Today's labor market is flooded with the generation born between the mid-1990s and the early 2010s, better known as Generation Z, or Gen Z. Different from previous generations, Gen Z has unique characteristics.
Gen Z has grown up with the internet, social media and technology, using digital communication as their mother tongue. They are used to easy access to information, efficient platforms, and advanced technology in every aspect of work.
So with these different characteristics, in the world of work, the human resources department needs to reset work standards, so that Gen Z can adapt, innovate, and formulate more effective engagement strategies.
Ignoring the characteristics of Gen Z people can have a significant impact on retention, productivity and company culture. Because Gen Z tends to want meaningful work, aligned with their personal values, that has a positive impact on society or the environment. Companies with a clear vision and mission will be more attractive to them.
But despite its privileges, Gen Z also has negative characteristics that are more prevalent in their generation than in previous generations. Based on various studies, it turns out that Gen Z workers are twice as likely as boomers to disguise their shortcomings. In fact, 56% of them do this to their boss or HR department.
Almost half of Gen Z tends to hide their mental health, self-care habits, or past experiences to project a strong professional image so that they are more easily promoted.
This kind of behavior is commonly referred to as quiet covering. It is the act of employees hiding certain personal attributes, such as age, ethnicity, sexual orientation, or health conditions, in order to be accepted in the workplace, appear professional, and have better career opportunities.
This phenomenon reflects the dilemma between authenticity and the need to be accepted in one's environment, while highlighting the issue of psychological discomfort and the pressure to be perfect in an obsessive work culture.
Beyond Gen Z's tendency to hide its flaws, this phenomenon also reveals ontological issues about identity in the modern context, especially in professional settings. Individuals are faced with the philosophical questions: "Who am I in my corporate role?" and "How do I maintain my authenticity in a world that values diversity?"
Therefore, quiet covering goes against the ethical concept of independence and autonomy, where individuals should have the freedom to express themselves authentically. Individuals who engage in quiet covering are forced to suppress aspects of themselves in order to be accepted, sacrificing autonomy for safety and social acceptance.
Socially, quiet covering is a manifestation of the stigma and stereotypes that exist in society, especially towards Gen Z. As individuals, they feel the need to cover up their personal attributes to avoid discrimination and injustice.
From a pragmatic point of view, quiet covering can be seen as a strategy to survive and achieve goals in a competitive work environment. As individuals, they implement camouflage actions to achieve pragmatic gains, such as promotion and social acceptance.
But in effect, by masking part of their identity, individuals lose half of their humanity, which impacts mental health, engagement and well-being.
Employees who do not feel safe to show their authentic ideas will be inhibited from proposing innovative ideas, an important concept in social philosophy that promotes freedom of thought.
The existence of this phenomenon shows that companies also need to mitigate by creating an inclusive and supportive work environment. In line with the values of justice and respect for diversity.
A leader also needs to create a safe and supportive work environment, where employees feel comfortable to express themselves without fear of negative judgment, discrimination, or career barriers.
A leader can strengthen open communication, hold one-on-one sessions to understand their people's problems, create an inclusive culture, and set policies that protect diversity.
He or she also needs to be proactive in monitoring employee satisfaction levels, responding to feedback, and identifying signs of trouble. Take the necessary action, offering the right solutions and support to address the root causes of quiet covering issues.
