Tag: gen-z

The Rise of the Career Situationship: Why Gen Z Is Redefining Commitment at Work

A recent survey claimed that nearly half of Gen Z plan to leave their jobs within a year, and more than half admit they took their current role knowing it would be temporary. The headline is designed to shock – a generation with “commitment issues.” And a headline that myself and Danielle Farage recently explored on our From X to Z podcast. This isn’t about a lack of loyalty. It’s about a new understanding of work itself.

Every generation has gone through periods of restlessness at work. When the economy is uncertain and the world feels unstable, people naturally think short-term. From my perspective, this has always been cyclical – periods of growth bring career ambition, whilst instability sparks pragmatism. The difference today is that the traditional reasons to stay in a job – home ownership, pensions, predictable progression – have all but disappeared for many younger workers. In their place instead is a simple question: “Does this job give me something meaningful right now?”

For many of Gen Z, the answer often changes – and that’s not a sign of flakiness, but of realism. They are navigating a volatile economy, rising living costs, and a job market transformed by AI and automation. It’s hardly surprising that their focus is on the present, not the promise of a distant reward that may never materialise.

Danielle framed this shift as a broader redefinition of success. For Gen Z, money is a means to an end – a tool to support a life that feels authentic – and not necessarily a goal in itself. They’ve grown up watching countless models of success play out on social media: creators, entrepreneurs, activists, freelancers. The lesson they’ve absorbed is that there isn’t one consistent, right career path. Their 20s are for exploration, not lifelong contracts. Stability is less important than learning, autonomy, and purpose.

This mindset is giving rise to what Danielle calls the “career situationship” – a term borrowed from the language of dating – to describe a relationship where neither side is fully committed. The employer offers just enough reward or recognition to keep someone around, and the employee gives just enough engagement to get the job done – all the while scanning for better options. It’s a fragile dynamic, and one that’s becoming increasingly common.

The root cause isn’t entitlement or impatience; it’s disconnection. Many younger employees simply don’t feel recognised or valued in their roles. They crave feedback, development, and honest conversations about growth – but too often encounter bureaucracy or indifference. Without that sense of progress and belonging, even a well-paid job starts to feel hollow.

Management is a skill – not a title – and one that’s often overlooked. It seems too many managers are being promoted without necessarily having the right tools – or skills – to lead, connect and inspire their teams. Leadership today requires empathy, curiosity, and communication – qualities that build trust and make people want to stay. It’s not about enforcing loyalty, but about earning it through genuine care and clarity.

Ultimately, Gen Z’s attitude to career commitment is not a rejection of work; it’s more of a demand for meaning. They want work to fit into a life that feels purposeful, rather than the other way around. That may look like job-hopping on the surface, but beneath it is a search for belonging, respect, and growth.

The challenge for organisations is to meet that search with authenticity. Recognition, dialogue, and development aren’t “nice to haves” – they’re the foundation of modern retention. Because whether in careers or relationships, people stay where they feel valued. Which is something that every generation can understand.

Check out our full conversation here – https://www.youtube.com/watch?v=BbZmlkDq9RI – or through the image below, and you can also visit Purple Acorn From X to Z to check out all our intergenerational podcast chats.


Why Are Gen Z the Most Miserable Generation?

For decades, research around happiness has suggested a predictable pattern: life satisfaction followed a “U-bend.” Young adults begin relatively optimistic, hit a slump in middle age, and then rebounded later in life. While the precise age of peak misery varied from country to country, the overall shape was remarkably consistent.

But new research published in PLOS research journal by economists David Blanchflower, Alex Bryson, and Xiaowei Xu reveals that this curve has shifted in a striking – and potentially troubling – way.

Across much of the world, it is no longer middle-aged adults who are the most miserable. Instead, young people, especially Gen Z, are reporting the highest levels of unhappiness of any age group.

A “Ski Slope” of Misery

The researchers analysed large-scale surveys in the United States, United Kingdom, and 44 other countries. Historically, data such as the Behavioural Risk Factor Surveillance System (BRFSS) in the US showed unhappiness peaking in middle age between 2009 and 2018.

Yet between 2019 and 2024, the familiar “hump” disappeared. Mental health among older groups remained stable, while despair amongst younger people climbed rapidly. A similar pattern emerged in Britain, where rates of anxiety and poor mental health surged among under-40s after 2016. The global picture is no different: across Africa, Asia, Latin America, Europe, and the Middle East, young people consistently report worse mental health than their elders.

