Generation Z: Embracing Entrepreneurship, Passion, Personal Branding, and Customized Work

When it comes to their career goals and interests, Generation Z shows a strong interest in entrepreneurship and an awareness of its importance.

“There’s evidence that they are more interested in, if not being an entrepreneur, having entrepreneurial skills, mindset, and approach to their careers,” says Melanie Buford, author, leadership educator, career coach, and lead editor of the new book, “Mapping the Future of Undergraduate Career Education.”

Many Gen Zers are also driven by originality. Buford notes that studies have shown this generation values original thought and contributing unique ideas to the world, which often leads them towards entrepreneurship.

“It’s often a combination of technology and the increasing cost of living and education that drives them to have multiple streams of income and to manage their time in different ways,” explains Buford, who warns that generational research is somewhat speculative.

“Having an entrepreneurial mindset, it makes sense they want to continue that in their work. They are skilled with technology and social media. They have curated an online identity, which influences how they think about their career. It shows they can juggle multiple priorities, roles, and identities at once.”

Despite changes in career preferences spurred by advances in technology and social media, there are similarities among generations. Millennials had high expectations for their careers, wanting high pay, the ability to travel, and freedom, Buford says.

“This is consistent with Gen Z, which unsurprisingly seems to want all that too,” she says.

“But given Gen Z’s context and time, they’re more aware of the challenges they face and there’s a lot of anxiety, depression, and concern about future finances. There’s a mix of concern and hope for the future, leading to uncertainty and anxiety.”

However, this also leads to creative solutions. The intersection of passion and self-branding has led to personalized work, which Buford notes, hasn’t been fully studied.

“Still, we see a pattern of younger people connecting their work more closely to their values,” she says.   

“Gen Z wants to know how they can uniquely contribute in their career. This leads them to seek work that is authentic to who they are. They tend to connect their identity to their work. Social media and technology have allowed them to curate their identity online and in workspaces, intensifying this trend.”

For example, Buford explains that on Twitter, content creation is increasingly popular among Gen Z. However, there is debate on how personal users should be on Twitter.

“Many people tie their identity to their work, especially those in marginalized groups or those who work on equity issues,” she says.

“Twitter can be challenging for them because attacks on their work feel like personal attacks. Technology and social media, where Gen Z creates and shares websites, videos, blogs, and other personal content, drive much of this.”

Though Gen Z increasingly identifies with their work, this is more of a mindset than a tangible process, Buford says.

“It’s manifesting in many ways, such as how they describe their job,” she explains.

“In previous generations, someone might say they work in HR. Today, Gen Z might say they are passionate about helping people find great jobs. It’s a different mindset, moving from identifying with a company or job to identifying with their passion.”

To support them in their career pursuit, career centers are working with students on personal branding, website presence, and materials that feel authentic and reflect who they are, ensuring a strong personal connection and sense of competence in their professional identity and work.

“Helping students build that is crucial so they feel authentic,” Buford says.

Career centers are also incorporating discussions and programs around burnout and well-being. This is important, Buford notes, because personal work can make setbacks more impactful.

“Students need protection and an identity outside of work, so they don’t experience burnout,” she says.

“Not every student needs to feel authentic with their work, but it is a growing cultural shift.”

Currently, we are in a job-seeker’s market, so recruiters may struggle to attract and retain talent.

“To connect with Gen Z students, a company must do more than just state its values; it must back them up with examples and results,” Buford suggests.

“There’s a strong focus on belonging, meaning employees want to feel their whole self belongs at work. Recruiters can help Gen Z candidates feel this by showing interest in their values and interests, describing their potential to contribute original ideas, and asking how much they want to personalize their work. To retain Gen Z employees, organizations need to listen to them and act on their feedback.”

These conversations can help Gen Z candidates align their career goals and interests with the culture and goals of their employer.

“This is the alignment many members of Gen Z are looking for in their careers,” Buford says.

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