By Lina Irawan 
Just like generations of 20-somethings before them, Gen Zers are currently navigating a familiar, yet uniquely amplified, wave of criticism for allegedly failing to adapt to traditional workplace norms. This dynamic tension, a perennial feature of generational transitions in the professional sphere, sees some veteran bosses lamenting a perceived lack of office etiquette, an entitlement to high expectations, and a divergence from long-held corporate customs. Yet, a rapidly growing and influential cohort of forward-thinking leaders champions these digital natives, recognizing their invaluable skills, fresh perspectives, and an inherent agility perfectly suited for the demands of the modern, technology-driven economy. Among these advocates is George Brasher, the Senior Vice President and Managing Director for North America at HP, the $27 billion tech giant. Brasher unequivocally refutes the common Gen Z stereotype of lacking interpersonal skills, instead asserting that their unique approach, far from being a hindrance, is actually driving massive business wins through a powerful combination of work ethic and digital fluency.
Brasher’s insights, shared during an interview with Fortune, challenge the prevailing narrative. "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 emphatically. "I don’t see that at all." His observation directly counters the notion that a generation raised on screens might struggle with face-to-face communication or relationship-building, suggesting instead that their digital fluency might simply manifest interpersonal skills in new, equally effective ways, perhaps by leveraging digital tools for more personalized or efficient communication. This ability to connect authentically, even if through unconventional means, proves crucial in an increasingly hybrid and globally connected business landscape. Their innate comfort with digital platforms often translates into a superior ability to gather customer insights from online interactions, engage with diverse communities, and foster collaboration across geographical boundaries, ultimately strengthening client relationships and driving sales.
HP, a company with approximately 55,000 employees globally, actively promotes the belief that the youngest generation of its workforce is at the forefront of forging a more "interconnected, inclusive, and conscientious world." This vision extends beyond mere rhetoric, informing HP’s talent acquisition and development strategies. For HP, Gen Z’s contributions are multifaceted: they drive innovation with their inherent tech savvy, intuitively grasp and deploy emerging technologies, and are unafraid to challenge established paradigms. They build vibrant communities, both internally and externally, through their digital-first approach to collaboration, creating agile networks that foster rapid idea exchange and problem-solving. Furthermore, their staunch commitment to work-life balance, often treated as a non-negotiable aspect of their employment, is forcing organizations to re-evaluate traditional models of productivity and employee well-being, leading to more sustainable and equitable work environments for all generations.
The HP executive highlights that growing up in the digital era is not just an advantage for Gen Z; it is their veritable superpower. This immersion from an early age has cultivated a distinct set of cognitive and practical skills. Crucially, their fluency with digital tools extends seamlessly into the realm of Artificial Intelligence. This makes them not only more skilled on the job in terms of operational efficiency and data interpretation but also translates directly to a better quality of working life. "Gen Z and millennials have the highest use of AI, highest use of the technology," Brasher continued. "The fact that they’re digital natives—and AI natives—really puts them in a great position… to have that use of technology that will give them a healthy relationship with work." This "healthy relationship" stems from their ability to leverage AI to automate mundane tasks, streamline workflows, access information instantaneously, and personalize their work experience, thereby freeing up time and mental energy for more creative, strategic, and fulfilling endeavors. They instinctively understand how AI can augment human capabilities, not replace them, leading to increased efficiency and job satisfaction.
College students graduating and entering the 9-to-5 world today are, by and large, AI natives. Brasher emphasizes that this inherent aptitude "positions them very well" within what is increasingly becoming a tough and competitive entry-level job market. The demand for AI-related skills is skyrocketing. A 2026 PwC analysis of Lightcast data, for instance, revealed that over one million U.S. job postings required AI-related skills as of last year, marking a staggering 66% increase from 2024 projections. This trend underscores a fundamental shift in the skills economy, where proficiency in AI tools is no longer a niche specialization but a foundational requirement across diverse industries. Being well-acquainted with these cutting-edge tools is rapidly becoming the non-negotiable key to success in this newest era of technological advancement. Brasher’s advice to new entrants is clear: "I think everybody coming into their initial career into companies needs to make sure that they’re the best prepared for that." This preparation involves not just theoretical understanding but practical application, ethical considerations, and continuous learning in a field that evolves at breakneck speed. For Gen Z, this often means embracing prompt engineering, understanding AI ethics, and being adept at utilizing generative AI tools for research, content creation, and problem-solving, skills they often develop organically through their digital lives.
