How Gen Z expectations are shaping the future of work

We often talk about Gen Z as the ‘new addition’ to workforces – but the reality is that they have been in the workforce for some time now. With the oldest of them born in 1997, they’re approaching their thirties – and beginning to move beyond entry-level roles into management and leadership roles.  
 
In short, Gen Z are about to have a much more significant impact on your organizational direction. So what do they actually want from work? 

Unlike millennials who entered the job market in the aftermath of the 2008 financial crisis (and often felt fortunate just to secure a role), Gen Z have until recently been able to be much more selective. They have grown up with abundant information, rapid technological change, and visible social challenges – not to mention the challenges of the COVID19 pandemic. That background has made them more vocal about what they want from employers, and less tolerant of companies that fail to deliver. 

What Gen Z look for in their work 

Deloitte’s 2025 Global Gen Z and Millennial Survey highlights that this generation prioritises growth, learning, and wellbeing over traditional career milestones. Only 6% say their primary career goal is to reach a leadership position – far fewer than older generations at a similar stage. Instead, they value ongoing development: learning opportunities consistently rank in the top three reasons why Gen Z choose their current employer (Deloitte, 2025). Perhaps watching older colleagues struggle with burnout and a lack of meaningful development is making them question whether the opportunities they seek will truly materialise. A context that understandably fuels disengagement. 

If you can provide career development, however, Gen Z wants more from it. If you want to engage this generation your L&D offerings need to feel relevant, personal and adaptable.  

Deloitte’s research shows Gen Z expect support and skill-building pathways that reflect their individual goals, rather than approaches that treat everyone the same way (Deloitte, 2025). Employers who move too slowly risk losing ground with Gen Z, as this generation expects agility and responsiveness in the same way they experience it in the digital world.  

Communication style is another area where expectations differ – and one that highlights the risks of stereotyping by age group. With Gen Z often described as digital natives who are ‘surgically attached’ to their mobile phones, you would expect them to prefer digital modes of communication. Instead, a 2023 Udemy survey found that 58% of Gen Z prefer face-to-face communication over the alternatives at work – far higher than email or other channels (Udemy/CII). For employers, adapting to this preference for direct, human interaction is key to maintaining engagement.  

Values over hierarchy 

For Gen Z, purpose and values are non-negotiable. Deloitte’s UK research shows around 90% believe working for a company that shares their values is critical for job satisfaction and wellbeing (Deloitte, 2025). EY’s own surveys echo this, finding that younger workers are increasingly disillusioned with organizations that talk about ethics but fail to embed them in practice (EY, 2024). Given the context they have grown up in – with the pandemic, Me Too and Black Lives Matter movements, along with increasingly right-wing politics the world over, it makes sense that they might be wary of those who say one thing and do another. 

This is a clear shift from millennials’ early experience of work. Where the 2008 recession created a generation grateful for any form of job security, Gen Z are looking for more: integrity, transparency, and meaningful impact. 

The risk of disengagement 

Several studies point to the consequences when Gen Z expectations aren’t met. Deloitte found that 59% of Gen Z plan to leave their current job within the next two years if they cannot see alignment on values or growth opportunities (Deloitte, 2025). And McKinsey highlights that one in four Gen Z self-report as emotionally distressed, with lower levels of social and emotional wellbeing than older generations (McKinsey, 2022). Combined with high expectations, these factors create a real risk of disengagement. 

Yet this hasn’t translated into the mass resignations you would predict. Deloitte’s survey shows nearly half of Gen Zs feel financially insecure (Deloitte, 2025), so leaving a secure role is increasingly unlikely, even when companies cannot display the care and integrity that Gen Z employees state as their preference. Economic pressures means many may have to stay put – but could choose to reduce their effort instead. Quiet quitting becomes the path of least resistance, with discretionary energy withheld unless employers step up. 

Supporting connection and mental health 

If employers want to unlock the extra effort previous generations felt under pressure to give, they must prove to Gen Z that they value their people. That means going beyond pay to demonstrate an effort to be more trustworthy and supportive. 

Mental health is central here. McKinsey’s research shows Gen Z are 1.6–1.8 times more likely than millennials to have poor mental health, yet less likely to seek treatment (McKinsey, 2022). Creating safe, supportive systems for wellbeing isn’t just compassionate – it will directly underpin productivity and retention for this generation. 

Connection is equally vital. Gen Z want workplaces where collaboration, trust, and belonging are visible, not just stated. Supporting managers to build connection and clarity helps prevent disengagement and equips this generation to lead effectively as they transition into supervisory roles. 

Implications for employers 

Employers must adapt if they want to harness the full potential of Gen Z. Your strategies should include: 

• Rethinking career development – offering continuous learning, mentoring, and personalised progression.
• Supporting mental health – For a generation where healthcare access is perceived as difficult or expensive to obtain, making wellbeing resources accessible and stigma-free is an attractive benefit.
• Building connection – train your managers and teams to create trust and inclusion in everyday work. Connection and self-awareness can be increased through use of behavioral assessments and manager coaching in the Thomas Connect platform. 

Handled well, these adjustments will not only retain Gen Z but also prepare organizations for the generation coming up behind them. Gen Alpha may still be in their mid-teens, but early research suggests they could be even more direct in their expectations of corporate culture – entrepreneurial, values-driven, and tech-first (Visa, 2023). Change your policies to engage Gen Z, and you’ll be better placed to welcome Gen Alpha too.