Exploring the Competencies of Generation Z Human Resources with a Future Studies Approach in the Headquarters of the Ministry of Science, Research, and Technology

Abstract
Generation Z, often referred to as the digital generation, represents a rapidly expanding cohort that is reshaping social, economic, and educational landscapes. Growing up immersed in technology, this generation demonstrates distinct characteristics such as adaptability, entrepreneurial orientation, and strong digital fluency. However, the fast pace of technological transformation and the emergence of the Fourth Industrial Revolution present new challenges for their competency development. Beyond technical expertise, Generation Z increasingly values soft skills, leadership, and future-oriented capabilities that prepare them for complex and uncertain environments. Understanding and redefining these competencies is essential for their sustainable success in a rapidly changing world.
Introduction
The present study aims to investigate the competencies of Generation Z human resources with a future studies approach in the Ministry of Science, Research, and Technology. With the rapid transformation of work environments and the increasing influence of technology, understanding the competencies of Generation Z employees has become crucial for organizations to ensure sustainability and effectiveness. Generation Z, born between the mid-1990s and early 2010s, exhibits unique characteristics such as adaptability to technology, teamwork capabilities, and data-driven decision-making skills. Previous research highlights that this generation values flexibility, innovation, and rapid learning, making it essential to examine their competencies in the workplace context. This study adopts a qualitative approach to explore and categorize the competencies required for Generation Z employees to thrive in governmental institutions, particularly in policy-making and decision-making entities. By employing a thematic analysis approach, the study seeks to identify key skills, behaviors, and attributes that distinguish this generation in professional settings. The findings contribute to the growing body of knowledge regarding human resource management for younger generations and offer practical insights for policymakers and organizational leaders. Given the dynamic nature of workplaces and the increasing role of digitalization, the study emphasizes the need for government organizations to adapt their strategies to better integrate Generation Z employees into their workforce.
Materials and Methods
This qualitative research was conducted using a thematic analysis approach and consisted of three coding stages: open coding, axial coding, and selective coding. The research sample comprised senior managers and consultants from the Ministry of Science, Research, and Technology, who play a critical role in shaping human resource policies and understanding generational workforce transitions. The participants were selected using a purposive and snowball sampling method to ensure that individuals with deep expertise and experience in human resource management and generational studies were included. A total of 17 interviews were conducted until theoretical saturation was achieved, indicating that no new insights emerged from additional data collection. Semi-structured interviews were the primary data collection tool, allowing for in-depth exploration of participants' perceptions and experiences. These interviews were conducted in person and followed a set of predefined themes while allowing flexibility for follow-up questions. The collected data were analyzed through an inductive content analysis method, following the classical Glaser coding approach. Three key coding stages—open, axial, and selective—were implemented to extract and categorize competencies relevant to Generation Z employees. To ensure the validity and reliability of the qualitative findings, the research adhered to the criteria of credibility, transferability, dependability, and confirmability. Furthermore, expert validation and participant verification techniques were utilized to enhance the accuracy of the results. The study’s methodological rigor was maintained by documenting each stage comprehensively and engaging subject-matter experts to review and confirm the identified themes and competencies.
Discussion and Results
The initial phase of qualitative data analysis involved open coding, where the content of interviews was systematically examined to identify meaningful concepts. A total of 350 initial concepts were extracted, which were then categorized into 44 basic themes and further refined into 19 organizing themes. These organizing themes were subsequently grouped under seven overarching global themes that represent the core competencies of Generation Z employees in the workplace. The key competencies identified include teamwork ability, active listening, familiarity with emerging technologies, data analysis, respect for diverse perspectives, adaptability to technological changes, task organization, and multitasking skills. The findings highlight that Generation Z employees leverage analytical and technology-driven skills to enhance their performance in professional settings. Moreover, their proficiency in collaborative work and their ability to manage multiple tasks simultaneously make them valuable assets in modern organizations. The research further revealed that this generation prioritizes a balance between personal and professional life while actively seeking opportunities for continuous learning and career development. Through the coding and thematic categorization process, the study demonstrated how Generation Z’s workplace behaviors align with the evolving demands of digital and technology-intensive environments. Additionally, the study underscores the importance of fostering a workplace culture that supports flexibility, inclusion, and skill development to maximize the potential of this generation. The thematic analysis framework effectively captured the nuanced attributes that define Generation Z’s engagement and effectiveness in government organizations.
Conclusion
The study’s findings emphasize the necessity for organizations, particularly government institutions, to adapt their human resource strategies to align with the strengths and expectations of Generation Z employees. The identified competencies reflect this generation’s distinct work ethic, which is rooted in technological proficiency, analytical thinking, collaboration, and adaptability. Given the increasing reliance on digital tools and data-driven decision-making, organizations must implement policies that leverage Generation Z’s strengths while providing structured career pathways for their professional growth. The research suggests that government entities should prioritize training programs that enhance digital literacy, foster teamwork, and encourage innovation to create a more dynamic and resilient workforce. Additionally, the study highlights the need for leadership models that integrate the participatory and feedback-oriented work preferences of Generation Z employees. The findings contribute to the broader discourse on intergenerational workforce management, offering practical recommendations for policymakers and human resource managers. Future research could extend this study by exploring the longitudinal impact of these competencies on organizational performance and by examining the generational differences in work-related attitudes and behaviors across various industries. Ultimately, integrating Generation Z’s competencies into human resource frameworks will be essential for fostering a progressive and technology-driven workplace culture that aligns with the evolving dynamics of the modern labor market.