As the saying goes, for every generation there is another one in the waiting room! This means Gen Z, those who were born between 1997 and 2012, are trickling into the workforce and ushering in change along with them. Not only do we need to absorb this influx of talent, but we must also acknowledge that they will approach things differently — and perhaps we should use this as an opportunity to adjust our own worldview. After all, our industry is all about acceptance, change, kindness, authenticity, and role modeling.

Every decade or so, our industry has absorbed a generationally labeled group into the professional realm. Whether it was Baby Boomers, Gen X, or Millennials, we have recognized key traits and worked with them to ensure positive outcomes and the transition of leadership that keeps legend and lore in our hearts and programs. No big deal — right? This pattern will undoubtedly continue until the demographers run out of labels, which is unlikely, as the generation of children born in 2025 will be known as Generation Beta (Najib, 2025)!

However, with Gen Z now in the workforce, a more pronounced shift is occurring in methodology, perception, expectations, and behavior. This is not necessarily a negative; however, unless we prepare ourselves, we will face significant intergenerational challenges that could bode poorly for an industry that relies heavily on talent, relationships, and traditions.

While we absorbed Gen X and Millennial staff relatively easily with modest fuss and attention, there are tangible differences between this last group and those individuals joining our ranks today and over the next decade. Gen Z values individualism and authenticity, and some find labels restrictive. They, like every group before them, take pride in the fact that they are not the same as those who came before. Here are a few of the more overt examples:

While Gen X and Millennials were pioneers of the digital age, they can comfortably mix digital with analog. Gen Z is the first generation to have matured entirely on digital platforms. They are literally at one with tech (think Borg for the Trekkies out there) and cannot comprehend life without it. In fact, we know they suffer psychological withdrawal when parted from their devices (Mason et al., 2025).

While Baby Boomers, Gen X, and Millennials function best with face-to-face communication, phone calls, and email. Gen Z gravitates toward instant, real-time interactions, such as those on Instagram or through instant messaging (Manoj, 2025). In fact, the notion of leaving voicemails is foreign and, to a certain extent, laughable to this group.

Gen Z will prioritize quality-of-life issues and a work-life balance in a way that prior groups never comprehended, as work consumed and framed who we were and what we did. Gen Z does not necessarily feel the same level of loyalty to their employers as did prior generations, who tended to remain in place rather than move around. Millennials and Gen X were content with stability and building a career pathway in one or two places. Gen Z does not view movement as an obstacle, and many embrace the opportunity to try different things for short periods and then move on to advance.

Although there are many areas of difference or confluence, I have chosen to focus on tech, communication, values, and workplace behavior, because they are likely the four key areas that will impact camp the most. The reality is that every labeled generation, from the Greatest Generation on, likes to think they are unique. However, in the case of Gen Z, they have changed the landscape in a way that their predecessors simply could not. There are numerous theories about why and how this may have occurred, including shifts in parenting, socioeconomic factors, politics, education, media, and the rise of smartphones, among others. The question is why, how, and what impact it will have on our field of service. So, let’s dig in and explore some norms that are being upended.

Tech

This is perhaps the most obvious shift. While Gen X and Millennials grew up with devices, Gen Zers literally have one in their hands as often as possible. The reliance on technology is no different from how other generations felt when innovations came their way; however, the fundamental difference lies in the computing power of these engineering marvels and their consequent impact on how we approach our work functions.

Over the past decade, technology has transformed the workforce, essentially enabling remote and hybrid work, displacing routine jobs through automation, and creating new digital-skill-intensive roles. To stay up to speed (or ahead of the game), we must employ individuals who understand and can thrive in this environment. Can the camp sector compete in this space when demand for talent with advanced digital skills is so competitive? While some workers have benefited from increased efficiency and new opportunities, others face job displacement and a growing skills gap. The rise of AI has also led to specific tasks being pushed deeper into automation, which is the comfort zone of the latest generation of professionals. Yes, old dogs can learn new tricks, but do they really want to, or would they rather hand them off to folks who seem to do them with their eyes closed?

Communication

Workforce communication is also evolving rapidly, shaped by technology, demographics, and shifting organizational priorities. Digital tools and software for registration, fundraising, accounting, and outreach — along with collaboration platforms and videoconferencing (accelerated by the pandemic) — have made communication faster, more global, and accessible. The instantaneous results of these tools are in direct contrast to generations waiting for responses, calibrating communications, and ensuring that what we say supports, protects, and promotes our camp brand. While instantaneous is direct and to the point, there is a loss of nuance that is difficult for some generations to contemplate and come to terms with.

