A New Generation Becomes the Majority

In 2025, Generation Z is stepping into the workforce in full force –outnumbering Baby Boomers in workplaces for the first time. As digital natives born roughly between 1997 and 2012, Gen Z will comprise about 30% of the global workforce by 2030. This generational changing of the guard brings profound shifts in workplace culture and expectations.

On the May 11th episode of Sunday with Laura Kuenssberg (BBC One), singer Yungblud – described by Kuenssberg as a “spokesperson” for Gen Z – spoke to these shifts. He argued that music (and by extension, life opportunities) has become “a thing of privilege” and voiced frustration that he “cannot play a festival where it’s like 800 quid a ticket”. His point underscores a broader theme of inequity: today’s young adults face steep costs and barriers that older generations did not. Yet, far from being complacent, Gen Z is vocal and driven. Yungblud noted that his fan community “was built on human connection, about how people live and what people struggle with” – a testament to a generation unifying around shared challenges and candid conversation.

Dr. Siân Williams, a journalist-turned-psychologist, joined the same BBC panel and observed that Gen Z has often been labeled the “anxious generation.” It’s a moniker backed by data: nearly half of Gen Z respondents report feeling stressed “all or most of the time,” according to Deloitte’s global survey. Unlike older cohorts who might have suffered in silence, however, Gen Z wears its heart on its sleeve. Williams noted that today’s young workers are markedly better at expressing their needs and anxieties – and they expect to be heard. Indeed, experts echo this: Gen Zers are “very open about redefining power models” at work and “particularly good at prioritizing their mental well-being,” refusing to compromise their lives to fit outdated models.

In other words, the generation entering our offices and shop floors brings not just new concerns but a new candor and assertiveness in addressing them.

Shaped by Inequity and Uncertainty

To understand Gen Z’s impact, leaders must grasp the forces that shaped their outlook. This is a cohort forged by socio-economic turbulence and generational inequities.

Financial pressure looms large: cost-of-living is the #1 societal concern among Gen Z globally, outranking even unemployment and climate change. In Deloitte’s 2023 survey, 35% of Gen Z cited cost-of-living as their top worry, and many are living paycheck to paycheck. It’s no surprise – this generation came of age during the fallout of the financial crisis, a pandemic, and now inflation spikes. Big life milestones like owning a home have become elusive dreams for many. A recent U.S. study found 91% of Gen Z adults consider housing affordability a top issue, with prices of starter homes rising twice as fast as incomes. They’ve watched older generations enjoy relative economic stability – affordable college, cheaper housing – and see a very different reality for themselves. Yungblud’s comment about £800 concert tickets speaks to this sense of inequity: the feeling that the good things in life have gotten further out of reach for today’s youth.

Beyond finances, Gen Z faces a barrage of global crises. They grew up with doomsday headlines about climate change and now inherit the task of averting it. They know the clock is ticking on environmental action and that they’ll be the ones living with the consequences of inaction. It’s why so many are “concerned about the environment, the state of the world, and the future they see developing ahead of them,” as one global study notes. This eco-anxiety often intertwines with their workplace expectations – they want employers to act responsibly and sustainably. Generational inequity is also felt in terms of social stability: issues like the housing crisis and mounting student debt mean Gen Z starts adulthood on an unlevel playing field relative to older cohorts. Little wonder anxiety levels are high.

At the same time, Gen Z has been molded by relentless technological disruption. They are the first generation to carry smartphones since childhood; social media and streaming information are their norm. This connectivity is a double-edged sword: it has exposed them to constant “anger and hate in the comments” (as Yungblud lamented) and the comparisons of Instagram-perfect lives, which can fuel stress. Yet it also arms them with digital savvy and adaptability.

