The Gen Z effect: How their values are reshaping the modern workplace

The modern workplace has undergone a transformation, and Gen Z are at the centre of it. Born between 1997 and 2012, Gen Z bring a fresh perspective, one shaped by economic uncertainty, rapid technological advancements, and a shift in societal values.  With this group projected to make up nearly 30% of the global workforce in 2025, employers must rethink how they attract, engage, and retain this generation.  

A lack of alignment with personal values is a potential dealbreaker.  Deloitte’s Global Gen Z and Millennial Survey saw nearly 40% of Gen Z employees turn down jobs that didn’t reflect their principles. Growing up in a world of digital connectivity, Gen Z demand transparency in the workplace. They expect open, honest communication from leadership, favouring direct and frequent updates over traditional corporate messaging. They value managers who are approachable and want collaboration, not authority for authority’s sake.    

They bring a fresh take on career progression and would prefer the chance to move laterally, develop abilities, and acquire a variety of experiences instead of following a straight path. According to Haiilo's survey, 34% of Gen Z workers leave jobs due to professional stagnation. Businesses that continue to function with inflexible structures run a risk of losing top young talent to firms that provide more personalised training.   

Work-life balance isn’t just a preference for Gen Z:  Many entered the workforce during a time when traditional office culture had begun to erode, and they see flexibility as a fundamental part of a job rather than a perk.  

Mental health is equally critical, with 82% believing companies should offer meaningful wellbeing initiatives (Deloitte). Yet, despite these progressive shifts, Gen Z face the underlying challenge of isolation. Unlike previous generations, who built workplace connections through in-person interactions, many Gen Z workers started their careers remotely or in hybrid environments resulting in a weaker sense of belonging, fewer organic mentorship opportunities, and an increased likelihood of job-hopping in search of a place where they feel truly connected. With research from Gallup suggesting this generation could work up to 10 jobs between the ages of 18 and 34, this pattern—while reflective of their adaptability—can be viewed negatively by employers, potentially making career stability harder to achieve. 

Gen Z are not simply another generation entering the workforce—they are actively reshaping it. Companies that don’t adapt could find themselves struggling to attract and retain top talent, while those that embrace some change, by encouraging genuine connection, enabling career fluidity, and aligning with the values Gen Z care about, will thrive. This doesn’t mean businesses must completely adapt at the expense of their own structure or tread on eggshells to accommodate Gen Z’s every need. Instead, it’s about being mindful of what this generation is bringing to the workplace—particularly in terms of ethics, expectations, and priorities. 

Gen Z stand in contrast to their Gen X and Baby Boomer predecessors, and as they are shaping the workforce, there is no doubt that we will be discussing this topic in years to come when Generation Alpha will probably contribute their own distinct viewpoint. Therefore, the key for businesses is not to constantly shift to meet every generation’s desires but to recognise that a change is happening now. With Gen Z set to make up a significant portion of the workforce—especially in key roles companies need to fill—organisations that acknowledge and respond to this shift will be best positioned for long-term success.