In recent times, there has been a substantial need for Malaysian companies to innovate upon the intricacies of their internal organizational environments so as to better accommodate the needs and preferences of the Gen Z workforce. Numerous studies have shown that the Gen Z workforce have increased expectations from their employees to provide avenues through which a greater sense of fulfilment and purpose can be achieved.
With workforce projections demonstrating a substantial 70% being occupied by Gen Z, a diversity of measured ought to be leveraged in order that the Gen Z workforce can transition smoothly and efficiently and lead transformational projects.
There are a wide array of challenges that pose difficulties to the organizational initiatives to develop and enhance company culture – primarily revolving around the need for comprehensive structural changes.
An increasing number of Gen Z employees are prioritizing work-life balance in order that their personal arrangements can be attended to. Results from Randstad Malaysia show that 29% of Generation Z in Malaysia have opted to undergo employment changes so as to benefit from those environments which afford hybrid working environments.
The Gen Z workforce also expects strong mental health infrastructure to be deeply embedded in work environments as this both inculcates and helps develop supportive spaces.
These supportive spaces are deemed to be crucial by Gen Z employees given the ever-growing challenges of a changing workforce. Another important area of concern are the organizational initiatives that afford convenience, ensuring that as much work-related stress is accounted for and mitigated—improving employee management.
Hybrid working environments have the potential to effectuate greater success in fostering an organizational culture which caters to the employee well-being due to the flexibility and convenience it affords, reducing the strain on the workforce.
Recently, the ministry of Human Resources has clarified that workers in Malaysia are entitled to petition their employers for flexible working arrangements. It is incumbent on Malaysian employers to innovate upon working arrangements to afford and accommodate the interests of the future Gen Z workforce.
Gen Zers have also been found to be more inclined towards social advocacy and activism, and are expected to place stronger expectations on employers to establish avenues for positive social impact.
Malaysian companies ought to curate sustainability and outreach. programmes which allow employees to work on addressing issues which affect various communities.
This has the potential to revolutionise and reconceptualise as to the function of working environments, as it not only catalyses progress towards improving employee welfare schemes but simultaneously advances steps towards increased involvement in moral and ethical causes.
An ideal company culture, in Malaysia, for the future will be one that is better oriented towards addressing needs & wants of the society at large and transforms working environments into hubs for social change.
The writer’s personal hope is that more can be done to create a more engaging and accommodating work culture for the benefit of all, but most particularly to ensure that the Gen Z workforce can enjoy more widespread organizational support.
This will be key in empowering a Gen Z workforce who will come to occupy significant leadership positions and will be key in guiding the future of organizational policy. It is precisely this future which will dictate the trajectory of nation-building in Malaysia. The government must continue to work with companies to implement crucial reforms.
The article was written by Malaysian Philosophy Society Networking and Partnerships Director Pravin Periasamy
