Recently, we hosted a webinar for a major telco company in Germany on the topic of Gen Z and work. People are often confused about young workers, their attitude toward work, and what they expect from it. Let’s dive into our latest research on Gen Z and the workforce.

What unites us?

Before exploring Gen Z specifically, it is clear that there are some things that unite workers across generations. We all want to improve our skills, grow professionally, and feel confident in what we do. We want to feel valued and fairly compensated, knowing our efforts are recognized. Job security, stability, and meaningful work, work that matters beyond daily tasks, are also important. These core needs connect workers of all ages.

Why do young people set such clear boundaries?

While these core values of growth, recognition, security, and meaningful work are universal, the ways different generations pursue them vary. For Gen Z, this often means setting clear boundaries and  working flexibly. 

Harvard Business Review (2023) concludes that output and impact are better measures than hours, to define how satisfied Gen Z’ers are with their job. In this context impact means ‘what changed because the work was done.’ and output is the deliverables of work.’ 

Generations who work this way are generally more innovative and creative. When people see hard work as making many hours, they are more likely to experience burnouts and stress, compared to those that define hard work based on impact and output. 

A meta-analysis from 2022 shows that overtime without choice significantly contributes to stress and reduced productivity. In short, it is not that Gen Z does not want to work. They value hard work differently and if organized well, this can actually provide advantages for organizations that want to be future-proof.

3 Key Insights

1. Mind over meetings

Gen Z highly values mental health and clear boundaries between work and personal life. Unlike older generations, who often equated dedication with long hours, Gen Z sees overwork as counterproductive. Flexible schedules, remote options, and respect for off-time are highly attractive to this generation. Organizations that support mental health initiatives and boundaries are more likely to retain and engage Gen Z employees.

2. Make it happen

Gen Z favors flexible work arrangements and non-linear career paths that develop skills and autonomy. They are often regarded as a spoiled and entitled generation by managers that are surprised by their high demands for salary and flexible working arrangements. But this generation is actually quite ambitious, just not strongly motivated to climb the corporate ladder. A global survey found that 40% of Gen Z workers are combining at least two roles, often pursuing (digital) ‘side-hustles’ next to their primary jobs. If anything, this shows a drive to be successful through independent ventures, as well as betting on multiple streams of income.

3. Work to Live, Not Live to Work

Gen Z approaches work as a way to support well-being, personal goals, and meaningful experiences. Unlike Boomers and Gen X, who often defined success by long hours and hierarchical progress, Gen Z values contribution and fulfillment over tenure. They expect jobs to be purposeful and flexible, balancing ambition with life outside the office. Employers that align work with values and impact are more likely to engage this cohort.