30% of Gen Z professionals don’t want to be middle managers

Published date: 9 December 2024

30% of Gen Z professionals in Switzerland don’t want to be middle managers
Gen Z would prefer an individual route to career progression over managing others
78% of Gen Z say middle management roles are too high stress with low reward
63% of employers still think middle managers play a crucial role in their organisations

Gen Z professionals don’t want to take on a middle management role in their career

New research by Swiss recruitment specialist Robert Walters shows that Gen Z professionals in Switzerland are reluctant to become middle managers. While organisations traditionally count on transition into middle management positions, a significant part of the younger generation does not see a future in this. This requires a fresh approach from organisations: how can they make the role of middle management attractive to the next generation?

Gen Z's preference: personal growth over leadership

Robert Walters' research shows that Gen Z professionals in Switzerland opt for an individual route to advance their career, one which focuses on personal growth and skills accumulation rather than taking on a management role.

Christian Atkinson, Country Director at Robert Walters Switzerland, explains: “Gen Z are known for their entrepreneurial mindset.

Gen Z prefer to bring their ‘whole self’ to projects, focusing on building their own brand and approach rather than managing others.

Generational differences in appreciation of middle management

Interestingly, 75% of professionals believe that older generations place far more value on middle management roles than their younger peers. Christian notes: “Senior professionals have typically spent years climbing the traditional corporate ladder, giving them a greater respect for mid-level management. On the other hand, younger professionals, who often entered the workforce during a time of remote or hybrid work with a focus on digital skills, are less inclined to develop strong company loyalty.”

Negative image of middle management

When asked why they would avoid middle management roles, 78% of Gen Z professionals in Switzerland cited high stress with little reward. Other factors included limited decision-making power and reduced opportunities for personal growth. Christian adds: “New middle managers face a steep learning curve, managing increased workloads, being ‘always available’ to their team, while still meeting their own targets. This explains why many shy away from these roles due to the overwhelming responsibility.”

The future: an ‘unbossed’ culture

Despite these trends, middle management remains essential to many, with 63% of employers stating that middle managers play a crucial role in their organisation. Christian concludes: “It’s clear that mid-level management is a cornerstone of any organisation. To fill these roles, employers will need to rethink their strategies to make them more appealing. This could include offering more autonomy, regular workload assessments, and clear opportunities for skills development.

Adopting an ‘unbossed culture’ could transform these roles from being seen as an unnecessary layer of management to becoming facilitators who empower their teams to take initiative. Employers need to prioritise middle management now to avoid significant talent shortages in the future.”