RSM CANADA: GENERATION Z POST-COVID WORK DESIGN
CASE STUDY SOLUTION
e
pl
SYNOPSIS
m
Rhonda Klosler, chief operating officer at RSM Canada (RSM) is chairing a meeting to discuss post-
Sa
COVID-19 pandemic work design. RSM has recognized that remote work offers employees greater
flexibility and work satisfaction, while giving RSM the opportunity to recruit from remote locations. RSM
would like to continue remote work. Focusing specifically on Generation Z, Klosler is seeking
recommendations on the ideal work design. Specifically, how should remote and in-person work be
balanced? How can RSM continue to build and maintain its company culture with employees who work
n
remotely? What will a new approach to work mean for the other employee generational cohorts?
tio
lu
OBJECTIVES
So
• Understand the differences between generational cohorts and the implications for their engagement and
motivation as employees.
• Recognize the opportunities and challenges of remote versus in-person work for productivity and
bonding and culture building.
• Design work with a balance of in-person and remote that attracts and retains Generation Z employees.
The Case Solution Starts From page 7
, e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. What are the differences between the various generational cohorts? What are Generation Z’s
characteristics as an employee? How is Generation Z different from prior generations, and what are the
implications for how to attract and inspire them as employees?
2. What aspects of RSM’s current employee practices and approaches align with Generation Z? What
gaps or other areas can be addressed to increase their appeal as an employer?
3. Compare and contrast the benefits and drawbacks of the various levels of remote work and identify
how they align with Generation Z characteristics as well as broader organizational needs.
4. What is needed to build an organization’s culture? What are the implications of remote work for
building company culture? What are some of the barriers to building culture in a remote work
environment, and what suggestions do you have for how they can be overcome?
5. What activities would you recommend for in-person versus remote work based on Generation Z’s
characteristics?
6. Identify the differences in how each generation uses technology and views and responds to remote
work. How might non-Generation Z employees react to a remote work design, and how can the
employees of different generations be connected?
The Case Solution Starts From page 7
, e
pl
ANALYSIS
m
1. What are the differences between the various generational cohorts? What are Generation Z’s
characteristics as an employee? How is Generation Z different from prior generations, and what
Sa
are the implications for how to attract and inspire them as employees?
Exhibit TN-1 provides a detailed comparison of the various generational cohorts. A summary of the
readings on multi-generational workforce and burnout is provided below (see Recommended Readings). A
n
tip to make this content more engaging is to assign groups to represent each cohort and to share their primary
characteristics but also what each cohort prefers with respect to remote work, technology, and the roles they
tio
want to or can play with colleagues from other generations.
Generation Z, born from 1996 onwards, is characterized by their status as digital natives and their deep
lu
reliance on technology. As they enter the workforce, they prioritize cutting-edge tech and benefits over
salary, seeking active engagement and input in their roles. Flexibility in task completion, work hours, and
So
the option to work remotely are crucial, alongside collaborative work relationships and growth
The Case Solution Starts From page 7
,6. Identify the differences in how each generation uses technology and views and responds to
remote work. How might non-Generation Z employees react to a remote work design, and how
can the employees of different generations be connected?
e
Generation Z are digital natives for whom technology is intrinsic. They want cutting-edge technology,
seeking active engagement, input, and collaborative relationships at work. They value mentoring and
pl
coaching from senior employees, particularly boomers, who are eager to take on this role. This desire for
involvement presents an opportunity for them to identify and introduce new technologies and solutions,
m
while also facilitating knowledge transfer to older generations like boomers and Generation X. They can
teach the older generations to use the technology, increasing their engagement while facilitating
organizational technology adoption.
