Skip to main content

Gen Z in the workplace: what does this generation really want?

By 27 April 2026May 2nd, 2026No Comments

They are called lazy, spoiled and unrealistic. But anyone who really looks at what drives Gen Z in the workplace sees a completely different story. In this blog, I dive into the data, research and practice: what does this generation really want?

Who is Gen Z anyway?

Generation Z, born between +- 1995 and 2015, is the first fully digital generation. They grew up with a smartphone in their hand, social media as a means of communication and a world that was constantly changing. Financial crisis, housing crisis, corona pandemic, climate crisis: Gen Z does not have a period of stable prosperity like the generations before them.
That shapes them. Not into spoiled whiners, but into realists who know that the world does not take care of them by itself.
On average, Dutch young people spend 2.5 hours a day on social media. They are not only consumers, but also content creators. They understand algorithms, see through marketing pitches and expect authenticity from the organizations they work for.

What Gen Z really wants in the workplace

In my research for The Genzclopedia (2025), I interviewed hundreds of Gen Z employees at 30 organizations through focus groups, interviews and surveys. The results surprised many executives.

1. Nice colleagues and a good atmosphere
The number one energizer is simple: nice colleagues and a pleasant work atmosphere. Not salary, not hybrid work, not social impact. It’s first and foremost about the people next to them. This applies both to what Gen Z cites personally as a source of energy and what they indicate as a group. Colleagues make the work.

‘Good’ salary
Salary ranks second. Not surprising when you know that the average owner-occupied house will cost almost €500,000 in 2026. In 2005 it was still €231,000: an increase of more than 120% in less than twenty years (source: Calcasa). Those who want to buy a house now need a gross income of €98,000 per year on average, not including any student debt. An HBO starter earns an average of €3,307 gross per month (HBO-Monitor 2024). The bill simply doesn’t add up.And it’s not just about owner-occupied housing. Rental prices rose 162% between 1990 and 2020, while inflation remained below 90%. Those who don’t buy are also more expensive. On top of that, 25% of Dutch youth have debt (BKR), and 1 in 3 employers have no pension plan for flex workers.

Gen Z has grown up in what I call in The Genzclopedia a permanent crisis atmosphere: financial crisis, housing crisis, corona pandemic, climate crisis, energy crisis. They have seen from an early age that security cannot be taken for granted. That makes them realistic, not greedy. They don’t ask for an exorbitant salary. They ask for a salary that allows them to build a life.

3. Room to grow
Advancement opportunities rank third. Gen Z wants to develop, learn new skills and work toward something. Not necessarily to a management position, but to more responsibility, expertise or impact. The classic question, “Where do you see yourself in five years?” is counterproductive. A better question is, “What do you need from this organization to still enjoy working here in five years?” supplemented with a concrete career plan.
4. Appreciation and recognition
Appreciation ranks four. And that’s remarkable: it costs nothing, but is chronically underestimated by many organizations. Seeing who works for you and expressing that makes a bigger difference than you think.
In my research, appreciation is also the main reason for people to stay longer with an organization, with 30% citing it as the main motivator.
5. Freedom and autonomy
Gen Z wants freedom within clear frameworks. Not no structure, but trust and space. At home, they ask the question “Why?” and got an answer. At work, they do the same thing: “Why do I have to do this this way when I can do it differently?”
That is not disobedience. That is a generation accustomed to dialogue and equality.
What costs Gen Z energy
Just as important as the energy givers are the energy drainers. What causes Gen Z to drop out?
Ambiguity scores the highest. Not knowing what is expected of you, who decides what and where the organization wants to go, eats up energy. Gen Z grew up in a world of uncertainty; they tolerate extra vagueness in the workplace poorly.
Working inefficiently is second. Outdated systems, fragmented information, cumbersome processes: Gen Z immediately sees where things can be improved and has little patience for organizations that don’t see it themselves.
Meetings that could have been an e-mail is energy guzzler number three. Meetings that could have been an email are incomprehensible wastes of time for Gen Z.

The 6 updates brought by Gen Z

Gen Z is not difficult. They bring updates, just as software brings updates: improvements on what was.
The six most important updates are:

1. Equivalence as standard: they want answers to the why question, not commands Generation researcher Aart Bontekoning analyzed more than a hundred research sessions and sees a clear shift: where previous generations were raised in obedience, Gen Z grew up in dialogue. At home, they asked the why question and got an answer. At work, they expect nothing else.

