Each generation of employees is shaped by its times. In today’s era of “perma-change,” Generation Z is exhibiting distinct professional traits.
Having come of age during a period of economic instability and a global crisis, they’re less likely to hang their hats on a single career identity. They’re less focused on salary and more drawn to balance, but they’re also highly pragmatic. The latest Gen Z workplace trend, adopting a standard work uniform, is just one example of that pragmatism. It also shows that while they value work-life balance, they’re also open to clever ways for achieving it.
Leaders stand to gain—or lose—a lot by making the effort to understand Gen Z. Because if they’re not satisfied, they’ll move on. According to the a 2024 workplace survey by EY, 38% of respondents said they were likely to quit their jobs in the next year—a rise largely driven by Gen Z. Understanding their work habits and expectations is essential to retaining top talent.
As the CEO of a company with over 750 employees and a growing percentage of Gen Zers, I’ve had the opportunity to observe generational differences firsthand. Here are the strategies I use to address the habits and expectations of our youngest cohort.
Promote an automation-first mindset
I’ve written before about the virtues of lazy employees. While that adjective is usually pejorative, I use it to describe something powerful: a professional who looks for the easiest, most efficient way to get something done. In my experience, Gen Z tends to share this superpower. These days, that often entails using the latest tools and apps on the market. Indeed, Gen Z expects tech tools at work to match the ease of use of social media apps they use in their personal lives. If there’s a new project management platform that matches the intuitiveness of TikTok, chances are they’ll be proficient in hours.
Promoting an automation-first approach in your organization empowers Gen Z employees to tap into their digital fluency and find the most efficient ways to complete tasks. At my company, for example, we encourage employees to set aside time to stay informed about the latest tech releases relevant to their job functions (with the help of sites like G2) and share their favorites with the team. Crucially, leaders should emphasize that tools like AI are meant to enhance, not replace, human work.
This approach naturally fosters multigenerational collaboration. While older generations might impart important lessons in leadership and management, younger employees can bring their innate tech literacy to the table. This not only breaks down unnecessarily rigid hierarchies, but it also helps to engage Gen Zers and boosts their feelings of investment in the company.
Offer personalized training and development
In the past, employee training was fairly linear. For professionals in a given role, the progression from entry-level skills to management typically followed a similar path. Today’s requisite skill sets look different on a conceptual level. Deloitte has called it the return of the Renaissance figure—someone with multidimensional talents, interests, and knowledge. That means building skills in tools and technology, data and analytics, as well as in management, creativity, and people leadership. The onus is on leaders to ensure employees receive the training they need. Don’t assume they already have the necessary skills, especially since younger employees may sometimes overestimate their abilities.
In addition to traditional (and irreplaceable) person-to-person training and mentoring, I’m a big proponent of AI platforms to offer employees personalized, scalable training, including both “hard” and “soft” skills. Companies like BetterUp, for example, offer employees actionable professional development skills, like how to handle a sensitive work conversation. What’s more, as your company grows, AI tools are a cost-efficient solution for continuing to offer employees at all levels the training they need.
To bring it all together, create a training pipeline that gives younger employees hands-on opportunities to apply the skills they’re learning and build the ones they aspire to develop.
Present flexibility on your terms
It’s no secret that Gen Z is more accustomed to flexibility than any other generation. Many of them entered the workforce when working from home was the norm. For younger professionals, a flexible workplace is a priority. According to ZipRecruiter’s 2025 Annual Grad Report, 82% of college students hope to work remotely at least one day a week. However, just 33% (of the class of 2023) want fully remote workplaces.
Some companies are already on board with offering hybrid work arrangements. I happen to believe that working in the office is important for collaboration, training, and doing our best work. Striking a balance can be tricky.
To address the needs of Gen Z without overthrowing your organization’s goals and values, leaders can offer flexibility in intentional ways. For example, a structured hybrid schedule—like a few days of their choice each month to work remotely—can give young professionals the breathing room they need. You could also offer work-from-anywhere weeks once a quarter, allowing employees to work where they feel best able to focus in that moment.
Even if the norm is to work within the office, leaders should make it explicit that employees can request time away if a personal need arises—whether it’s a mental health day, a family obligation, or just space to recharge. You can also reinforce the idea that your organization values its employees’ rich, full lives outside of work. Gen Z employees who feel free to share their full selves, including their unique interests and hobbies, are more likely to feel engaged and committed to their organization.