This generational shift is profound. Older adults, once seen as the most vulnerable to despair, now appear more resilient than the youngest members of the workforce.

Why Are Younger People So Unhappy?

The causes are complex, and there is no real single explanation that fits across countries. But the research did highlight several possibilities:

  • Labour market changes. Traditionally, employment was a buffer against poor mental health. Yet for young American workers – particularly the least educated – this effect has weakened. Falling job satisfaction and economic insecurity are probably contributing factors.
  • Technology and social media. The rise of smartphones and social platforms has coincided with declining youth mental health since the early 2010s. Whilst they are usually blamed for this, the research covered a number of studies and found only a weak link between social media use and sustained declines in wellbeing.
  • Generational drift. Each successive generation has entered adulthood more miserable than the last – millennials and Gen X reported midlife malaise earlier than the baby boomers. Gen Z, however, are beginning their adult lives at historically low levels of happiness, raising concerns about how they will cope as they age.

In short, Gen Z are not only starting from a worse position than previous generations – they may also face deeper challenges as they approach midlife.

What This Means for Society and Work

The implications extend way beyond statistics. Rising despair among young people matters because they represent the current and future workforce. If left unaddressed, poor mental health risks affecting productivity, engagement, and social cohesion.

For organisations, this underscores the importance of investing in employee well-being, mental health support, and meaningful work. Younger workers may be the most digitally connected generation, but they also report the highest levels of disconnection, anxiety, and dissatisfaction. Employers who recognise and respond to this reality will not only support their people – they will also secure a competitive advantage in talent attraction and retention.

Cause for Cautious Optimism?

While the findings are sobering, they are not unchanging. Some evidence suggests that the mental health of young Americans has improved modestly in recent years, hinting that today’s “ski slope” of misery may not be permanent.

Still, the shift should serve as a wake-up call: the youngest generations, once assumed to be the happiest, are now struggling most.

Addressing this challenge will require action from policymakers, educators, employers, and communities alike. The “U-bend” of happiness may well return in time, but for now, Gen Z are facing an uphill climb. And organisations, professions and colleges can’t afford to look away.

Intergenerational Harmony: Navigating Multigenerational Workplaces

I’ve always been interested in workplace dynamics. I’ve had, in some respects, an unusual career in that I started off professionally qualifying as an accountant and over the years have been through marketing, sales, HR and writing, and in all the different sectors and organisations I’ve worked in, I’m always most interested in how we collaborate and co-create, the relationships we build, and where there’s things maybe not working in the workplace, what causes friction and internal disruption.

What interests me most at the moment is the number of different generations in the workplace. When I started work, there were very few people in my company who were over the age of 55, let alone 60 or 67 (which is the standard retirement age in Europe) so it was it was quite different. Whereas now we’ve got people working longer –  there was a big piece in the Financial Times in Europe only a few weeks ago where they’re interviewing people in their 80s who are still working, pretty much on a full time basis, because they’re fit and healthy, and they enjoy it.

Something has changed: the structure, dynamics, and meaning of work have transformed. That’s what I explore on a regular basis with Danielle Farage on our From X to Z podcast series – and it’s why intergenerational harmony is more critical (and more possible) than ever.

It was an honour to be invited on to Adam Posner‘s Pozcast recently to talk with Rhona Barnett-Pierce about my thoughts on Intergenerational Harmony. You can listen to the whole conversation here – https://www.thepozcast.com/mervyn-dinnen-understanding-gen-z-the-future-of-work-live-from-unleash-2025/ – and these are the key things I talked about

1. A Lifetime of Learning Workplace Relationships

From ‘humble’ beginnings as a trainee accountant ticking off bank statements to navigating marketing, HR, sales, and writing, my journey has always centred around one question: how do people collaborate within organisations? Friction, alignment, mentorship, and teamwork – these dynamics really define our experience of work. And the more varied your background, the richer your insight into what drives co-operation, or causes a breakdown in internal relationships.