Sa
Millennials, constitute the largest segment of the current workforce and demonstrate adaptability to
n
tio
lu
So
The Case Solution Starts From page 7
, EXHIBIT -1: CHARACTERISTICS OF GENERATIONAL COHORTS
Generation Characteristics Implications and differences
Generation Z ▪ Want cutting-edge tech ▪ Make new tech available, but don’t
(1996– ) ▪ Prioritize benefits over salary impose it on the older generations
▪ Want active engagement at work and ▪ Prioritize non-salary job
▪ Digital natives, tech is opportunity to have input characteristics—flexibility, benefits
essential ▪ Desire flexibility in: task completion, work ▪
▪ Just entering workforce hours and ability to work remotely
▪
▪ ▪
▪
▪
▪
▪ ▪
e
▪
▪
pl
m
Millennials
(1981–1996)
Sa
▪ Largest part of workforce
▪ More adaptable to tech
changes than other
generations
n
tio
Generation X
(1965–1980)
lu
▪ More educated than prior
generations
▪ Hard-working, self-reliant
So
▪ Just as comfortable with
digital and face-to-face
interactions with colleagues
Baby boomers ▪ ▪
(1950–1964)
▪ Goal-centric
▪ Strong work ethic ▪
▪ Comfortable with tech
▪ Considerable industry
knowledge
▪
The Case Solution Starts From page 7
, EXHIBIT -5: IMPLICATIONS OF CONTRASTING GENERATIONAL TECHNOLOGY AND REMOTE
WORK PREFERENCES
Generation Characteristics Implications
Generation Z ▪ Want cutting-edge tech ▪ Make new tech available, but don’t impose it
(1996–) ▪ Want active engagement at work and on the older generations
opportunity to have input ▪ Put on teams to complete work
▪ Digital natives - tech ▪ Want collaborative work relationships ▪ Assign mentors, boomers in particular want
is essential ▪ Want mentoring and coaching with this role, so pair them up
▪ Just entering senior employees ▪ Desire for input and engagement offers
workforce opportunity to have them identify new
technologies and solutions and teach
boomers and Generation X
Millennials ▪
(1981–1996)
e
▪
▪ Largest part of
pl
workforce
▪ More adaptable to
tech changes than
m
other generations ▪
Sa
Generation X ▪ ▪
n
(1965–1980)
▪
tio
▪ More educated than ▪
prior generations
▪ Hard-working, self- ▪ ▪
reliant
lu
▪ Just as comfortable ▪ ▪
with digital and face-
to-face interactions
So
with colleagues
Baby boomers ▪ ▪
(1950–1964)
▪
▪ Goal-centric
▪ Strong work ethic ▪ ▪
▪ Comfortable with
tech ▪
▪ Lots of industry
knowledge
▪
The Case Solution Starts From page 7
CASE STUDY SOLUTION
e
pl
SYNOPSIS
m
Rhonda Klosler, chief operating officer at RSM Canada (RSM) is chairing a meeting to discuss post-
Sa
COVID-19 pandemic work design. RSM has recognized that remote work offers employees greater
flexibility and work satisfaction, while giving RSM the opportunity to recruit from remote locations. RSM
would like to continue remote work. Focusing specifically on Generation Z, Klosler is seeking
recommendations on the ideal work design. Specifically, how should remote and in-person work be
balanced? How can RSM continue to build and maintain its company culture with employees who work
n
remotely? What will a new approach to work mean for the other employee generational cohorts?
tio
lu
OBJECTIVES
So
• Understand the differences between generational cohorts and the implications for their engagement and
motivation as employees.
• Recognize the opportunities and challenges of remote versus in-person work for productivity and
bonding and culture building.
• Design work with a balance of in-person and remote that attracts and retains Generation Z employees.
The Case Solution Starts From page 7
, e
pl
m
Sa
n
tio
lu
So
ASSIGNMENT QUESTIONS
1. What are the differences between the various generational cohorts? What are Generation Z’s
characteristics as an employee? How is Generation Z different from prior generations, and what are the
implications for how to attract and inspire them as employees?
2. What aspects of RSM’s current employee practices and approaches align with Generation Z? What
gaps or other areas can be addressed to increase their appeal as an employer?
3. Compare and contrast the benefits and drawbacks of the various levels of remote work and identify
how they align with Generation Z characteristics as well as broader organizational needs.
4. What is needed to build an organization’s culture? What are the implications of remote work for
building company culture? What are some of the barriers to building culture in a remote work
environment, and what suggestions do you have for how they can be overcome?
5. What activities would you recommend for in-person versus remote work based on Generation Z’s
characteristics?
6. Identify the differences in how each generation uses technology and views and responds to remote
work. How might non-Generation Z employees react to a remote work design, and how can the
employees of different generations be connected?
The Case Solution Starts From page 7
, e
pl
ANALYSIS
m
1. What are the differences between the various generational cohorts? What are Generation Z’s
characteristics as an employee? How is Generation Z different from prior generations, and what
Sa
are the implications for how to attract and inspire them as employees?
