As Gen Z enters corporate Pakistan

DURING a tour of a local FMCG plant a few years ago, a senior manager mentioned a new pressure the brand was facing. He wasn’t speaking of a rising competitor in the market, changing consumer tastes, environmental concerns or even economy issues. He was referring to WhatsApp team groups: if there was any question or concern, particularly by interns, the senior management was expected to reply in real time or within a few minutes at the most. There was no tolerance for a polite, professional ‘we’ll get back to you in a few days’. I was puzzled that the manager felt so vulnerable over a question asked by a newbie intern. That was when iGen or Gen Z (born 1997-2010) were just arriving on the workplace scene and were not even full-time employees. Today, the power dynamic has changed further. Corporates across the world, and certainly many of the biggest, most successful companies in Pakistan, are scrambling to change their company cultures to appeal to their new batch of interns or associates, some of whom are demanding shorter hours, four-day work weeks and strong commitments to paperless and sustainable environments. They prefer changing jobs frequently to job stability, and have a desire to share assets and own less rather than aspire to the traditional goal of owning a house and luxury goods.