2. Generations: From Homogeneity to Multigenerational Workplaces

When I joined the workforce decades ago, your co-workers typically shared similar stages in life. Now, you routinely find 18 and 80 year-olds on the same Zoom call. That shift reshapes how we learn, mentor, lead – and think about opportunity. The diversity of life stages has created a complex, vibrant workplace with both promise and growing pains

3. Friction Is Nothing New (But a Different Flavour Now)

Young, aspirational hires have always challenged the status quo. I recall reluctantly ticking off bank statements as a trainee – it seemed a fairly menial thing to do after passing my first exams – until I realised (or was helped to realise!) that it was essential for mastering the job. Today’s younger employees bring a sharper dose of self-confidence, often backed by deep digital understanding and fluency. They’re less likely to accept “that’s just how we do it” – and more likely to say, “I can actually help with that.”

4. Gen Z’s Mindset: Driven by Flexibility, Not Just Pay

It wasn’t like this for Gen X. The blueprint was straightforward: work → overtime → promotion → house → family. Indeed, salary growth roughly matched the cost of living back then – meaning real progress was achievable. The maths is broken now: property prices have risen 30x while incomes only 10x. For Gen Z, traditional markers of financial stability are less attainable and are more likely to come from family support/inheritance, so instead they look for purpose, autonomy, and meaning in their roles.

5. When Tech Becomes a Generational Advantage—and a Challenge

Younger generations enter workplaces already fluent in digital tools, often surpassing seasoned managers and leaders. Add AI into the mix, and the resulting power shifts can be jarring if not handles well. Leaders may need help adapting – not because they lack authority, but because the toolkit they rely on has evolved. The trick? Recognise those new dynamics and harness them for innovation.

6. Gen X: The “Sandwich” Generation Under Pressure

If Gen Z is reinventing what work means, Gen X is struggling with identity at work. Often caring for aging parents and facing increased competition (even from freelance boomers staying in the mix), they feel squeezed. Neither at the top nor ready to retire, they’re redefining their place – experimenting with flexible work, consulting, or fractional roles. This volatility can fuel misunderstanding across generations.

7. Redefining Retirement: A Choice, Not a Deadline

Life expectancy keeps climbing, but state retirement ages aren’t keeping up. Many older professionals are choosing – or needing – to continue working well into their 70s and beyond. And if that pushes younger workers out of certain roles? It’s not malice – it’s a symptom of changing life arcs. For Gen Z, this adds competition; for Gen X, it’s both risk and opportunity.

8. Practical Steps for Multigenerational Harmony

  • Respect structure—but question rigidity: Hierarchies exist for a reason, but flexibility can unleash creativity.
  • Balance freedom with clarity: Autonomy works best when expectations and goals are clear.
  • Invest in intergenerational dialogue: Bring diverse voices into strategy and culture conversations.
  • Design flexible career paths: From gig roles to portfolio careers, accommodate evolving life stages.
  • Focus on shared purpose: Work aligned behind meaningful goals unites all ages.

Let me know what you think….and check out the full Pozcast chat here:

Gen Z’s Approach to Work Isn’t the Problem – It’s the Wake-Up Call!

Sensationalist headlines about generational differences in the workplace continue to take up loads of space on social and digital media platforms. I see a lot of it when I’m sifting through the latest articles and research for my weekly podcast chat with Danielle Farage on From X to Z on the Purple Acorn platform.

The episode that I’m writing about this week centred around articles on how Gen Z look for flexibility in their schedules and in the way they structure their working day – effectively challenging traditional work norms and redefining ‘professionalism’ by stretching boundaries such as talking a more flexible approach – also known as “going to the gym during work hours”! Add to this open conversations around mental health, and the questioning of traditional work structures – in particular challenging the ‘that’s the way we’ve always done things here’ narrative which leads to feelings of being  judged, misunderstood, or even dismissed.

The truth is that no generation is the problem. But the work itself is changing – and Gen Z is accelerating that change. Rather than clashing, organisations have a real opportunity to better understand each other, learn from one another, and build a more inclusive and fulfilling future of work.

1. Purpose Over Paycheque Isn’t Entitlement – It’s Evolution

Gen Z aren’t just chasing a salary – they want meaningful work aligned with their values. They want their jobs to have impact – and aren’t shy about saying it. This is often at odds with more experienced workers who usually found purpose after they had established some form of career and skill stability. Gen X and Boomers often had to take what they could get, keep their heads down, and climb the ladder. It was more about resilience and creating a longer term impact.

The Gen Z approach underlines that work is about more than survival – it can be meaningful as well.

