Workplaces are in the midst of a generational shift as Generation Z enters with values, expectations, and behaviors that often differ from those of their older colleagues.
According to the World Economic Forum (WEF), Gen Z already makes up around 27% of the workforce across OECD countries, creating a significant opportunity for organizations that understand what drives their engagement and wellbeing.
For HR, this means a sharper focus on how to build connection, motivation, and commitment among the youngest employees.
Who is generation Z?
Generation Z (often called “Gen Z”) are born between 1997 and 2012.
They now represent a steadily growing share of the workforce – from interns and apprentices to full-time employees and emerging leaders.
Gen Z is known for being digital natives, globally aware, value-driven, and more likely to prioritize authenticity over authority.
They seek meaning and balance – not titles and status
Gen Z is more interested in achieving the right balance between work and life than in climbing the traditional career ladder*.
In fact, only 6% say that reaching a managerial position is their primary career goal. They are driven by purpose. They want their work to matter to themselves, to their workplace, and to society.
According to a Deloitte survey, 89% of Gen Z state that a sense of meaning is essential for their job satisfaction and wellbeing. And 71% prioritize flexibility and opportunities to work on meaningful projects above salary alone.
*Deloitte Global Gen Z and Millennial Survey, 2024
4 Recommendations for HR and Leaders:
How to Drive Engagement in Generation Z
Put learning and development at the center
Make development easy and accessible. Create feedback-rich learning environments, cross-generational learning initiatives, and mentoring relationships.
Offer flexibility with structure
Hybrid work, flexible hours, and choice of work location matter. But flexibility must come with clear expectations.
HR can help create “freedom within a framework,” where flexibility supports collaboration and wellbeing rather than creating uncertainty.
Build an authentic organizational culture
Communicate clearly about purpose, values, and societal contribution – and involve young employees in decisions and projects. They want meaning both in daily tasks and in organizational priorities.
Create dialogue and continuous feedback
Generation Z expects frequent, ongoing feedback – often weekly. They are used to regular evaluation and rely on it for learning and motivation. Put learning and development at the center.
Generations share more similarities than differences
While Generation Z receives a lot of attention, research* shows that high engagement is created when generations use their differences actively. Many teams now work across four or even five generations, and studies indicate that this mix strengthens innovation, wellbeing, and organizational resilience.
Across generations, people want the same core things: to be taken seriously, recognized, involved, and supported in doing meaningful work. They also value psychological safety, strong relationships, learning opportunities, and a reasonable balance between work and private life.
The differences often lie more in emphasis and approach than in values. This shared potential is powerful: Senior employees feel greater workplace satisfaction when their experience is valued. Younger employees significantly increase their engagement when they have access to guidance from experienced colleagues.
For HR, this means engagement shouldn’t be designed for one generation at a time, but as a system where all age groups contribute to and benefit from each other. Cross-generational buddy systems, shared learning programs, knowledge exchange, and participatory decision processes all help create psychological safety and a culture where diversity becomes a strength.
When workplaces embrace collaboration across generations, it’s not just Gen Z who grows – the whole organization does.
*Report: Promoting An Age-Inclusive Workforce, OECD, 2020 & McKinsey-analyse, Gen what? Debunking age-based myths about worker preferences, 2023
Use wellbeing surveys to identify differences and strengths across generations
Use engagement and wellbeing surveys to uncover generational patterns and strengths.
GAIS data can reveal what matters most to different age groups and where improvements can be made.
This enables HR to tailor engagement initiatives and strengthen the culture across generations.
HR insights
“In our GAIS wellbeing survey, we saw that employees under 30 scored significantly lower on two factors: Mastery and Results. We carried out an internal qualitative analysis among these employees, which gave us new insights into what could improve their scores. We’ve now developed an initiative catalogue that will be rolled out in 2026. The main findings were that young employees want far more specific and frequent feedback, crystal-clear expectations, and a strong desire for structured development plans.”
Steen Demskov, HR-Director, Carl Ras
“We know that motivation varies across generations, roles, and levels of experience. Our leaders adjust their approach to the individual so everyone can thrive and use their strengths. We have monthly conversations and a culture where people can be themselves at work – it builds both energy and trust across generations.”
Sebastian Kastrup, HR Director, Amero
“We see that our youngest colleagues are motivated by purpose, development, and feedback. That’s why we prioritize clarity of purpose, ongoing learning, and close sparring. We also bring our young employees together in the OK Ung community, where they choose topics and shape the content themselves. Across generations, we see differences in motivation – but the common thread is the desire to be seen, heard, and supported by a leader who shows trust and interest.”
Stina Bonde, SVP, HR, ESG & Kommunikation, OK
“We elevate well-being beyond compensation by offering impactful non-monetary benefits, knowing that this empowers them to succeed. By emphasizing an inclusive, purpose-driven culture, we foster the psychological safety they require to share novel ideas and drive change from day one.Their motivation is fueled by immediate immersion in genuinely challenging projects, starting their careers by writing real, meaningful code that delivers tangible results.”
Isabella Oksama, Head of People, GIM Robotics
“Based on both my experience and research, Gen Z is motivated by purpose, flexibility, and recognition – and thrives with feedback and influence. Millennials value development and balance but often focus more on progression and responsibility. Gen X and Baby Boomers are typically motivated by stability, clear structures, and recognition of experience. We therefore work with a differentiated approach to motivation, combining shared frameworks with individual development plans and flexible options.”
Signe Kolding Süberkrüb, People & Culture Partner, Nobly
Take the temperature of your
work culture
In the GAIS surveys, you can dive into what is important for your employees’ wellbeing.
