If you’re leading a team today, chances are you’re already working with Gen Z—or you will be very soon. In fact, by 2035, this cohort is expected to become the largest segment of the global workforce .
But with that shift comes a challenge: many organisations still aren’t fully aligned with how Gen Z thinks about work.
So what actually defines this generation? And more importantly – what do they expect from employers?
A Generation Shaped by Uncertainty
Gen Z (typically born between 1995 and 2010) are the first true digital natives. Raised on instant access, constant connectivity, and rapid change.
But their defining traits go deeper than technology. This is a generation shaped by:
- Economic instability
- Political uncertainty
- A global pandemic during formative years
Many entered adulthood during COVID-19, missing out on key social and educational milestones. That experience has had a lasting impact, particularly on how they approach work, wellbeing, and risk. The result is a cohort that is often described as:
- More risk-aware
- More purpose-driven
- Less willing to accept “the way things have always been”
The Wellbeing Shift: Not a Trend, a Standard
One of the clearest insights from the discussion is Gen Z’s non-negotiable focus on wellbeing. This isn’t a “nice to have”, it’s now a baseline expectation.
Research highlighted by Dr Mary Collins on a recent episode of The HR Room podcast shows:
- Gen Z are the loneliest age group (18–24) despite being the most digitally connected
- They report lower stress tolerance than previous generations
That combination has serious implications for employers.
Gen Z isn’t just asking for flexible working, mental health support and work-life balance, they’re expecting them. And crucially, they’re willing to walk away if those expectations aren’t met.
Loyalty Has Changed, And That’s Not a Bad Thing
Traditional ideas of loyalty—long tenure, steady progression, “job for life”—are largely irrelevant for Gen Z. Instead, loyalty is conditional.
They’re asking:
- Am I learning and developing here?
- Does this role align with my values?
- Can I maintain balance in my life?
If the answer is no, they’ll move on. Gen Z are often more interested in experiences over ownership—prioritising growth, purpose, and flexibility over titles or long-term tenure.
Rethinking Career Progression
Another key shift is how Gen Z views careers. Rather than climbing a traditional ladder, they’re building portfolio careers:
- Moving roles more frequently
- Exploring different industries
- Pursuing side hustles or entrepreneurial projects
In fact, some research suggests Gen Z may move jobs up to 17 times in their career .
For employers, this means:
- Development opportunities matter more than job titles
- Flexibility can be more attractive than pay increases
- Traditional benefits (like pensions) may carry less weight early on
The Confidence Factor
Perhaps one of the most striking traits of Gen Z is their confidence in the workplace.
They are:
- Comfortable challenging expectations
- Clear about boundaries
- Willing to speak up early in their careers
For some organisations, this can feel like a disruption. But it’s also an opportunity. This generation is actively pushing for better work design, healthier cultures and more human-centred leadership. And in many cases, they’re accelerating changes that benefit everyone. This presents an opportunity if organisations are smart enough to seize it.
What This Means for Employers
If Gen Z will soon dominate the workforce, the real question is:
Is your organisation designed with them in mind?
Based on the insights from our recent podcast episode, forward-thinking organisations should focus on:
1. Designing Work Intentionally
Hybrid and remote work isn’t enough on its own. The real challenge is creating:
- Meaningful collaboration
- Clear communication
- Purposeful in-office experiences
2. Prioritising Wellbeing (Genuinely)
This goes beyond policies. It requires:
- Manager capability
- Cultural alignment
- Everyday behaviours that support balance
3. Rethinking Development
Move away from rigid career ladders and towards:
- Skills-based growth
- Diverse experiences
- Continuous learning opportunities
4. Embracing Multi-Generational Strengths
Initiatives like reverse mentoring can help organisations:
- Leverage digital fluency from younger employees
- Retain knowledge and experience from older cohorts
Final Thought: This Isn’t a “Gen Z Problem”
It’s easy to frame this conversation as a generational challenge. But in reality, Gen Z is holding up a mirror to the workplace. They’re asking ‘why does work have to be this way?’ and ‘ can it be better?’ These are the right questions to be asking, and organisations that listen and adapt won’t just attract Gen Z talent and retain them, they’ll build workplaces that work better for everyone.
