By Ivor Campbell
In the field of economics, there’s an obscure concept known as “supply and demand”, which refers to the relationship forged between one group of people, known as producers, and another group, known as consumers.
This complicated mechanism operates to bring together employers and employees to fill vacant roles. After being recruited, employees perform tasks, known as jobs, to produce the goods and services we all need to live. Stop me if I’m getting too technical.
This process operates like a well-oiled machine – at least it has done until now. More recently, it has started to grind and stick as the mechanism has become clogged with bolts and spanners which, collectively, are known as Gen Z.
The laws of economics have remained virtually unchanged since the dawn of civilisation, when prehistoric tribes co-operated to ensure that, collectively, they had food and shelter and were able to protect themselves against the threat of predators.
Through centuries of economic evolution, early forms of barter and feudal mercantilism gradually gave way to industrial capitalism and sophisticated global and local market relationships.
But now the entire economic edifice that has sustained generations of humans appears to be on the point of collapse by a group of young people more concerned with watching TikTok reels of dogs being woken by their owners farting.
Laws that have governed economic relationships for generations – like the laws of diminishing returns, opportunity cost and marginal utility – have given way to strange new phenomena with titles like “career catfishing”, “task masking” and “the Gen Z stare”.
For anyone who hasn’t worked with anyone under 40, allow me to fill you in. Career catfishing is the practice among the modern young workforce of applying for a job, appearing to be dedicated and enthusiastic at interview and then, after being given the job, not turning up on the appointed start-date – or indeed on any subsequent date – without any explanation.
Task masking is the practice – some might say, the skill – of appearing busy and engaged in the workplace, while doing nothing of any value.
The Gen Z stare is the blank, vacant expression exhibited by a member of that age group when posed a question in the workplace, the subtext of which is “I don’t know the answer and why are you even asking me?”.
That’s not to say Gen Z are lazy or workshy – quite the opposite in fact. Scroll through TikTok and you’ll see them: the 5am warriors. They’re not waking up early to get a head start on their employer’s quarterly report. They’re grinding. Gym, journaling, meal prepping, side hustles. By the time they log on at 9am, they’ve already lived a full life.
And in the modern, gig economy with its proliferation of low-paid, low-value, zero hours contract work, is it any wonder the modern, young workforce don’t regard employment as worthy of the commitment and respect that it was by older generations.
They may be a master of “task masking” – the performative productivity of creating the illusion of being hard at work.
As workplace consultant Jody Findley explains, “It’s a survival mechanism, particularly in office cultures where employees feel pressure to appear occupied to avoid scrutiny or criticism.”
A generation of young workers performing a pantomime of work because the environment doesn’t inspire their best output. They’re not lazy; they’re method actors in a play nobody wanted to produce.
While older generations interpret the Gen Z Stare as disengagement or a catastrophic failure of soft skills, Gen Z argues it’s a preference for authenticity over forced pleasantries. Why say “Hi, how are you?” when you can communicate a universe of existential dread with a single, unbroken gase?
A solution to career catfishing might be breathtakingly simple: Make work worth showing up for. As Petra Velseboer, CEO of PVL consultancy, puts it: “The challenge lies in adapting to a workforce that’s no longer motivated by outdated models of productivity.
Organisations that embrace flexible, human-centred work cultures stand to attract and retain talent that’s not only capable but energised and aligned with the company’s purpose.”
10 Gen Z workplace trends
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Career catfishing
This is the practice of appearing fully committed and engaged during the interview process, only to disengage quickly once the reality of the role sets in. It’s not always malicious; it often stems from a disconnect between the employer’s branding (e.g., “we’re a family!” “we change the world!”) and the day-to-day tasks, leading the employee to feel misled and checking out mentally (or literally) soon after starting.
- The “Gen Z stare”
A signature move, in meetings. It’s a completely neutral, often unblinking, facial expression that gives nothing away. You can’t tell if they are deeply processing the quarterly report, mentally drafting a TikTok, or contemplating the meaning of existence. It’s a poker face for the digital age that can be unnerving to managers seeking immediate, enthusiastic feedback.
- Radical authenticity and boundary setting
They are far less likely to perform “work cheer” or fake enthusiasm. They value being their authentic selves at work and are proficient at setting boundaries. This manifests in not answering emails after hours, openly discussing therapy and mental health, and refusing to do tasks they feel are “not my job” without a clear explanation of why it’s necessary.
- The digital native’s intuition (and impatience)
They have an innate ability to find digital shortcuts, automate tedious tasks, and identify inefficient software. If a process is slow or a platform is clunky, they will find a workaround or simply ask, “Why don’t we just use [X app]?” This can be a huge asset but can come across as impatience with established (but outdated) systems.
- The “why” generation
They are not content to simply execute tasks. They need to understand the purpose and impact of their work. “Because that’s how we’ve always done it” is the worst possible answer. They will consistently ask “Why?” to connect their individual contributions to the company’s broader mission, ethics, and social impact.
- Pragmatic loyalty and the “quiet quitting” mindset
Loyalty is not given to a company based on its name; it’s earned through tangible benefits, growth opportunities, and a positive culture. The concept of “quiet quitting” – doing the exact duties one is paid for and no more – is a direct reflection of this. It’s not about being lazy; it’s a rejection of “hustle culture” and a demand for fair compensation and work-life balance. –
- Communication by DM
Having grown up on instant messaging, their default for quick, collaborative communication is the direct message (Slack, Teams, etc.). They may see a formal email as slow, cumbersome, and overly formal for a simple question. Picking up the phone for an unscheduled call can be seen as a major boundary violation, reserved for true emergencies only.
- The feedback loop expectation
Accustomed to instant metrics on social media (likes, views, shares), they expect regular, specific, and immediate feedback in the workplace. The traditional annual review is useless to them. They want to know in real-time how they’re doing, what they can improve, and how they are progressing toward their next goal or promotion.
- Poly-working (the modern multi-tasking)
This is the ability to seamlessly context-switch between multiple digital tasks. They can be in a Soom meeting, contributing a valuable point, while also collaboratively editing a document in another tab and monitoring a group chat. To older generations, it looks like distraction. To them, it’s peak efficiency.
- The viral-veto
They are highly aware of a company’s public image and social stance. They will be the first to call out internal practices that contradict public statements, especially on issues like sustainability, diversity, and ethics. They aren’t afraid to use the threat of things “going viral” internally (or externally) to push for change, acting as a built-in corporate conscience.