Exhibit TN-1 provides a detailed comparison of the various generational cohorts. A summary of the
readings on multi-generational workforce and burnout is provided below (see Recommended Readings). A
n
tip to make this content more engaging is to assign groups to represent each cohort and to share their primary
characteristics but also what each cohort prefers with respect to remote work, technology, and the roles they
tio
want to or can play with colleagues from other generations.
Generation Z, born from 1996 onwards, is characterized by their status as digital natives and their deep
lu
reliance on technology. As they enter the workforce, they prioritize cutting-edge tech and benefits over
salary, seeking active engagement and input in their roles. Flexibility in task completion, work hours, and
So
the option to work remotely are crucial, alongside collaborative work relationships and growth
The Case Solution Starts From page 7
,6. Identify the differences in how each generation uses technology and views and responds to
remote work. How might non-Generation Z employees react to a remote work design, and how
can the employees of different generations be connected?
e
Generation Z are digital natives for whom technology is intrinsic. They want cutting-edge technology,
seeking active engagement, input, and collaborative relationships at work. They value mentoring and
pl
coaching from senior employees, particularly boomers, who are eager to take on this role. This desire for
involvement presents an opportunity for them to identify and introduce new technologies and solutions,
m
while also facilitating knowledge transfer to older generations like boomers and Generation X. They can
teach the older generations to use the technology, increasing their engagement while facilitating
organizational technology adoption.
Sa
Millennials, constitute the largest segment of the current workforce and demonstrate adaptability to
n
tio
lu
So
The Case Solution Starts From page 7
, EXHIBIT -1: CHARACTERISTICS OF GENERATIONAL COHORTS
Generation Characteristics Implications and differences
Generation Z ▪ Want cutting-edge tech ▪ Make new tech available, but don’t
(1996– ) ▪ Prioritize benefits over salary impose it on the older generations
▪ Want active engagement at work and ▪ Prioritize non-salary job
▪ Digital natives, tech is opportunity to have input characteristics—flexibility, benefits
essential ▪ Desire flexibility in: task completion, work ▪
▪ Just entering workforce hours and ability to work remotely
▪
▪ ▪
▪
▪
▪
▪ ▪
e
▪
▪
pl
m
Millennials
(1981–1996)
Sa
▪ Largest part of workforce
▪ More adaptable to tech
changes than other
generations
n
tio
Generation X
(1965–1980)
lu
▪ More educated than prior
generations
▪ Hard-working, self-reliant
So
▪ Just as comfortable with
digital and face-to-face
interactions with colleagues
Baby boomers ▪ ▪
(1950–1964)
▪ Goal-centric
▪ Strong work ethic ▪
▪ Comfortable with tech
▪ Considerable industry
knowledge
▪
The Case Solution Starts From page 7
, EXHIBIT -5: IMPLICATIONS OF CONTRASTING GENERATIONAL TECHNOLOGY AND REMOTE
WORK PREFERENCES
Generation Characteristics Implications
Generation Z ▪ Want cutting-edge tech ▪ Make new tech available, but don’t impose it
(1996–) ▪ Want active engagement at work and on the older generations
opportunity to have input ▪ Put on teams to complete work
▪ Digital natives - tech ▪ Want collaborative work relationships ▪ Assign mentors, boomers in particular want
is essential ▪ Want mentoring and coaching with this role, so pair them up
▪ Just entering senior employees ▪ Desire for input and engagement offers
workforce opportunity to have them identify new
technologies and solutions and teach
boomers and Generation X
Millennials ▪
(1981–1996)
e
▪
▪ Largest part of
pl
workforce
▪ More adaptable to
tech changes than
m
other generations ▪
Sa
Generation X ▪ ▪
n
(1965–1980)
▪
tio
▪ More educated than ▪
prior generations
▪ Hard-working, self- ▪ ▪
reliant
lu
▪ Just as comfortable ▪ ▪
with digital and face-
to-face interactions
So
with colleagues
Baby boomers ▪ ▪
(1950–1964)
▪
▪ Goal-centric
▪ Strong work ethic ▪ ▪
▪ Comfortable with
tech ▪
▪ Lots of industry
knowledge
▪
The Case Solution Starts From page 7
