achieving truly important goals matters, which brings job satisfaction and a sense of happiness in life. They are unwilling to endure psychological discomfort for a «prestigious» job.
5. Culture of horizontal communication. Vertical hierarchies are seen as outdated. Direct communication with management through messengers and social networks as well as openly expressing one’s position is the norm.

Interesting data was obtained by researchers of the Moscow School of Management Skolkovo, who studied the specifics of the key priorities of Generation Z in Russia [1]. The survey revealed the weight of each of the 10 factors that affect the choice of the employer company (Figure 1).

Fig 1. Priorities of choosing an employer by Russian zoomers (factor value in %)

Thus, for Russian zoomers the most important is the criterion of remuneration, as well as a good atmosphere in the team, the reputation of the company, the ability to work in a flexible schedule (hybrid and remote forms of employment). In general, these key criteria coincide with global trends regarding the younger generation's attitude towards work.

To attract and retain Generation Z representatives, businesses need a deep transformation of management systems. Experts suggest focusing on the following strategies:

1. Continuous learning and development. Introducing mentorship, coaching systems, access to educational platforms and electronic libraries, developing AI skills—all these respond to Zoomers' demand for constant professional growth and competence expansion.
2. Orientation toward values and meaning. Work must be socially significant and align with the employee's personal principles. It's important to convey how their effort impacts final results and benefits society.
3. Flexible work environment. Flexible schedules and hybrid work formats are key factors when choosing an employer, providing a balance between freedom and a sense of team belonging.
4. Comprehensive motivation. Financial incentives are important but effective only when combined with intangible factors, mainly care for mental health, job security guarantees, and transparency of company policies.
5. Modern technologies and tools in work. Business processes executed by Zoomer employees are more sustainable and efficient if built on up-to-date digital systems (AI tools, modern CRM systems, communication messengers, cloud storage).

Generation Z is not just young employees; they carry a new philosophy of labor shaped by the digital environment. Their entry into the labor market forces businesses to reconsider established work patterns. Companies that can offer not merely a «workplace» but an environment for self-realisation based on flexibility, meaning, and technological excellence will gain a workforce for innovation and growth.

The ability to work with Zoomers and speak their language transforms from an HR trend into a strategy for sustainable business development in the future.

References:

1. Nikonov E., Shamis E. Theory of Generations. Extraordinary X. — Moscow: Synergy Book, 2019. — 192 p.
2. Deloitte Global's 2025 Gen Z and Millennial Survey finds these generations focused on growth as they seek money, meaning, and well-being. — Electronic source: https://finance.yahoo.com (accessed 24.10.2025).
3. Robinson, B. Gen Z Is Re-Writing The Rules Of Workplace Careers In 2025 / B. Robinson. — Electronic source: https://www.forbes.com (accessed 23.10.2025).
4. Ryan, Pendell. Fully Remote Work Least Popular With Gen Z / Pendell Ryan. — Electronic source: https://www.gallup.com (accessed 23.10.2025).