While industry leaders like Brasher champion Gen Z, stereotypes, unfortunately, tend to persist, and some public figures and employers have already formed opinions based on anecdotal evidence or perceived cultural clashes. Oscar-winning actress Jodie Foster, for example, publicly expressed her frustration, slamming the young staffers she encountered on the set of True Detective as being "really annoying, especially in the workplace." Similarly, fellow actress Whoopi Goldberg stirred debate by claiming that Gen Zers "only want to work four hours" yet expect to live comfortably and achieve the "American Dream" without commensurate effort. These criticisms, often amplified in popular media, reflect a generational chasm in understanding work ethic, expectations, and the value of time. They tend to overlook the economic realities Gen Z faces—soaring student debt, prohibitive housing costs, and stagnant wages—which often fuel their demand for greater flexibility and work-life balance, not necessarily a desire for less work, but for work that is more efficient and integrated into their lives.
However, a growing number of business leaders, like Brasher, are actively looking past these widely circulated tropes. Instead, they are strategically working to unlock the immense power of a generation that is intrinsically built for the AI era. They recognize that dismissing an entire demographic based on outdated assumptions is not only short-sighted but detrimental to innovation and growth.
Sally Massey, the Chief Human Resources Officer (CHRO) of Colgate-Palmolive, a $73 billion global consumer products giant, is another prominent voice countering negative stereotypes. Massey has emphatically pushed back against the notion that young staffers are "career sloths." On the contrary, she credits Gen Z as being inherently ambitious, driven, and incredibly tech-savvy – precisely the critical skills that a company behind household names like Colgate toothpaste and Irish Spring soap actively seeks in its talent pool. "They have grown up with technology. They’ve grown up in a very different way than some of the other generations in the organization," Massey told Fortune earlier this year. This difference, she argues, is a strength, not a weakness. "They bring with them new ideas, new perspectives, curiosity," Massey added. "They’re pushing us to get better and to do things differently—I think it’s great." For a company like Colgate-Palmolive, this means Gen Z employees are often at the forefront of digital marketing initiatives, consumer insights leveraging big data, and developing sustainable product lines that resonate with their generation’s values, effectively revitalizing a legacy brand.
Further cementing this perspective, Emily Glassberg Sands, the head of data and AI for Stripe, a $159 billion financial services company, revealed last year that she is "all-in" on hiring recent graduates. Much like Massey, Sands specifically singled out Gen Z’s exceptional tech adaptability as one of the most in-demand skills she seeks in Stripe employees. She notes that this generation "have the cutting-edge skills" and are inherently up-to-date on the latest tools and methodologies, enabling them to hit the ground running in a fast-paced tech environment. For a company like Stripe, which thrives on innovation in payment processing and financial technology, Gen Z’s innate understanding of complex digital systems, their capacity for rapid learning, and their comfort with data-driven decision-making are invaluable assets. They are often the first to experiment with new AI models, develop novel applications for machine learning, and streamline intricate data pipelines, accelerating Stripe’s product development and market responsiveness.
LinkedIn cofounder Reid Hoffman, a billionaire entrepreneur and influential voice in the tech world, wholeheartedly agrees that Gen Z’s AI fluency could be their single biggest advantage in what is undeniably a tough and dynamic entry-level job market. Hoffman has dubbed young people as part of "generation AI," recognizing that as digital natives who have grown up with advanced technology, including sophisticated AI interfaces, at their fingertips, they are uniquely positioned to leverage these skills for professional success. This fluency isn’t just about using existing tools; it’s about intuitively understanding the potential of AI, its limitations, and how to creatively apply it to solve real-world problems. For Hoffman, this is Gen Z’s unequivocal ticket to landing and excelling in modern roles. "Bringing the fact that you have AI in your tool set is one of the things that makes you enormously attractive," Hoffman emphasized in a video on his YouTube channel last year. He suggests that this capability not only demonstrates technical prowess but also signals adaptability, a growth mindset, and an eagerness to embrace future-oriented solutions – qualities that are highly prized by employers across all sectors.
The collective endorsements from leaders at HP, Colgate-Palmolive, Stripe, and LinkedIn paint a compelling picture of Gen Z as a workforce brimming with potential. Far from being a generation that resists traditional norms out of laziness or entitlement, they are, in fact, challenging outdated structures to create more efficient, inclusive, and technologically advanced workplaces. Their demand for purpose-driven work, flexibility, and a healthy work-life balance is not a flaw but a catalyst for positive change, pushing companies to adopt more sustainable and human-centric approaches. As the global economy continues its rapid digital transformation, Gen Z’s innate comfort with AI and their capacity for innovative problem-solving positions them not just as valuable employees, but as the architects of the future workplace. Companies that recognize and cultivate these strengths, rather than clinging to antiquated notions, will undoubtedly be the ones to thrive in the decades to come, demonstrating that the future of work is not just digital, but distinctly Gen Z.
