There has been a lot written about what Gen Z (those born between 1997 and 2012) are looking for from work, and the challenges this presents to organisations to ‘reshape the workplace’ to attract and retain young talent. But writing as someone firmly in the ‘older worker’ age profile and as a Gen Z parent, are Gen Z’s expectations really so different to the rest of us, or are they simply better at expressing or even demanding what the workplace should be offering them?
Earlier this year Deloitte published the results of their latest annual global survey, which included reponses from 14,751 Gen Zs in 44 countries. The headlines from the findings were that this cohort of workers are looking for growth and development, but are not necessarily motivated by achieving leadership positions. While financial reward is important, they are also looking for work with meaning and purpose. Flexibility, wellbeing and a positive work/life balance are also prized, with this group also more likely to move employers, or ‘job hop’, in order to find their best fit.
Does this make Gen Z different to millennials or other age cohorts? The Deloitte survey showed broad similarities in expectations from work between Gen Z and millennials. A study by IES on behalf of the Centre for Aging Better – Fulfilling work: What do older workers value about work and why? – showed that like their Gen Z colleagues, older workers (those over 50) were also looking for work that is meaningful. They too are interested in learning and development opportunities, work-life balance and wellbeing.
The main expectations from work across all age cohorts appear to be in-step, although how some of these – such as flexibility, wellbeing and work-life balance – are prioritised by individuals may change over time, as do the reasons for seeking them. A Gen Z colleague may seek flexibility to pursue further study or activities outside work (paid or unpaid); millennials may have parental responsibilities; and older workers may be caring for their parents (as well as children).
However, other expectations, such as meaningful work, autonomy, growth and development opportunities, inclusive and equitable workplaces, and transparent and authentic communication from leaders, are now fundamental to how we all wish to experience the modern workplace and are less likely to change as employees move through age profiles.
What characteristics are unique to Gen Z? A tendency to be more ‘tech-savvy’ and as so-called ‘digital natives’, an expectation that modern, high-quality technology (including AI tools) will be integrated into their work to boost efficiency (not to replace entry level jobs).
Comfortable with social media, this group are also used to speaking out and expect their voices to be heard – and acted upon.
Perhaps the key factor that sets Gen Z apart from other age groups is their experience of COVID, which for many severely disrupted their education and social experience and is still having an impact today. They are therefore looking for opportunities to learn and develop in the workplace, including socialising with colleagues, and managers that will coach, mentor and support – a challenge when managers and employees are more frequently working remotely or in hybrid roles.
An urgent concern is the number of young people with health conditions that limit their participation in the workplace. The government’s recently published ‘Keep Britain Working’ review by Sir Charlie Mayfield, observed that between 2015 and 2024, the largest increase in people with work-limiting conditions, 77 per cent, was among those aged 16-34 – taking in the Gen Z cohort. Within this increase were 530,000 young people whose main health condition was mental health related.
The Mayfield Review highlights the shocking scale and cost to the UK economy of workplace inactivity, not only for younger cohorts but older workers too, as a ‘a loss of opportunity, life chances, and fulfilment for people who must be a part of our future’.
The urgent challenge for government and employers, then, is not to reshape the workplace to accommodate Gen Z, but to consider how to design an employee experience that attracts, develops, supports and retains talent across all age groups.
Sir Charlie suggests that ‘prevention, retention, early intervention and rapid rehabilitation in the workplace are likely to be …. effective remedies over time. Good work can be protective of health and prevent issues from occurring.’ For employers, this may mean considering work structure to focus on output and performance, not presenteeism; prioritisation of employee wellbeing to include mental health resources; developing empathetic and engaging managers and leaders who can coach support and guide their teams; fostering an inclusive culture that connects employees with the purpose of the organization and a leadership that communicates openly and transparently and encourages two-day dialogue ensuring employees’ voices are heard and valued.
The core message from recent studies appears to be that Gen Z, like the rest of us, is seeking employers who take an individualised approach to the employee experience and view colleagues as people not only as employees.
Sarah Dawson, IPA
November 2025