The prevailing narrative often paints Gen Z as a generation disengaged from traditional workplace norms, sometimes even labeled as lacking in interpersonal skills or a strong work ethic. Yet, a different perspective emerges from the executive suites of major corporations, suggesting that this youngest cohort of employees is not only adapting but actively shaping the future of work with unique strengths. George Brasher, Senior Vice President and Managing Director for North America at HP, the $27 billion technology giant, offers a compelling counter-argument to the common criticisms, highlighting what he sees as their significant contributions.
Brasher, overseeing a substantial portion of HP’s global workforce of approximately 55,000, finds the notion of Gen Z lacking interpersonal capabilities to be a misconception. He observes a distinct aptitude for building rapport and understanding complex needs among his younger team members. “I’ve got a reasonable population of Gen Z folks in my team, and I find people with great ability to listen, great ability to build that trust, to build that relationship, and then to understand really what customers need,” Brasher stated in an interview. This contradicts the stereotype of digitally-native individuals struggling with face-to-face or human-centric interactions, suggesting instead that their digital fluency might actually enhance their ability to connect and collaborate effectively.
Beyond interpersonal acumen, HP sees this generation as pivotal in driving innovation and fostering a more inclusive and conscientious global work environment. Their innate tech-savviness, a product of growing up in a digital world, is not just a soft skill but a foundational strength. Brasher specifically points to their high usage of artificial intelligence and other emerging technologies, positioning them as “AI natives.” This comfort with advanced tools, he argues, translates directly into a healthier relationship with work, enabling them to navigate tasks more efficiently and perhaps maintain a better work-life balance—a non-negotiable for many in this demographic. This proficiency is particularly relevant given that over a million U.S. job postings last year mandated AI-related skills, representing a significant 66% jump from 2024 figures, according to a PwC analysis of Lightcast data.
Other prominent business leaders echo Brasher’s sentiments, pushing back against the prevailing negative stereotypes. Sally Massey, CHRO of the $73 billion consumer products giant Colgate-Palmolive, credits Gen Z with ambition and critical tech-savviness, precisely the attributes her company seeks. She notes their upbringing in a technologically rich environment equips them with fresh ideas and perspectives, actively pushing established organizations to innovate. Similarly, Emily Glassberg Sands, Head of Data and AI at the $159 billion financial services firm Stripe, actively recruits recent graduates, valuing their “cutting-edge skills” and up-to-date knowledge of the latest tools, which allow them to contribute effectively from day one.
The embrace of artificial intelligence by Gen Z is frequently cited as their defining advantage, particularly in a competitive entry-level job market. LinkedIn cofounder Reid Hoffman refers to them as “generation AI,” emphasizing their unique position to leverage advanced technology. He suggests that showcasing AI proficiency can make young job seekers “enormously attractive” to potential employers. This perspective aligns with Brasher’s view that being well-acquainted with these tools is crucial for success in the current technological landscape. While some public figures, like actresses Jodie Foster and Whoopi Goldberg, have voiced frustrations over what they perceive as Gen Z’s workplace expectations or perceived lack of traditional work ethic, a growing chorus of industry leaders like Brasher are focusing on the tangible benefits and distinct capabilities this generation brings to the global economy.
