Gen Z is the fastest-growing cohort in Africa’s workforce, with surveys stating that by 2030, young people will make up more than 40% of the continent’s labour force, and their entry is reshaping industries, including market research. Digitally native, socially conscious, and eager for meaningful work, Gen Z professionals are redefining how research teams collect insights and connect with African consumers. For research firms, the challenge is not just recruitment but retention and integration of this cohort into organisations built for earlier generations.
Gen Z employees grew up online, and this gave them fluency in social media listening, mobile-first survey tools, and AI-driven analytics. Deloitte highlights how this generation is quick to adopt digital platforms at work, often leading experimentation with new research technologies. For Africa, where data collection is increasingly mobile-based, this digital confidence makes Gen Z an asset in building agile, tech-enabled insights teams. For example, Nigerian Gen Z researchers are already driving the adoption of WhatsApp-based survey tools, which capture consumer feedback more naturally than email panels.
Unlike earlier cohorts, Gen Z expects flexible working arrangements, inclusive cultures, and open dialogue with management. They value mental health, purpose, and diversity as much as pay. The African context amplifies this mindset as many young professionals juggle multiple income streams, freelance projects, or further studies. Firms that insist on rigid hierarchies risk losing talent to more adaptive competitors.
Gen Z is highly values-driven; they want to see the research they conduct used for positive impact by improving products, empowering consumers, or shaping fairer markets. In Africa, where research often influences policy and development, Gen Z’s push for purpose aligns with broader needs for inclusive growth.
Case in point: Kenyan Gen Z researchers have been vocal in shifting survey design toward youth financial inclusion and climate-related consumer attitudes, ensuring studies reflect the lived priorities of their generation.
While Gen Z bring energy and tech fluency, they often lack long-term loyalty to one employer. This is seen as Deloitte notes high turnover rates among young employees who feel underutilised or unheard. In Africa, where training investments are costly, this creates risk. Employers must balance structured mentorship and career development with opportunities for autonomy. Skills gaps in areas like statistical modelling or advanced behavioural science also remain, requiring investment in upskilling.
Ultimately, Gen Z are cultural interpreters and digital enablers and leaders who create flexible, inclusive, and purpose-driven environments that will harness their potential to generate sharper, more relevant insights. Those who resist may struggle with talent churn and risk producing research that feels out of touch with Africa’s youthful consumer base.
