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    • Sep 3
    • 7 min read

Debunking Gen Z Myths: Is Multitasking Really A Superpower?


Welcome back to The Gen Z Guide for Employers! In this series, we will challenge some of the prevailing Gen Z workforce myths.  Our ultimate goal is to debunk these myths and create a level of understanding between Gen Z and the generations that came before us to make workplaces:


  • More efficient

  • More inclusive

  • Better places to work


Each newsletter will be written from the perspective of an employer or a member of the Gen Z workforce. In this edition, Tameika Moore, who leads our Employability & Partnerships work, returns to complete the series on the myths surrounding low attention spans amongst Gen Z workers.


I am back again to continue unpicking the idea that Gen Z has lower attention spans. In the last two posts, I have explored low attention spans in relation to social media and technology, as well as the impact of mental health issues and neurodivergence. Today, I will conclude the exploration of Gen Z having low attention spans by discussing the idea that our supposed low attention spans translate into a multitasking  'superpower'. While this may seem like a positive outcome, I’ll dive into why multitasking might not be as beneficial as it appears—for both employees and companies.


If we are going to accuse Gen Z workers of having low attention spans, we have to understand that traditional work models are very conducive to worsening attention spans. While the reality is that Gen Z may naturally gravitate towards multitasking, we mustn't make this into a habit due to its consequences on our general health and wellbeing. To ground this discussion, I will use insights from december19, a former employer of Pollen, who emphasises personal development as a strategy to empower their employees. By the end of this post, hopefully, you’ll have a clearer understanding of how to leverage the keen willingness that Gen Z workers have to learn and engage with your companies without relying on multitasking. 


Well, to begin with, what is the exact definition of multitasking? 


A quick Google search will show that multitasking is ‘the performance of more than one task at a time’ (Oxford Languages (n.d.). Very often, Gen Z’ers and non-Gen Z’ers alike will tout our ability to multitask as a superpower. This is because very often, we can sit on our phones and go from app to app, all while having the TV on in the background and attempting to hold a conversation simultaneously with what feels like very little effort. This has affected our attention spans as we are craving more stimulation than ever (read the first post here to find out more about this). This craving for constant stimulation has (arguably) leaked into our professional lives as we are constantly seeking the next thing.


I must admit that it is very easy to take this idea of a waning attention span and deduce that our ‘superpower’ is being good at multitasking. I definitely had the idea when I first started writing these posts that our ability to multitask is something that we should be proud of. I mean, we do it everyday, right? Theoretically, how bad could multitasking at work be when we have years worth of experience in doing homework while watching Netflix? The answer is very bad.  


Well, why is multitasking so bad? 


Research shows that multitasking has a huge impact on our overall wellbeing. The notion that multitasking is an efficient way to manage our time is not only untrue (more on that in a second) but it can lead to significant and lasting consequences. 


Rapidly switching between tasks diminishes our brain's efficiency, making it more likely for us to make mistakes and reducing the overall quality of our work. This constant task-switching tires our brains out, making them less effective over time as it becomes harder to focus on a task (Davis, 2023). The truth is that many of us lean towards multitasking because we are finding it hard to focus on one task at a time but engaging with consistent multitasking is just impacting our ability to focus even more! 


Moreover, multitasking significantly increases the risk of burnout. The exhaustion and anxiety caused by juggling multiple tasks can overwhelm us and, exacerbate symptoms of depression and sadness. The effects of multitasking are not only mental but physical too. The strain multitasking places on our bodies can lead to a temporary rise in blood pressure and heart rate. More concerning, consistent multitasking has been linked to long-term cognitive decline– contributing to memory loss, lower executive control (managing our behaviour), and limiting overall cognitive function (Rubenstein et al, 2001)


Multitasking stifles productivity because you are consistently shifting your attention from one thing to the other which makes it harder to tune out distractions and can make it harder to pay attention to things outside of work.

