In the post-pandemic workplace, younger employees need, and expect, more support. Catherine Lawson explores how Gen Z is redefining workplace culture and wellbeing. This article is from Communicate magazine's print edition.

It is fair to say that, for the Gen Z workforce, the post-pandemic workplace is startlingly different from anything experienced by previous generations. The changes Gen Z has experienced did not only begin after entering the workplace, either. The post-school, further education and training landscape that Gen Z has navigated in isolation throughout a global pandemic was only the beginning of a seismic societal shift that changed how the generation lived, learned and connected with others.

“With 40% of Gen Z saying they feel stressed ‘most or all of the time’, the lack of a wellbeing strategy in 2024 could seriously inhibit an organisation’s ability to recruit and retain the talent it needs”

As humans, we are hard-wired for connection: it is how we survive. Gen Z might be well connected in the digital world, but young people still need the human element to thrive. The pandemic hangover, which brings with it a penchant for remote working, has left Gen Z possibly without the person-centric skills which should be the foundations of a working life: building networks, developing interpersonal skills, learning from more experienced co-workers and benefiting from the support systems in an organisation. While these skills can be learned in a digital context, it is in the real-life, in-person interactions that the most valuable, impactful experiences are often gained.  

The result is a remote workforce which seems to be burning out before it is even started, with work-related stresses and feelings of isolation being compounded by external influences, including financial instability, the housing crisis and social media pressures. The stage is set for some significant long-term stress-related issues which may affect not only individual wellbeing, but workplace performance and organisational health, too.

According to a 2022 World Economic Forum Annual Meeting report, “the future workforce depends on Gen Z. It is the one-click, all-digital generation, growing up in a borderless world”. However, for many, being borderless may leave young workers feeling unanchored and adrift in unfamiliar territory at a time when some structure would better support them and their professional journey.

“Gen Z might be well connected in the digital world, but young people still need the human element to thrive”

The report continues: “Most of Gen Z are not opposed to a corporate job — they’re just not as likely as other generations of employees to make compromises for a workplace that doesn’t fit their values […] about half report that they would quit their job if it interfered with their work-life balance.”

With projected figures showing that, by 2025, nearly 30% of the workforce in OECD countries will be made up of Gen Z staff, the pressing challenge for employers now is to figure out how they will engage and retain this pool of global talent. A recent Deloitte survey which tracked the experience of 23,000 respondents across 44 countries, offers some insights into what motivates younger workers and, consequently, how employers might adjust organisational structure and strategy to support their professional needs.

According to 87% of Gen Z employees surveyed, having a sense of purpose is ‘very or somewhat important’ to their overall job satisfaction and well-being. Half of respondents said they had rejected a work assignment based on their ‘personal beliefs’. Backed by such strong convictions, 61% believe they ‘have the power to drive change within their organisations’, with issues like climate change being high on the agenda. Conscious ambition looks set to lead the way when it comes to engaging Gen Z employees.

“This is a generation which feels empowered to shape the workplace around their priorities and which expects employers to keep up”

“The implementation of return-to-office mandates has shown mixed results,” says Elizabeth Faber, Deloitte’s global chief people and purpose officer. “While some Gen Z employees have benefited from improved engagement, structure, routine and collaboration, others have faced increased stress, negative financial impact and decreased productivity.

“This underscores the importance of offering flexible work options, such as part-time roles, job-sharing, flexible working hours and four-day work weeks, which are highly valued by this generation.”

Personal values and a sense of purpose appears to be driving the youngest workforce. This is a generation which feels empowered to shape the workplace around their priorities and which expects employers to keep up. “Gen Z's workplace engagement and wellbeing is heavily influenced by the need for a supportive, flexible environment that promotes balance and growth,” Faber continues. “Employers should focus on creating a culture that supports these needs, ensuring that all employees, regardless of their work arrangement, have equal opportunities for career advancement.”

It is not surprising, therefore, that wellbeing strategies are fast becoming a core priority on which employers are judged by potential Gen Z employees. With 40% of Gen Z saying they feel stressed ‘most or all of the time’, according to Deloitte’s survey, the lack of a wellbeing strategy in 2024 could seriously inhibit an organisation’s ability to recruit and retain the talent it needs.  

“The lack of a wellbeing strategy in 2024 could seriously inhibit an organisation’s ability to recruit and retain the talent it needs”

For Gen Z, the pursuit of self-agency is at the core of its workplace wants and needs. Gen Z workers want to prioritise wellbeing, be the master of their own destiny, hold their employers accountable for the things which matter to them and shape their working environment around their personal values. At the same time, Gen Z wants financial security and advancement without excessive workloads and to have the opportunity to connect with co-workers in-person.

When asked about the role of HR in managing the changing and differing expectations in the workplace, Rachel Suff, senior employee relations advisor at the Chartered Institute of Personnel and Development, explains: “Managers need to build trust-based relationships with individuals and be alert to any simmering tensions. Crucially, they need to be open and approachable so that employees can raise concerns, wherever they work.”

It heralds a new way of working for everybody, not just Gen Z. For the rest of the workforce, conditioned by past ways of working and driven by a revered, hard-wired work ethic, it’s a brave, bold and sometimes bewildering new world. The support needed to keep Gen Z motivated, engaged and productive is just as critical for the rest of the workforce, which finds itself challenged by a generational disruption that is changing the face of workplaces as it knows know them.

Never has the need for strong leadership and a commitment to wellbeing been more pressing if businesses are to unify this multi-generational workforce. “We need to be confident at managing teams in a multi-generational context, understanding that needs and circumstances can differ across the different groups,” Suff advises. “Which means fostering inclusion and encouraging team members to appreciate the different perspectives, expectations and ways of working that diverse groups can contribute.”