Ghulam Sumdany Don

What leaders need to know about the new generation As a corporate trainer working with over 400+ local and international clients across Bangladesh and beyond, I have had the opportunity to closely observe how our workplace is evolving. One of the most significant changes I am witnessing today is the growing presence of Gen Z in the corporate environment – bringing with them a new mindset that is gradually reshaping how we define work, leadership, and success. This generation is not just joining the workforce; they are influencing it in ways we cannot ignore. In Bangladesh, where corporate culture has traditionally been structured, hierarchical, and process-driven, this shift presents both opportunities and challenges. Gen Z professionals have grown up in a digitally connected world. Their exposure to global ideas, trends, and opportunities has shaped a mindset that is more open, aware, and expressive. In my sessions across industries, whether banking, telecommunications, FMCG, or development sectors, I often notice that they are confident, curious, and willing to ask questions. They want to understand the “why” behind decisions, not just follow instructions. While this may sometimes be perceived as resistance or impatience, I see it as a sign of engagement. It reflects a willingness to think critically and contribute meaningfully. One of the most defining characteristics of Gen Z is their search for purpose. Unlike previous generations, who often prioritised stability and long-term job security, they want their work to have meaning. They are interested in how their role contributes to a larger vision. For leaders in Bangladesh, this requires a shift in communication – moving beyond tasks and targets to clearly articulating purpose and impact. Flexibility is another important expectation. Gen Z values balance and is more vocal about it. They are comfortable with flexible work arrangements and tend to focus more on outcomes than rigid processes. While many organisations have started adapting to this idea, especially after recent global shifts, there is still a gap between expectation and practice in many workplaces. At the same time, Gen Z brings significant strengths. They are quick learners, highly adaptable, and naturally comfortable with technology. In a time when digital transformation is essential, this gives organisations a clear advantage. They are also more open to change and often challenge conventional ways of thinking, which can drive innovation. Another positive shift they bring is openness in workplace culture. Conversations around mental well-being, personal growth, and inclusivity are becoming more common because Gen Z is willing to talk about them. This is gradually helping create healthier and more human-centred workplaces in Bangladesh. However, alongside these strengths, there are challenges that leaders must address. One of the most common concerns is their expectation for rapid growth and recognition. Many Gen Z professionals seek faster career progression and more immediate feedback. When these expectations are not met, it can lead to disengagement. Additionally, their low tolerance for rigid structures can create friction in organisations that still operate with traditional top-down leadership styles. Approaches based purely on authority and instruction are becoming less effective. This calls for a shift toward more collaborative and coaching-oriented leadership. From my experience, the solution is not to resist this change, but to understand and adapt to it. Organisations in Bangladesh do not need to completely transform overnight, but they do need to evolve. Leaders must learn to listen more, communicate more clearly, and create environments where young professionals feel valued and heard. Mentorship is one of the most effective ways to bridge this gap. While Gen Z employees are confident, they still need guidance. Structured mentorship and learning opportunities can help align their expectations with organisational realities while also supporting their growth. Continuous feedback is equally important. The traditional model of annual performance reviews is no longer enough. Gen Z prefers regular engagement, timely feedback, and clear direction. This not only improves performance but also builds trust and connection. Employer branding has also become increasingly important. Today’s professionals are highly aware of how organisations present themselves, especially in the digital space. A clear purpose, a positive culture, and strong communication can significantly influence their decision to join or stay. Having worked with both senior leaders and emerging professionals, I strongly believe that Gen Z is not a challenge to be managed – it is an opportunity to be embraced. They bring energy, innovation, and a perspective that aligns with the demands of a rapidly changing world. The future of corporate Bangladesh will depend on how effectively we engage and integrate this generation. Organisations that are willing to adapt will not only attract top talent but also become more agile, innovative, and resilient. In conclusion, Gen Z is encouraging us to rethink our approach to work. This is not a disruption to resist, but a transformation to welcome. With the right mindset and leadership approach, it can lead to stronger organisations and a more progressive corporate culture in Bangladesh.

Every year, during Women’s Month, organizations across Bangladesh celebrate women’s achievements through events, campaigns, awards, and social media appreciation posts. While these gestures are valuable, true empowerment does not come only from celebration—it comes from creating policies, systems, and workplace cultures that genuinely support women in their professional and personal journeys. One of the most important yet often misunderstood aspects of women’s empowerment in the workplace is maternity leave. At its core, maternity leave provides working mothers the time and space needed for a significant life transition with care and dignity. It supports physical recovery, emotional adjustment, and early bonding with a newborn. These factors are essential for overall wellbeing and long-term professional engagement. When organizations provide structured maternity support, they show that employees are valued not only for their work but also as individuals with evolving life responsibilities. This builds trust. Trust is a key foundation of a strong workplace culture. Employees who feel supported during life transitions are more likely to remain committed, motivated, and engaged when they return to work. In this way, maternity support contributes directly to employee retention and organizational stability. Across Bangladesh, many organizations are strengthening their HR policies to make maternity leave more structured and supportive. Clear policies and better communication are helping create more secure and respectful work environments. Supporting maternity leave is also aligned with effective leadership and good human resource management. Organizations that prioritize employee wellbeing often experience stronger teamwork, better collaboration, and long-term growth. Beyond policy, workplace culture is equally important. A respectful environment where managers and colleagues understand maternity transitions helps women return to work with confidence and balance. As Bangladesh continues to grow, inclusive workplace practices will remain a key driver of progress. Supporting women through maternity policies ensures that talented professionals can continue their careers while embracing important life milestones. Ultimately, maternity leave is about balance—between professional aspirations and personal life. When this balance is respected, both employees and employers benefit. A progressive workplace is not defined only by business success, but by how it supports people through different stages of life. Supporting motherhood is one of the strongest expressions of responsible leadership. Because when employees are supported, organizations grow stronger and so does the nation. Practical Takeaway for Organizations Organizations can strengthen maternity support by focusing on a few key actions: Even small, consistent actions in these areas can significantly improve employee experience and build a more inclusive workplace culture.