Now, with the rise of AI, Gen Z’s entry into the working world coincides with perhaps the biggest tech upheaval in decades. Many entry-level jobs are being reimagined or even eliminated by automation. By one estimate, 23% of jobs globally will undergo significant change in the next 5 years due to AI and industry shifts. Fears of automation-induced unemployment weigh on young workers. On the flip side, Gen Z is arguably well-positioned to reskill and ride the wave of new tech-driven roles – the World Economic Forum projects nearly 70 million new jobs could be created by 2027 to meet emerging tech needs. Growing up with rapid tech change has made this generation more comfortable with continuous learning (in fact, 65% of Gen Z say they’re ready and willing to learn new skills). Still, the uncertainty is real: they know that lifelong careers with one company may be a relic of the past, and that they must be agile as AI and globalization redefine work. This drives them to seek stability (for instance, more than half won’t even consider a job that lacks some assurance of security) and to demand adaptability from employers in return.

New Expectations and Behaviours in the Workplace

Stepping into the workforce with these experiences, Gen Z is displaying new behaviors that are already reshaping workplaces – especially on the front lines of industries like retail, hospitality, and service where many begin their careers. Chief among these emerging dynamics are:

• Job Transience as the Norm: Unlike the decades-long tenures of Boomers, Gen Z sees frequent job movement as a pragmatic choice. Over 57% of Gen Z workers expect to change jobs within a year if a workplace doesn’t meet their needs or align with their values. This generation doesn’t job-hop out of fickleness; often it’s driven by the search for better opportunities, fair pay, or environments that support their well-being. They’re unafraid to walk away from employers that don’t measure up. For operations leaders, this means higher turnover unless workplaces adapt to improve loyalty and growth opportunities.

• Flexibility First: Having weathered a pandemic during their formative years, Gen Z has a fluid view of where and when work can happen. Rigid 9-to-5, on-site schedules hold little appeal. In fact, 75% of young workers say they’d look for a new job if denied flexible work options (e.g. remote or hybrid arrangements). Flexibility isn’t just a perk – it’s an expectation. A Microsoft survey found Gen Z is 77% more likely than older generations to engage with job posts that tout “flexibility”. Whether it’s swapping shifts on a mobile app or logging in from a coffee shop, Gen Z prizes the freedom to work in ways that best suit their life and productivity. Smart companies are responding: offering self-scheduling, gig-like project roles, or results-only work environments to attract this cohort.

• Well-being and Mental Health Awareness: Gen Z openly champions mental health in the workplace. They are far more likely to discuss burnout, anxiety, or the need for mental health days than their predecessors. As Megan Dalla-Camina of Women Rising observes, they’re “particularly good at prioritizing their mental well-being” and won’t “compromise their life” for a job. This means they seek employers who genuinely support wellness – through benefits like counseling, downtime, or a healthy work-life balance. Stigma around mental health is lower for this generation; they expect authenticity and support when they voice stress or need help. Forward-thinking firms have started normalizing mental health days, resilience training, and no-email-after-hours policies in response. A culture of genuine care is not just a nice-to-have for Gen Z – it’s a make-or-break factor in whether they stay engaged or head for the exit.

• Demand for Purpose and Inclusivity: Raised during social movements and climate marches, Gen Z brings a strong values orientation to work. They look for employers whose actions align with causes they care about – be it sustainability, social justice, or diversity and inclusion.

• One expert notes that young employees are more motivated by social responsibility and meaningful impact than by a high paycheck alone. They want to know that their work contributes to something bigger. This ties into why many Gen Zers also avoid the traditional corporate rat race: they’re not eager to climb hierarchies for the sake of it, unless they see real purpose. They’ll gravitate toward companies that listen to employee ideas (no matter junior their title) and create inclusive cultures. When they don’t find that, their engagement plummets. On the positive side, their fresh perspective on inclusion and ethics can help organizations innovate and connect better with diverse customers.

Gen Z by the Numbers

From Headquarters to Frontline: Time to Listen and Adapt

For COOs and Chief People Officers, the writing on the wall is clear: the next-generation workforce is not “business as usual.” Gen Z’s arrival demands a rethinking of central operations and decision-making flows in several crucial ways. Hierarchy is out, collaboration is in. This cohort has little patience for top-down directives that ignore the input of those on the frontlines. They want to be involved in decisions, or at least have their feedback taken seriously. Successful companies are establishing new channels to capture and act on frontline insights – from pulse surveys and internal social feeds to young employee councils that advise leadership. It’s about creating listening loops that funnel real-time needs and ideas from the floor of a retail store or the field site up to HQ. As one leadership expert put it, Gen Z employees are “asking better questions” and boldly challenging old norms, so savvy leaders will invite those questions rather than shut them down.

