The growing number of Generation Z workers (born between 1997 and 2012) over the past five years has created dynamics due to the unpreparedness of company leaders and senior employees to adapt to their work rhythms and culture. Communicating values in a healthy manner, opening up consultation spaces, and providing Generation Z workers witha clearsense of purpose has proven to be an effective strategy for increasing retention, in addition to spurring real contributions from young workers to the company.
Founder and CEO of SMITH Men Supply Muhammad Emyranza shared his story of leading a Gen Z-dominated company during a panel discussion at Future Dialogue 2025, organized by the Indonesian Youth Council for Tactical Changes ( IYCTC) in Jakarta on Friday (12/05/2025).
As a company engaged in retail specializing in men's grooming products, Emyr revealed that 70% of its current employee demographic is categorized as Gen Z. However, unlike other companies that often face challenges with Gen Z employees, SMITH has proven itself capable of penetrating the Singapore and Vietnam markets with a company dominated by Gen Z employees.
Clarity of vision, according to Emyr, is part of the openness that Gen Z desires in their search for employment. He candidly revealed that SMITH recently hired a Gen Z employee who was very forthright and open during the interview process.
"During the interview, he shared that he had been rejected by 30 companies. Then he said, 'Sir, I'll do anything here . Whatever it takes.' I was surprised by his honesty, and when I saw his work, he proved what he promised. I was amazed to see one skill that other candidates didn't have, which was his very human honesty," he said.
In the workplace, according to Emyr, Gen Z has above-average mastery of tools and skills in using various productivity instruments. However, he acknowledges that not all Gen Z workers are willing to maximize these skills in the office, especially if they find a mismatch between their values and the goals of the job.
"Gen Z wants to work not just for money, but because they know where they are headed and feel they can make an impact there. If they have a clear understanding of the company's direction, they will definitely be willing to put in more effort because they have a sense of belonging and find room to grow there," explained Emyr.
Three characteristics
The young entrepreneur, an alumnus of Prasetiya Mulya University, believes that the inability of company leaders to communicate the company's values and vision clearly and comprehensively to Gen Z is the primary cause of the high turnover rate among Gen Z workers .
He also did not deny that differences in work styles led leaders from Generation X and Baby Boomers to view Gen Z workers as weak and lazy.
"If the company doesn't provide a clear path, Gen Z will think, 'Why am I here?' That's what makes them work half-heartedly. In fact, with their tech-driven potential, companies can step in by providing a purpose-driven approach that encourages Gen Z's productivity to peak," said Emyr.
Reflecting on his experience of pioneering and leading SMITH for more than a decade, there are three potential characteristics of Gen Z that Emyr believes could be a way in for companies in dealing with workers from this generation who are not yet thirty years old.
First, adaptability, not only to the work culture, but also to the tools used by the company, including artificial intelligence-based instruments. Even though many entry-level workers are afraid of agentic AI capabilities, if companies make AI an instrument, Gen Z is the generation that is most ready to adapt to using it.
Second, a strong curiosity, characterized by numerous questions about the system, work culture, andwork-life balance. Through open communication channels and an office climate that provides room for growth, Emyr ensures that Gen Z employees have a work ethic that encourages them to explore further if they clearly understand the company's goals.
Third, financial burdens, especially for the underprivileged. With financial responsibilities to support their parents and prepare for family life, Gen Z workers generally have two or more jobs to supplement their income, without dividing their loyalty and commitment.
"Gen Z basically has a very good understanding and grasp of information. Their thinking is sophisticated, but it depends on how companies can encourage them to innovate and ensure that their work has a greater impact on people," he concluded.
Encourage innovation, maintain mental health
Understanding Gen Z's great need for space to grow in pioneering work experience, the Jakarta Provincial Government is opening up as much space as possible for every innovation and social entrepreneurship by young people who can contribute to the city's development in the medium and long term.
Head of the Jakarta Provincial Youth and Sports Agency Andri Yansyah stated that in response to strengthening decent employment and youth entrepreneurship to increase productivity, the Jakarta Provincial Government has changed the design of employment training to a new entrepreneurship incubator.
"Why? Because it has a faster impact on reducing unemployment. If training is for getting a job, unemployment is reduced by 1, but if it is for entrepreneurship, unemployment is reduced by 10, 100, or even 1,000. Thus, knowledge, education, and skills can be directly applied in the business world and gain experience," said Andri.
However, mental health practitioners and Mental Health Doodles creator Irwan Tja remind us that, in addition to creating space for growth, attention to Gen Z workers must also be balanced with providing channels for maintaining mental health in the work environment.
Based on his experience producing content about mental health on Instagram and being involved in suicide prevention advocacy, Irwan found a close connection between Gen Z's performance in the workplace and systemic issues that trigger mental health problems, ranging from economics, lifestyle, environment, family, to the future.
"From my experience meeting people who have issues such as self-harm and suicidal tendencies, I understand that mental health in the workplace is rooted in broader issues. The Ministry of Health has tried to address this, but I feel that it is still insufficient because the problem itself is truly systemic," said Irwan.
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Kimia Farma's Director of Operations Purwanti Aminingsih confirmed this view. According to her, various companies' awareness of mental health issues has led to the inclusion of mental health checks and MPI tests in the recruitment process. One of Kimia Farma's newest clients is PT. PLN, which is selecting 3,000 employees and following in the footsteps of other state-owned enterprises.
WHO data shows that 1 in 4 people worldwide are affected by mental health issues, so we must be careful. We must regularly check our stress levels and identify what is causing us stress. We must maintain our strength, especially in terms of spirituality, social skills, and finding our true selves," Purwanti emphasized.
