In a corporate boardroom somewhere in India, a business head drones on about ‘unachievable targets’ while a young employee struggles to suppress laughter. The culprit? A sudden mental image of an internet meme. This scene, shared recently on Reddit and subsequently going viral, encapsulates a growing challenge for organisations across the subcontinent: how to conduct meetings that accommodate Generation Z’s distinctive work style while maintaining necessary professional discipline.
Meetings have long served as the backbone of workplace communication—forums where strategies take shape and decisions materialise. Yet for Generation Z, the demographic cohort born roughly between 1997 and 2012, traditional meetings often represent little more than ‘gyan’—pointless monologues devoid of substance. Armed with shorter attention spans, digital-native habits and scepticism toward hierarchical structures, these young professionals frequently disengage, multitask or quietly reject conventional meeting formats.
This generational shift presents Indian corporate leaders with a delicate balancing act. How might organisations design gatherings that capture Gen Z’s attention while preserving professional norms? How can businesses stimulate participation without resorting to micromanagement?
“Their attention span is not going to last beyond 30 or 45 minutes. They would prefer to be aware of the agendas in advance with very clear objectives laid out.”
Sriharsha Achar, senior HR leader
“Their attention span is not going to last beyond 30 or 45 minutes,” observes Sriharsha Achar, a senior HR leader. “They would prefer to be aware of the agendas in advance with very clear objectives laid out.” Achar emphasises that Generation Z gravitates toward engagement, purpose and efficiency. To ensure relevance, meetings should articulate the underlying rationale for discussions, establishing clear objectives from the outset.
Achar further stresses the importance of interactivity. Digital collaboration tools can facilitate brainstorming, while quick polls and breakout sessions encourage participation. Rotating facilitators maintains dynamism and fosters involvement. “Everybody has a story to tell. Encourage participation and ownership,” he suggests.
“Discuss things in a short time and focus on the outcome, ensuring that people enjoy the process. The meeting should be enjoyable, not a compulsion.”
Rishav Dev, head – talent acquisition, Century Plywoods
Rishav Dev, head – talent acquisition, Century Plywoods, concurs. “Discuss things in a short time and focus on the outcome, ensuring that people enjoy the process. The meeting should be enjoyable, not a compulsion.” Dev recalls a senior leader who consistently sought feedback from younger colleagues on improving meetings. “Those meetings were always short and crisp,” he notes, highlighting the value of adaptability.
To engage Generation Z effectively, Indian companies must transition from traditional, monologue-heavy meetings toward interactive, technology-enabled formats. “Meetings should be shorter (30-45 minutes) and action-oriented, with tools such as Slido, Miro and Microsoft Teams enabling real-time participation,” explains Deepti Mehta, CHRO, Interface Microsystems. Gamification elements, including modest incentives and collaborative problem-solving, enhance engagement, while rotating moderators encourage ownership and fresh perspectives.
“Meetings should be shorter (30-45 minutes) and action-oriented, with tools such as Slido, Miro and Microsoft Teams enabling real-time participation.”
Deepti Mehta, CHRO, Interface Microsystems
Generation Z values clarity and favours pragmatic approaches. Engagement increases when participants receive specific responsibilities—note-taking, timekeeping, moderation—during meetings. Summarising key points and employing action-tracker software helps retain information and ensures follow-through. “After five minutes, they won’t remember anything, but when they go back to their tracker, they will recall everything,” Achar observes.
Flexibility proves essential for this demographic. They prefer asynchronous updates, video calls and hybrid participation options over rigid in-person gatherings. “If they come to the boardroom, they are bound to be uncomfortable. However, if you give them a video call option, they will be very happy,” notes Achar. Establishing clear expectations regarding punctuality, attentiveness and active listening ensures productivity remains uncompromised.
While engagement remains crucial, maintaining professionalism and discipline carries equal importance. Generation Z’s casual approach occasionally manifests as irreverence during meetings. Leaders must find ways to establish accountability without excessive rigidity.
At Interface Microsystems, “Setting clear expectations and discipline for Gen Z begins with a structured induction programme that defines workplace communication norms,” Mehta shares. Employees complete Code of Conduct Training and sign agreements on professional etiquette, covering social-media use, email protocols and meeting behaviour.
Additionally, the company’s Social Media Policy establishes boundaries, discouraging use of LinkedIn’s ‘Open to Work’ feature during employment. Work-from-home policies clarify that flexibility represents a privilege linked to performance and adherence to company guidelines. By establishing these parameters early, the organisation reinforces that freedom accompanies accountability, fostering a disciplined yet adaptable culture.
Leveraging peer influence constitutes another effective strategy in the Indian corporate context. Encouraging team members to hold each other accountable promotes mutual respect. Understanding Generation Z’s distinct operating style proves essential. “You are dealing with a generation that thinks differently and behaves differently. You need to give them some leeway while ensuring meetings remain on track,” advises Achar.
Pairing Generation Z employees with slightly older mentors from Generation Y (millennials) offers another effective approach. “Most Gen Zs report to Gen Y managers. By integrating cross-functional teams and encouraging mentorship, we subtly reinforce workplace norms while still allowing flexibility,” suggests Mehta. This peer-driven accountability maintains discipline without imposing oppressive constraints.
Generation Z does not inherently despise meetings—they reject unproductive ones. They flourish in structured, purpose-driven environments where discussions prove meaningful, time-efficient and interactive. Organisations embracing shorter, structured, digital-first meetings while establishing clear etiquette will more easily maintain discipline without stifling creativity.
As Dev aptly summarises, “Meetings should be enjoyable, not a compulsion. Keep them to the point, seek feedback, and focus on outcomes. If you involve Gen Z in the process, they’ll not only engage but also innovate.”
In India’s future workplace, the challenge extends beyond merely convening meetings—it involves making them worthwhile for all participants, particularly those who have grown up in a world where information flows freely, attention represents a scarce commodity and traditional hierarchies hold decreasing relevance.