It also causes ‘talk switch costs’ (the time the brain needs to disengage from one task and switch to another).  This happens when we are jumping from one task to the other (Cherry, 2023). Basically, multitasking causes tasks to take much longer to be completed. This means that the previous definition of multitasking being a ‘performance of more than one task at once’ rings true as you may think that you’re being efficient by tackling a bunch of tasks at once but the reality is that you are not (sorry!).


While this sounds scary, understanding the reality of this method of working is key to overcoming it! While it is true that Gen Z workers enjoy being able to work on a range of activities, this is not the same as multitasking. I want to stress this point because often it is easy to conflate the two. Gen Z’s keen willingness and ability to take on a range of tasks shouldn't be taken advantage of and instead should be fostered through upskilling and development programs.  


What can be done instead?


There is an array of pages online that advise on how to curb multitasking with tips such as: 


  • Attempting to work on one thing at a time 

  • Limit distractions 

  • Practice mindfulness


But what can workers do if their workplaces are actively encouraging environments that thrive off of multitasking? It is important as employers that you are actively providing stimulating work environments that aren’t conducive to multitasking ones. This could be as simple as actively encouraging workers to focus or dedicate a certain amount of time a day to working on a particular task or not having one person start two projects at once. However, this can neglect the very real desire of Gen Z workers to feel stimulated at work. 


We spoke to a previous collaborator with Pollen, december19, whose personal development scheme was a huge talking point amongst most of the applicants we had that interviewed for the role with them. December19 is a media agency that emphasises individual entry-level training plans spanning across a year ensuring that new employees receive a well-rounded understanding of their role and full exposure to the company.


As part of their approach to supporting entry-level employees, december19 implemented learning opportunities and transparent communication with ‘structured performance review processes, feedback, and regular diarised check-ins that allow workers to see their growth potential within the agency’. They developed a system of transparent communication focused on growth after receiving feedback from junior team members. I spoke to Majella from december19 who highlighted that employees were keen to “see the progression within the company as well as formal check-ins with their manager”.


A McKinsey survey highlights that 58% of Gen Z employees seek jobs offering a variety of tasks and responsibilities, showcasing that we thrive in dynamic work environments that keep us engaged and efficient.  December19 recognised this, commenting that ‘the quicker a new candidate is trained up, the more engaged they are in doing more interesting work, which is self-perpetuating for them to develop faster.’


With Gallup ascertaining that 94% of employees would stay longer with their current employer if they saw an investment in their learning (Harter and Mann, 2017), it is clear that enhanced engagement and retention levels are among the positive outcomes of training programmes for companies. 

Having seen success with this interest in their employees’ personal and professional development, december19 advises employers to ‘listen’ and to ‘truly make it easy for people to give feedback’. Ultimately, their understanding that Gen Z craves ‘feedback and clear goals’ is what provides a happy and satisfying environment for their employees, and investing in the growth and development approach suggests that similar models could contribute to more positive workplace environments. Gen Z has a keen desire for both personal and professional development, and we also value clear career progression pathways and opportunities for upskilling.  Implementing development schemes or perhaps cross-training programs that allow workers to be trained in tasks outside of their own will not only benefit your Gen Z employees but also benefit your company as a whole, creating a more flexible, skilled, and stimulated workforce! 


Summary 


In conclusion, employees, Gen Z or otherwise, should not be encouraged to multitask frequently because of its counterproductive impacts on productivity, cognitive function, and our general well-being. 


Instead of relying on multitasking as a way to satiate Gen Z employees’ desire to be productive and stimulated at work, you can:

  • Create entry-level training plans that prioritise goal setting and full exposure to your company 

  • Have regular check-ins with your employees regarding their personal development

  • Facilitate workplaces that are open to feedback


In our next issue, Holly Saunders will kick off an exploration into the myth of Gen Z workers being ‘disloyal’ to their workplaces.


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If you are interested in employing amazing Gen Z talent, you can book a call with us here.


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