2. Diversity comes naturally: a homogeneous team feels illogical Gen Z is the most diverse generation ever (Pew Research Center). In the four major Dutch cities, the majority of the population now has a migration background (SCP, 2021). A team that all looks the same does not feel normal to them. The Harvard Business Review also showed that diverse teams perform better financially.

3. Emotions are data, not a weakness: they are not more emotional, but more open The “snowflake” accusation misses the point: Gen Z does not swallow what other generations swallowed, they name it. This is an advantage for organizations: signals of impending dropout become visible earlier, not just when it’s too late.

4. Coaching and protective parenting: they look for leaders who coach, not control Gen Z grew up with what Jos Aalert calls “curling parents”: parents who clear the lane, guide and protect. Harsh feedback without dialogue therefore feels unsafe, not because they are too sensitive, but because they are used to guidance rather than assessment.

5. First all-digital generation: they recognize marketing from miles away Gen Z spends an average of 2.5 hours a day on social media, not only as a viewer but also as a creator. They understand how algorithms work and see through slick campaigns instantly. For them, authenticity is not a preference but a hard requirement: without authenticity, there is no trust.

6. Grew up in a crisis atmosphere: realistic and looking for certainty Gen Z has never known a period of uninterrupted prosperity. Financial crisis, housing crisis, corona, climate crisis, energy crisis: one shock after another. This does not make them pessimistic, but pragmatic: take good care of themselves first, then think about impact. Organizations that put impact before security are losing them.

Frequently asked questions about Gen Z in the workplace

What does Gen Z want most at work?

Research for The Genzclopedia shows that nice colleagues and a good work atmosphere is the number one energizer for Gen Z. This is followed by fair pay, advancement opportunities, appreciation and autonomy.

Gen Z really harder than other generations?

No. Gen Z has different demands than previous generations, but those demands are human and understandable. They are growing up in a more difficult world and are used to openness and dialogue. That requires organizations to adapt, but it also delivers a lot.

How do you motivate Gen Z employees?

Provide clarity, give regular appreciation, offer growth opportunities and invest in a nice team atmosphere. Gen Z is motivated when they see the organization investing in them.

What are Gen Z's biggest frustrations in the workplace?

Lack of clarity, inefficient work and endless meetings score highest as energy guzzlers. Lack of influence and hierarchy without dialogue frustrate them greatly.

Why does Gen Z ask for feedback so often?

They grew up in an environment where feedback was normal and safe. At work, they seek the same safety. Regular feedback is not a luxury for them but a basic need.

How do you ensure proper onboarding for Gen Z?

Start with clarity: what is expected, who are the colleagues, how does it work here? Invest in a warm welcome and make sure new employees feel an immediate connection with the team

What this means for your organization

Organizations that think Gen Z should just adapt are losing the battle for talent. The job market is tight, employee expectations have changed, and it’s long since not just the youngest who have different demands.
The payoff is in understanding what motivates this generation and responding to it in earnest. Not with a table tennis table or a Friday afternoon drink, but with real answers to real needs.
Fine colleagues, fair pay, growth opportunities, appreciation and freedom: these are not generational issues. These are human needs that Gen Z simply expresses out loud.
Want to know how to respond to this concretely as an organization?
Then also read: [How to attract Gen Z talent: 5 proven strategies](/blog/gen-z-talent-attraction) and [How to retain Gen Z employees: 7 strategies that really work](/blog/gen-z-employees-retention).

About Laura Bas

Laura Bas is a keynote speaker, author of De Genzclopedie (2025, Boom) and an expert on Gen Z, generational management and future-proof organizations. She conducted research with 30 organizations and hundreds of Gen Z employees.
Want to book Laura for your organization or event?
Check out the options f contact us directly.
Laura Bas Spreker Gen Z

Ready to invest in a generational strategy that really works?

Laura Bas is the expert on Gen Z and future-proof employment. She speaks annually at 100+ events and advises organizations from Microsoft to Port of Rotterdam. → Book a non-binding consultation
Source: The Genzclopedia (2025), Laura Bas, Boom Publishers. Data: HBO-Monitor 2024, Calcasa 2024, Pew Research Center, SCP (2021), Harvard Business Review (2018), BKR. Generational research: Dr. Aart Bontekoning.

Leave a Reply