{"id":91583,"date":"2024-08-13T16:23:08","date_gmt":"2024-08-13T16:23:08","guid":{"rendered":"https:\/\/business.udemy.com\/?post_type=resources&p=91583"},"modified":"2025-12-11T07:03:51","modified_gmt":"2025-12-11T07:03:51","slug":"gen-z-in-the-workplace-report","status":"publish","type":"resources","link":"https:\/\/business.udemy.com\/resources\/gen-z-in-the-workplace-report\/","title":{"rendered":"Gen Z in the Workplace: Welcoming the Next Generation"},"content":{"rendered":"\n

Recognizing the characteristics of Gen Z in the workplace, including their wants and needs, is critical for businesses. So is an understanding of what potential strengths and skills gaps might commonly be present among this group. As more Boomers bow out, the labor shortage that arose from the pandemic will become even more dire. Understanding how to attract, engage, and retain Gen Z employees is an increasingly essential part of business strategy and a key to sustaining organizational vitality and growth.<\/p>\n\n\n\n

In this Udemy survey report that spans 10 countries and over 6,000 learners, we outline our findings on Gen Zers\u2019 perceptions about work and we highlight areas where the stereotypes about Gen Z don\u2019t align with what our data shows.<\/p>\n\n\n\n

A stronger understanding of Gen Zers and how they view essential workplace topics can help organizations better meet the expectations and needs of the youngest workers, as well as work with them most effectively.<\/p>\n\n\n\n

What\u2019s behind what matters to Gen Z<\/h2>\n\n\n\n

A good deal of attention has been focused on assumptions and generalizations about Gen Z \u2014 many of them negative. Our survey data found significant evidence to question these assumptions and a good deal of nuance in how Gen Zers think about their jobs and learning.<\/p>\n\n\n\n

This generation has been shaped by a global pandemic during their formative years, the war on terror, an understanding of broad social injustice, and the increasingly apparent fact that the global climate is in peril. In many cultures, they are also rethinking identity and traditional labels, often embracing non-binary gender and sexuality. Many Gen Zers are also confronting mental health challenges, with only half of them rating their mental health as good or extremely good [1<\/a>]. They are often seen as outspoken and opinionated, and they expect employers and organizations to take a stand on issues that are important to them. In a recent Oliver Wyman survey, more than 20% said they would leave a job if their employer didn\u2019t engage with social issues [2<\/a>].<\/p>\n\n\n\n

There are plenty of generalizations circulating about this youngest group of workers. Many of these stem from their relationship with technology, such as the belief that they prefer digital communication over face-to-face interactions. They are thought to have shorter attention spans as a result of too many hours on TikTok and to lack soft skills due to interacting primarily through screens and spending their formative social years in pandemic-imposed isolation.<\/p>\n\n\n\n

What Gen Zers value at work \u2014 and how they express their values through work<\/h2>\n\n\n\n

Gen Zers are outspoken about their values and desires, and it could be said that one way they express these is through their relationship with work. Gen Z employees are looking for a workplace that reflects their values and they are willing to make work decisions based on principle.<\/p>\n\n\n\n

What is most important to Gen Z in the workplace<\/strong><\/h3>\n\n\n\n

A Deloitte study found that a vast majority of Gen Zers \u2014 86% \u2014 say that having a sense of purpose is somewhat or very important to their overall job satisfaction and wellbeing, while close to half \u2014 44% \u2014 have turned down an employer based on their personal ethics or beliefs [2<\/a>]. Gen Zers are also comfortable expressing their desires and raising their voices about issues that matter to them in the workplace.\u00a0<\/p>\n\n\n\n

The same Deloitte study found that six out of 10 Gen Z employees believe they have the power to drive change in their organizations. They are twice as likely to ask for a raise or promotion compared to their colleagues of other generations. Unlike their older colleagues, two-thirds of them see the workplace as a suitable place for conversations on social issues like civil rights, racial justice, and gender equality, according to PwC [3<\/a>].<\/p>\n\n\n\n

Stereotypes about what motivates Gen Z in the workplace<\/strong><\/h3>\n\n\n\n

As is often the case when new generations introduce new ways of thinking and doing, the stereotypes about Gen Z abound. Take the concept that Gen Zers are lazy, amplified by widespread reporting on workplace phenomena like \u201cquiet quitting.\u201d<\/p>\n\n\n\n

Our survey data backs up the fact that older generations are clinging to some common stereotypes about Gen Z. When surveyed about other generations, Millennials and Gen Xers chose several positive terms to describe Gen Z, including being tech-savvy, open-minded, innovative, and ambitious, but interspersed those with negative descriptions that include being lazy, entitled, and stubborn, with challenges in resilience and collaboration.<\/p>\n\n\n\n

Rather than laziness, tendencies like \u201cquiet quitting\u201d are more likely representative of a lack of engagement with work and a symptom of burnout. According to Gallup, a common cause for these factors is that workers \u2014 and younger employees in particular \u2014 feel that their employers do not care about them and that they do not have adequate opportunities to develop their careers [4<\/a>].<\/p>\n\n\n\n

Leaders who can show Gen Z employees that they care about what this generation of workers prioritizes will likely be able to better engage and retain their talent.<\/p>\n\n\n\n

What motivates Gen Z the most in the workplace<\/strong><\/h3>\n\n\n\n

When we asked Gen Z survey takers what they value most in the workplace, they identified flexibility and work-life balance, and clear communication and transparency as the factors they value most from their direct managers. These were followed by support for professional development and meaningful career advancement opportunities.<\/p>\n\n\n\n

When asked about what actions or policies matter most from senior leadership, their top responses were similar: investment in professional development and worklife balance policies. These findings support the often-repeated idea that Gen Zers work to live, rather than live to work.<\/p>\n\n\n\n

At the same time, the strong interest they express in professional development and career advancement suggests they are very invested in learning in order to grow their careers and calls into question the stereotype that Gen Zers are lazy. Of significance is what Gen Z respondents value least from their direct managers, contrary to some common generalizations about their generation.<\/p>\n\n\n\n

Autonomy in work and decision-making is near the bottom of the list, and significantly less important for Gen Zers than for either Millennials or Gen Xers. This finding suggests that Gen Z employees are seeking practical guidance at work and leaders who can help plot a clear path to develop their careers. Gen Zers put the least value in recognition of their achievements and contributions at work compared to all other factors.<\/p>\n\n\n\n

What Gen Z values most in their direct managers<\/h2>\n\n\n\n

When it comes to what Gen Z wants from their managers, the data paints a clear picture: they value support, transparency, and balance above all else. Of significance is what Gen Z respondents value least from their direct managers, contrary to some common generalizations about their generation.. Their expectations center around having leaders who guide, communicate clearly, and create opportunities for professional growth.<\/p>\n\n\n\n

Here\u2019s what Gen Z values most:<\/p>\n\n\n\n