2. Mental Health Isn’t a Weakness – It’s a Strength

Gen Z talk openly about anxiety, burnout, and needing time to recharge. They’re setting new standards and boundaries for workplace wellbeing and have a greater understanding of how, when and where they can thrive, and the support and guidance they might need.

This is at odds with Gen X and Boomers who tended to have to ‘push on through’ and leave more personal issues behind when they stepped into the workplace. They might admire Gen Z’s openness but might also see it as a sign of weakness or lack of resilience.

Organisations need to offer space for honest conversations – something that Gen Z expect – so that everyone in the basin less can help with coping strategies and supporting health without sacrificing performance.

3. Challenging Hierarchy Isn’t Disrespect – It’s a Desire to Contribute

Gen Z want to be heard. They want to understand how and why things are done in a certain way, and expect collaboration and support – not command and control. Gen X may see this as pushing back on organisational structures – and also impatience and a lack of respect.

The opportunity here is to support Gen Z with mentorship and context, and to work together to restructure outdated systems and practices. Mutual respect can lead to more successful outcomes.

4. Technology Is a Tool For Smarter Working

Gen Z have grown up in a digital world. They are quick to learn and adopt, and use technology intuitively and efficiently. The rapid development of workplace tech can be overwhelming for more experienced workers and can lead to misconceptions over the quality of Gen Z’s people skills, ability to interact.

The workplace needs a balance. Gen Z can show new ways to work smarter, faster and more effectively whilst older generations can emphasise the importance of real conversation, interpersonal nuance and collaboration.

5. Setting Boundaries Isn’t Laziness

Gen Z have watched older generations burn out – and they aren’t willing to sacrifice health or identity for hustle culture. This is often sharply at odds with older workers who have historically been rewarded for going above and beyond – usually by working long hours and overtime. Whilst there was often a personal cost involved, they are more likely to see Gen Z as slackers.

Another example of mastering the art of learning to work smarter – Gen Z can challenge the concept of extra hours leading to better outcomes with strategies to work smarter and more effectively, whilst more experienced workers can also point to how dedication  and loyalty brings results for everyone

6. All Generations Want the Same Thing: A Better Way to Work

At their core, Gen Z workers aren’t rejecting notions of hard work and dedication – they are trying to redefine it in a way that works for everyone. Asking the questions that older generations may have asked quietly – or never had the opportunity to ask at all.

And Gen X and Boomers aren’t stuck in the past – they’ve adapted through recessions, technology revolutions, and workplace upheaval. They know the value of grit and determination, and they want to pass that on through mentoring opportunities.

The Future of Work Is Intergenerational

Work isn’t just changing. It’s evolving. And we’re all part of the change. Building a workplace that embraces generational differences – and thrives because of them. A workplace where people feel seen, heard, respected, and whole.https://www.youtube.com/watch?v=FIE06FmiFEU&list=PLmQi8Zify99xWaqop_IOTo44aa_X17f4b&index=12

Why Micro-Retirements Might Be the Future of Career Growth

The expression “micro-retirement” has been gaining traction on digital news sites and platforms as a new ‘career trend’ that the Gen Z workforce are readily adopting. And needless to say, Gen X and Boomers are less than impressed – assuming the term refers to young people throwing in the towel after a few months of work to take a break!

The expression “micro-retirement” has been gaining traction on digital news sites and platforms as a new ‘career trend’ that the Gen Z workforce are readily adopting. And needless to say, Gen X and Boomers are less than impressed – assuming the term refers to young people throwing in the towel after a few months of work to take a break!

There is a real rationale behind the concept, and one that I was discussing with Danielle Farage on our latest From X to Z podcast. The phrase “micro-retirement” actually indicates a complete shift and points us toward the future of how we work, learn, and reset, highlighting a fundamental shift in our relationship with work.

Breaking from Tradition

For Boomers, Gen X and Gen Y, the concept of a career break was rare and often problematic. Gaps on CVs – and unexplained periods of apparent worklessness – would raise eyebrows as signalling an apparent lack of commitment or reliability. Of course, for earlier generations in the workforce, it tended to be the employer that owned the responsibility for upskilling their workforce, and helping to train their people on new systems or tools.