These communication shifts have also created challenges, including information overload, the loss of spontaneous interactions, and constant “noise,” caused by the continuous influx of data and requests. This can result in interactions with current and potential camp families being equally short and one-dimensional. While seemingly efficient, no issue is really that black or white. For camps to succeed, we must be able to see multiple shades of gray. If we were selling widgets with specific dimensions and tolerances, that would be one thing; however, we are talking about families, children, and the unique dynamics and issues that accompany them to camp. Gen Z has been raised on instant access to information and short, to-the-point conversations (think texting, instant messaging, and 15-second sound bites). This focused and expeditious to-and-froing may be welcomed by their cohort when they become parents. For now, though, most of our customers are not Gen Z (unless we are talking about staff, which presents a different opportunity and issue).

Gen Z’s growing presence is prompting organizations to adopt more authentic, informal, and transparent styles of interaction, prioritizing immediacy and inclusivity over rigid corporate formality.

Communication has also taken on a more strategic role at camp. Beyond efficiency, it is now closely tied to employee well-being, engagement, and shared purpose, as well as to building trust with various stakeholders. In this environment, effective communication is no longer optional — it is a critical driver of organizational resilience and long-term success. The challenge is to both embrace and be sensitive to other forms, timelines, and methods of interaction. While this is something every new workforce generation may struggle with, this is the first time advanced tech and communications have collided.

Values

This is where it gets interesting, because as generations shift, so do the values they adopt. However, for the most part, this has resulted in incremental change. The tech and digital revolution has allowed for a light-speed shift unlike anything we have seen before. While the value labels will sound familiar (e.g., trust, kindness), it is how they are interpreted and acted upon that denotes change.

Millennials and Gen X have largely adopted their parents’ values, as did most generations before them. However, a nuanced approach to a desire for authenticity; work that has and gives purpose; diversity, equity, and inclusion; and work-life balance means these wants are all being reinterpreted and changing fast.

Gen Z is not afraid to discuss health and look for work environments that support their physical and psychological needs. They expect fair pay for their work, and while they may have a passion for the job, the salary needs to be commensurate with responsibility and hours. All of this sounds great until you also consider the research on longevity and defining traits, and then factor in the camp landscape (see Figure 1; Sudina Search, 2025). Currently, a Gen Z professional has an average tenure ranging from one to three years. In the camp world, this is barely enough time to understand the program, operations, and build a meaningful relationship with families and staff.

The evolution of job hopping may have a dire, long-term impact on camps. We have, to some extent, created our own problems. Modest salaries, excessive work hours, isolation from friends and family while at camp, and a workplace culture that often prioritizes “We have always done it this way — it’s our tradition” all have the potential to deter future generations. Additionally, the long-held tradition of developing campers and seasonal staff to assume these roles may also be flawed. Yes, they may take the job, but will their generational DNA keep them any longer? The days of the 15–30-year camp directors are fading; we must contemplate a model that looks very different in terms of longevity, employment expectations, and ultimately how we engage and interact with our customer base (both families and seasonal staff).

Figure 1: Based on information from The Average Length of a Job by Generation: A Look at Workforce Trends, Sudina Search, February 19, 2025

Generation	Birth Years	Avg. Job Tenure	Priorities	Defining Traits	Key Influences
Baby Boomers	1946–1964	10–15+ years	Job security, loyalty, stability, pensions, promotions	Long-term employees, traditional career path	Stable economy, pensions, career-long benefits
Generation X	1965–1980	5–10 years	Work-life balance, career growth, and advancement opportunities	Balanced workers, pragmatic, adaptable	Decline of pensions, rise of technology
Millennials	1981–1996	3–5 years	Professional development, meaningful work, culture, and flexibility	Career changers, value-driven, skeptical of corporate loyalty	2008 recession, corporate instability
Generation Z	1997–2012	1–3 years	Career mobility, mental well-being, and personal values alignment	Job hoppers, digital natives, and entrepreneurial	Digital age, remote work, gig economy

 

Workplace Behavior

Go back a decade or so, and seasonal staff in need of a week off for a family vacation or missing orientation would have resulted in them only being hired if there were significant gaps that needed to be filled. Today we have become used to accommodating these requests as a matter of course. Still, think about what is coming as these seasonal staff join the year-round team. A far more accommodating and flexible workspace will be necessary.

As Gen X and Millennials have experienced a relatively gentle transition between the non-techies and the digitally savvy, they were able to help teach, cajole, and support the shift from analog. Gen Z is entirely digital and tends not to have the time or patience for those who either don’t understand new approaches or, worse still, are resistant to them (Sellers, 2024).

The ability to say what you mean and a willingness to take risks also define the latest workforce applicants. However, poor management behaviors, such as threats, screaming, and coercion — in fact, all the negatives that occur in work settings and are not unheard of at camp — are not tolerated in the same way. Gen Z will pack up and leave in this environment, even if they have no other job to go to (a cardinal sin for prior generations).