Flexibility and agility in ops is another must. Old scheduling and workflow models may need overhaul. For example, if your central operations still assume every role must clock in 8 hours on-site, you’ll alienate young talent and likely face staffing shortages. Instead, explore creative scheduling (four-day workweeks, split shifts, gig-style hiring for peak times) that align with Gen Z’s expectations. Many companies are already finding that productivity doesn’t suffer – in fact, it often improves when employees feel trusted to work in ways that suit them. Embracing technology that Gen Z is fluent in – mobile-first communication, AI-driven task management – can streamline this flexibility. The payoff is a more engaged workforce and lower turnover costs.

Perhaps most importantly, put mental health and development at the core of your people strategy. Gen Z’s frankness about anxiety and burnout is a challenge and an opportunity for employers. It’s a call to action to improve how we support our teams. Leading firms are responding with robust mental health programs, but also by training managers to lead with empathy and approach mental well-being as part of business sustainability. When a young employee voices a concern – be it workload or a moral objection to a company policy – how you respond will echo across your organization’s culture. Show that you value their well-being and principles, and you’ll earn fierce loyalty; dismiss or stigmatize their concerns, and you’ll watch engagement crater (or see a social media storm brewing).

The emergence of Gen Z in the workforce is often portrayed as a problem – “they’re too anxious, too demanding, too different.” In truth, it’s a generational evolution that can propel organizations forward. This generation’s anxieties are matched by an unprecedented clarity on what they need to thrive and a willingness to speak up. Yungblud’s passionate advocacy for his peers – whether calling out economic privilege or envisioning positive change (“maybe one day... Yungblud the politician”) – exemplifies the fire this cohort brings. They want to succeed together, and to fix what isn’t working. As executives, if you harness that energy, you’re not just doing right by your people – you’re future-proofing your organization.

The call to action for leadership is clear: Meet Gen Z halfway. Rethink your operations to be more inclusive and responsive. Flatten those antiquated hierarchies and empower your youngest workers with a voice and a stake. Invest in their growth and well-being as vigorously as you do in new technology. In an era of AI disruption and global uncertainty, no one understands adaptability better than Gen Z. If we let them, they’ll help reinvent our companies for the better.

It’s time to invite the “anxious generation” to become our partners in designing the future of work – a future where their anxieties can turn into action, and their bold ideas into our collective success.

Sources

1. Adobe – Gen Z in the Workplace | Adobe Blog
   https://blog.adobe.com/en/publish/2023/05/09/gen-z-in-the-workplace
2. The Standard – Yungblud reveals he has thought about becoming a politician
   https://www.standard.co.uk/showbiz/yungblud-politician-bbc-sunday-with-laura-kuenssberg-b1099467.html
3. World Economic Forum – The cost of living is a top concern for Gen Z and millennials
   https://www.weforum.org/agenda/2023/05/gen-z-millennials-cost-of-living-deloitte-survey
4. Business Insider – Gen Z is 'Consciously Unbossing' to Preserve Their Mental Health
   https://www.businessinsider.com/gen-z-unbossing-work-mental-health-2023-8
5. Spectrum News 1 – Housing affordability is No. 1 issue for Gen Z voters
   https://spectrumnews1.com/ca/la-west/politics/2024/03/13/housing-affordability-no--1-issue-for-gen-z-voters
6. Forbes – AI: The New Work Ally For Gen-Z
   https://www.forbes.com/sites/forbeshumanresourcescouncil/2024/02/27/ai-the-new-work-ally-for-gen-z
7. World Economic Forum – Building a future-ready workforce: three essential steps
   https://www.weforum.org/agenda/2023/06/building-future-ready-workforce-three-essential-steps
8. Cake – The Gen Z Effect and the Workforce Evolution: 2024 Statistics
   https://www.cake.com/blog/gen-z-workforce-statistics
9. World Economic Forum – Future of Jobs Report 2023: Employment outlook and flexible working
   https://www.weforum.org/reports/the-future-of-jobs-report-2023