Gen Z see it differently. With rapid technological change – for example currently areas like AI and automation – waiting for a company to provide learning opportunities could mean getting left behind. The concept of micro-retirements – or career pauses may be a better expression – are seen by Gen Z as being proactive, not passive. They’re using them to recharge, reflect, and learn new skills.

Danielle shares how a layoff in 2023 turned into a transformative three-month break filled with travel, yoga, and eventually, launching a solo venture. Far from “retirement,” it was a reboot. And I don’t think she’s alone. I hear of increasing numbers in the emerging workforce designing work lives that include intentional pauses to refocus or explore new paths.

The COVID Catalyst

The COVID-19 pandemic definitely seemed to shift the narrative around time off. Suddenly, breaks in employment were understandable. Even expected. Caring for family, facing potential layoffs, or navigating mental health challenges, have increasingly become real reasons for career/CV ‘gaps’. The stigma around taking some time out of work has started to fade.

Language Matters

Still, the term micro-retirement has connotations. Retirement has historically implied stepping away permanently – not taking a purposeful break to learn, recharge, or pivot. Particularly in the modern workplace where people in their 70s and 80s still want to be part of the global workforce.

So maybe it’s time for a rebrand: sabbaticals, mini-breaks, or learning pauses. The language we use shapes how these breaks are perceived – culturally, mentally and particularly when making hiring decisions. The expression ‘micro-retirement’ might read like a clickbait worthy headline — but the concept behind it is legitimate.

Learning in Your Own Time

This is another key generational difference. Who is responsible for the upskilling of the workforce?

Previous generations largely experienced a business world where employers tended to handle learning and development of the skills and knowledge relevant for the role. Gen Z though are used to YouTube, online courses, and talking more of a DIY approach to learning. So, if you want to understand more about AI, automation or master a new tool or skill, you’re expected to figure it out on your own — often in between jobs or projects.

These breaks – or micro-retirements – then become essential career investments, not indulgences.

What Do Organisations Need to Do?

Instead of resisting the trend, organisations will benefit from leaning into it by offering – or supporting:

  • Flexible leave policies: Consider formalising sabbaticals or micro-breaks as part of the employee experience
  • Encourage self-directed learning: Offer stipends/bursaries or access to learning platforms for use during or between roles
  • Recognise the return: Employees often come back from breaks with renewed energy, sharper skills, and clearer goals
  • Rethink time: With AI increasing productivity, do we need to work the same hours to produce the same output?

Ultimately, this isn’t just about taking a break. It’s about redefining how we build sustainable, meaningful careers in a new world of work.

So I think the term “micro-retirement”, whilst clickbait worthy, is misleading. The sentiment behind thought reflects a smarter, more human approach to work. Pausing with purpose, not checking out.

And – if framed and supported properly – a fairly essential retention strategy.

Check out the full From X to Z podcast conversation here –

Return to Office Mandates : Why Gen Z Isn’t Buying In

Hopefully you’ve been following the ‘From X to Z’ podcast series on Purple Acorn in which myself and Danielle Farage talk about the world of work – and workplace trends and issues – from the perspective of two very different generations!

Last week we had a good conversation about RTO mandates and what managers and leaders often don’t understand (or in some cases don’t want to understand) about why the Gen Z workforce are less likely to buy in.

I’ll share the full conversation at the end of this newsletter, but here’s my blog on the key takeaways from our conversation.

The Great RTO Push and the Generational Divide

With companies increasingly pushing for return-to-office (RTO) mandates, employees – particularly Gen Z – are pushing back. Leadership teams – which are often composed of older generations – often argue that physical presence is essential for productivity, collaboration, and culture. And probably don’t often mention that they are used to managing and supporting people who are sat in front of them!

However, the overall workforce’s expectations have shifted dramatically, and Gen Z, in particular, is questioning whether the traditional office model still makes sense.

The reality is that remote work existed before the pandemic – it just wasn’t mainstream. In the chat I reference research that myself and Matt Alder did in partnership with Kelly back in 2017/18 in which we found around two-thirds of the 18,000 jobseekers surveyed saying that they preferred to work (and believed they had the tools and support to work) remotely, and didn’t feel the need to be in a physical location to feel seen.

The forced shift to remote work during COVID-19 didn’t create a preference for flexibility; it simply validated that many jobs can be done efficiently outside of a traditional office environment. Now, as employers attempt to reinstate old norms, younger workers are finding it difficult to justify why they should comply.