The instant gratification that tech provides has also profoundly impacted our newer employees. While Gen X and Millennials remain accustomed to infrequent feedback, Gen Z expects faster and more ongoing evaluation, support, and encouragement (Kreston Romania, 2024) — a reality that is not altogether comfortable for some supervisors.

So, how do we bridge the gap to ensure future generations are welcomed and successful based on these central, nonjudgmental perspective shifts? Here are some key opportunities (and perhaps things we should have been considering regardless of generational trends):

Identify and celebrate shared values. Focus on the things you have in common, and discuss where they diverge. The more open, transparent, and thoughtful conversations we have, the closer we get and the more we understand each other’s perspectives.

Promote work-life balance. Respect differences, and adjust the work schedule to encourage a healthy approach. This will benefit all employees/owners regardless of perspective. One great example I found is a camp that closes every Friday in the offseason to make up for the summer grind and weekend recruitment expectations. It is not voluntary — the office is closed, and the expectation is that you do not work. This also sends the message that mental and physical well-being are priorities.

Be willing to try new approaches. With the continued evolution of AI, social media, and the internet, behavior is rapidly changing. If we are open to change, and we don’t react with a “We have always done it this way” knee-jerk response, there is every possibility of operational improvement. New, young employees will feel engaged, accepted, and rewarded for suggesting innovative approaches to camp tasks. And remember, you don’t have to accept the entirety of a new idea; you can negotiate a hybrid solution that keeps all parties comfortable.

Recognize the shortened employment length and impact. If we accept that a shortened tenure is today’s reality, we can adjust our staffing structure to accommodate this new norm. It may mean staggering employees to ensure a consistent degree of relationship with families and staff. In an industry so reliant on longer-term relationships, it is essential to have employees with whom families and other staff members feel comfortable. Codifying how you do this into a comprehensive curriculum guide is just one step to ensure that you can withstand the ebb and flow of staff changes.

Pay more and improve the benefits package. Providing sometimes isolating housing without an attractive salary is neither ideal nor fair. It essentially ensures that the individual faces homelessness if they leave and have not been able to set aside the equivalent of a mortgage payment. Past generations may have accepted this, but newer ones likely will not.

Provide better supervision. Focus efforts on providing professional development-type oversight that promotes growth, challenge, and more fulfilling progression. Challenge and support, promotion, and reward form a paradigm that encourages retention and workplace success. Additionally, this is the ideal setting to teach the distinction between absolute, uncompromising thinking and adopting a nuanced approach to problem-solving. That in itself will intrigue your professional talent and perhaps even encourage them to stay in place and grow with you.

There is no shortage of commentary on the topic of generation shifts, and these suggestions are by no means a complete list of opportunities for embracing change. Camps are perhaps more open to these shifts than other sectors, but that doesn’t mean we should be complacent. We must continue to evaluate whether we are a great place not just to work, but to live and thrive. That is the lens that our latest cohort groups are using to evaluate their engagement, and I believe their approach is healthier than that of former generations and welcome it with open arms. The real question is, can we accept it with open minds?

Photo courtesy of Camp Awosting — Ebner Camps, Morris, CT.

References

Kreston Romania. (2024, August 12). Working ethics, aspirations, and approaches: Generation X, Millennials, and Gen Z in the workplace. LinkedIn. linkedin.com/pulse/working-ethics-aspirations-approaches-generation-x-millennials-y7u8f

Manoj, M. (2025, March). Generational differences in communication preferences and their impact on employee engagement. International Journal of Research Publication and Reviews. ijrpr.com/uploads/V6ISSUE3/IJRPR40909.pdf

Mason, M. C., Zamparo, G., Marini, A., & Ameen, N. (2022, November). Glued to your phone? Generation Z’s smartphone addiction and online compulsive buying. Computers in Human Behavior, 136.

Najib, S. (2025, January 1). Generation Beta starts in 2025: 5 things to know. ABC News. abcnews.go.com/GMA/Living/generation-beta-starts-2025-5-things/story?id=117256891

Sellers, W. (2024, July 29). Understanding the generational dynamics in the U.S. workforce: Millennials, Gen X, and Gen Z. The HR Lady. thehrlady.com/understanding-the-generational-dynamics-in-the-u-s-workforce-millennials-gen-x-and-gen-z

Sudina Search. (2025, February 19). The average length of a job by generation: A look at workforce trends. LinkedIn. linkedin.com/pulse/average-length-job-generation-look-workforce-trends-sudina-search-r4wqf

David Phillips is the principal of Immersive1st, a firm specializing in fundraising, planning, and visioning; governance; acute organizational analysis and program creation; implementation and evaluation; executive recruitment; and succession planning. A lifelong communal professional, his passion is doing important things with good people that make a difference. He is a frequent speaker and presenter at conferences, as well as an author on various youth-related topics. He holds an MSW in Social Work from the University of Pittsburgh, with a focus on community organizing and development. David can be reached at [email protected].