Does Gen Z Hate the Office?

It’s a common misconception that Gen Z wants to work entirely from home. In truth, only about 10% of Gen Z workers want to be in an office full-time, but that doesn’t mean they reject in-person collaboration altogether. Many prefer hybrid work models, where they can maintain flexibility while still engaging in face-to-face interactions when necessary.

What Gen Z does resent is the idea that office attendance equals productivity. Unlike older generations who learned workplace skills by shadowing colleagues in a physical setting, Gen Z workers have grown up in a world where information is instantly available, and they have access to what they need to know as and when they need to know it.They don’t rely on being physically present to learn or contribute meaningfully, and instead value efficiency, autonomy, and meaningful work over rigid attendance policies.

The Productivity Paradox: Is RTO Actually Helping?

One of the most glaring issues Gen Z seems to have with return-to-office mandates is the lack of clear reasoning behind them. Many employees find themselves returning to the office only to sit in virtual meetings all day – meetings they could have attended just as effectively from home. This begs the question : If in-person collaboration is the goal, why are so many workers spending their office days glued to video calls?

Productivity should be measured by output, not location. If employees can complete their work efficiently from home, forcing them into an office for the sake of optics feels counterproductive. Younger workers, in particular, are questioning the logic of spending time and money commuting just to do the same tasks they could accomplish remotely.

Economic Realities: The Cost of Showing Up

For many Gen Z workers, the financial burden of returning to the office is another major concern. Wages have stagnated, while the cost of living – especially housing – has skyrocketed. Unlike previous generations who saw home ownership as a feasible goal early in their careers, many young professionals today struggle to afford rent, let alone save for a house.

Given these economic realities, the traditional corporate incentives – such as promotions and pay rises tied to office visibility – hold less appeal. If young workers don’t see a direct financial benefit to commuting, they are less likely to buy into the RTO narrative.

Moreover, the old model of employer loyalty is breaking down.

Previous generations stayed at one company for decades because they were rewarded with pensions, bonuses and long-term job security. Today, those benefits are rare. As a result, Gen Z sees no reason to sacrifice their personal wellbeing for a system that doesn’t prioritise them in return.

Rethinking Workplace Incentives

If companies want to attract and retain young talent, they need to rethink the benefits they offer. Traditional perks like office snacks, breakout rooms – and ping-pong tables! – don’t hold much weight in a world where employees value work-life balance over performative engagement. People need a reason to return a fixed location, and one that makes sense to them.

Companies need to consider relevant and much needed benefits that directly address employees’ real-life needs, such as:

  • Covering commuter costs – subsidised travel, help with petrol/gas, or parking reimbursement
  • Providing meal stipends for days spent in the office
  • Offering gym memberships or wellness programs to support employee health
  • Prioritising professional development with mentorship opportunities and skills training tailored to their particular career goals and interests.

The Future of Work: Adapt or Lose Talent

Companies that insist on rigid return-to-office policies without clear benefits are at risk of losing their best talent to competitors that embrace flexibility. Gen Z isn’t just rejecting the office – they’re rejecting outdated workplace norms that prioritise presence and an element of control over trust, and also presence over productivity.

Instead of enforcing blanket mandates, leaders should ask themselves: What is the real goal of returning to the office? If the answer is collaboration, mentorship, and culture-building, those goals can be achieved through intentional, flexible policies rather than strict attendance requirements.

In industries like manufacturing, healthcare, transportation and construction, where remote work isn’t usually a viable option, companies need to rethink how they attract young workers. Higher wages, better career development opportunities, and improved working conditions will be necessary to prevent talent shortages.

The workplace is evolving, and so are employee expectations. Companies that adapt will thrive, while those that cling to outdated models will struggle to attract and retain top talent. The choice is clear: Listen to your workforce, or risk losing them to those who do.

Check out my full conversation with Danielle Farage here:

Engaging and Retaining Gen Z: What Organisations Need to Know

If you enter the words Gen Z or Generation Z into an online search, a number of words will come back to you. Not all of them necessarily complimentary. Not all employers are tolerating laid back language and attitudes. Words like difficult in the workplace come up. If you do the search, they are demanding and they want culture change. I don’t think there’s ever been as much written about an emerging generation in the workforce as there is now, but in the digital era, Gen Z are under the microscope.

Certainly, if you go back through books and magazines on the history of work, I doubt you’ll find articles entitled ‘How to Hire a Hippie’ or ‘Why the punk rock generation will change your business forever’. But in the digital era, Generation Z are up for being put under the microscope.

The fact is, baby boomers are gradually and steadily retiring – although at slower rates than before – so for organisations hoping to remain competitive in a rapidly evolving market, knowing how to engage and retain Gen Z employees is crucial. However, the expectations of this digitally savvy, highly educated generation differ from their predecessors. Understanding their needs can make a significant impact on a company’s success.

I recently had an insightful podcast chat with Gen Z and Future of Work Influencer Danielle Farage, who is a Harvard Business Review and Forbes featured editor, and also helps organisations to bring neurodivergent thinking into the organisations. We talked about the six key factors that organisations should focus on:

1. The Workforce is Changing: A Need for Fresh Talent

For organisations looking to replenish and up skills their workforce, the focus is naturally on how to attract and retain the emrging generation – Gen Z. However this cohort is different in terms of its expectations and needs.

They are entering the workforce with high levels of education and technological know-how, but then often find themselves faced with outdated workplace practices that don’t align with their skills, beliefs and aspirations. Organisations that fail to adapt risk losing out on the fresh talent they need to sustain growth.

2. Embracing Technology and Modern Work Tools

Gen Z is the first generation to grow up entirely in the digital age, having had smartphones and high-speed internet for most of their lives. As Danielle Farage points out during our conversation, this exposure has conditioned them to expect a workplace that is both technologically advanced and flexible. They are not interested in working with outdated systems or for organisations that resist change.

Companies looking to attract and retain Gen Z talent need to ensure they have current, intuitive technology, and be open culturally to digital transformation, and an environment of innovation. This approach helps to improve efficiency and performance, and also caters to the tech-driven mindset of the emerging workforce.

3. Focus on Guidance, Not Micromanagement

While Gen Z wants to grow and develop within their roles, they resist the notion of being micromanaged. They desire autonomy in how they approach their work and appreciate leadership that guides rather than controls.

I often write and speak about how traditional management styles that centred on direction and control, are giving way to a more supportive model focused on superior and enablement. Gen Z expects their leaders to act as mentors who can facilitate their growth through advice, access to resources, and opportunities to learn. Employers who offer this type of support are more likely to foster loyalty and retention among Gen Z employees.

4. Redefining the Employer-Employee Relationship

Unlike previous generations, who may have expected to work for the same company for decades, Gen Z views employment as a two-way relationship. This generation is much more likely to ask: “What can your company do for me?” while also offering their skills and talents.

Danielle Farage highlights that this change reflects a broader shift in the employer-employee dynamic. Gen Z wants meaningful work that aligns with their values, and they expect opportunities for both personal and professional development. Companies that understand and respond to this desire will stand out as employer of choice amongst emerging talent.

5. Career Flexibility is Key

Gen Z doesn’t envision a singular, linear career path. Instead, they anticipate having multiple careers across different industries over their lifetime. This means they are likely to prioritise roles that allow them to develop transferable skills and explore their various interests.

Businesses should be open to providing diverse learning opportunities and career progression paths. Encouraging employees to explore new roles within the company not only retains talent but also strengthens internal mobility and innovation. Gen Z will look for opportunities and support for up-skilling and re-skilling, so providing these will help engage and retain what has become a flexible and career-fluid workforce generation.

6. Prioritise Mental Health and Work-Life Balance

Gen Z are highly aware of the importance of mental health and of the need to maintain a healthy work-life balance. Unlike previous generations that may have embraced more of a ‘hustle culture’, many of the Gen Z workforce will actively push back against the notion that they need to sacrifice personal well-being for career success.

This generation advocates for mental health support, flexible working hours, and the right to disconnect outside of office hours. Companies that provide these benefits are more likely to retain young workers who value balance and wellbeing.

There’s no two ways about it, organisations are going to have to adapt much of their culture and purpose to attract, engage, retain and adapt to the evolving expectations of the emerging workforce.

Embracing new technologies, offering flexible career paths, and focusing on mental health and wellbeing and creating an environment that fosters growth, autonomy, and respect for work-life boundaries, means that organisations will not only engage Gen Z talent but also secure their loyalty in the long run. The future of work might depend on adapting to the needs of this emerging generation!

You can check out our full conversation here: