How to connect generation Z to your organisation

Generation Z is frequently labelled as "job hoppers," a peculiar notion given their quest for stability and potential loyalty towards a commendable employer. To retain young employees within your organisation for an extended duration, it's essential to grasp their job priorities. Subsequently, as a business and as a team leader, it's imperative to respond accordingly.

Camille van den
Camille van den Boorn

Personal freedom

Generation Z values flexibility in their work and personal autonomy. Merely offering a single day of remote work per week falls short of their expectations. Hence, the introduction of job crafting is worth considering. This approach empowers employees to customise their roles according to their preferences, encompassing working hours, location, and the scope of tasks. It fosters a work environment that genuinely aligns with the individual, moving away from the conventional 8-hour workday. Job crafting shifts the focus to project-based work, with the guiding principle: “Ensure you meet the deadline.” The method by which this is achieved, whether in 6 or 9 hours a day, is at the employee’s discretion. This generation deems the blending of personal and work time as standard, thus, working beyond traditional hours is not an issue, provided there’s flexibility for personal activities during the day.

If you still value having your employees physically present in the office, it’s crucial to make the office space appealing. This includes offering flexible workstations equipped with large monitors, quiet areas for concentration, numerous places for private calls, along with a prayer room, a quiet room, and creative spaces designed to enhance brainstorming sessions and foster creativity. Additionally, a strong WiFi connection is paramount; it minimises frustrations and enhances productivity.


Generation Z is acutely aware of the environmental and societal impacts of corporate activities. For them, prioritising profit without considering the repercussions on the planet and society is unacceptable. Studies indicate that 53% of Generation Z aims to contribute positively to the world or society through their employment. If your business doesn’t inherently serve this purpose, it’s crucial to earnestly explore ways to make a positive impact. Numerous initiatives are available for participation. 

For instance, consider supporting JINC, an organisation that bridges the gap between young, vulnerable students and the corporate world, or donating to charities focused on mitigating the effects of climate change on nature and wildlife. Additionally, investing in refurbished laptops and phones is a step in the right direction. It’s vital for your company to not only verbalise its commitment to environmental and societal values but to also demonstrate this through tangible actions. A discrepancy between words and actions could lead to the departure of young talent.

Culture, diversity, and inclusivity

Workplace culture is a pivotal factor for all generations when selecting an employer. Among millennials, it’s common to see colleagues forming friendships not just in the office but outside it as well. Generation Z shares this sentiment, valuing not only the importance of colleague relationships but also placing a significant emphasis on diversity and inclusivity in their choice of workplace. For these younger generations, the cultural fit must genuinely resonate.


For employers, this necessitates the creation of teams that are diverse in terms of background and gender, alongside fostering an inclusive culture. A team or organisation predominantly composed of white males does not appeal to a substantial segment of this generation.

It’s crucial to understand: having a diverse team is merely the initial step; it doesn’t automatically result in inclusivity. Inclusivity pertains to operational dynamics—how differences among people are managed and the prevailing social norms. It questions whether everyone is afforded equal rights and opportunities to express themselves. To effectively integrate this into your organisation, the process begins with inclusive recruitment practices, starting with job advertisements designed to be welcoming to all. This approach is fundamental in assembling a diverse team. The younger generation places immense value on this issue, believing that companies have a duty to contribute towards a more inclusive working environment.

Recruiter Jorn stands out: "The younger generation really wants more 'purpose' in their work. They want to see that what they do is useful."

Authentic leadership

To engage Generation Z within your company, genuine leadership is paramount. This entails being genuinely present for your team, ensuring each member feels recognised and valued. It involves providing them with the opportunity to demonstrate their abilities, supporting them through challenges, treating everyone equally, offering inspiration, and fostering open communication.

Open communication requires being straightforward and transparent, coupled with regular and constructive feedback. Studies indicate that 73% of Gen Z workers are more likely to consider leaving a company if they lack regular constructive feedback, in contrast to 52% of individuals from other generations. This communicative approach is bidirectional; a Gen Z employee also appreciates the chance to express their views on managerial styles and work processes.

Therefore, a manager’s willingness to solicit and be receptive to feedback is essential. A manager who is only occasionally available for discussions and otherwise appears disengaged can be demotivating and uninspiring for younger employees. As a manager, active engagement and investment in the professional and personal growth of your team are crucial. Moreover, Generation Z perceives hierarchy differently compared to previous generations, which often regard seniority as a benchmark. Gen Z prioritises expertise above all. Longevity in a position or holding a ‘senior’ title does not automatically earn a Gen Z employee’s respect.

(Growth) opportunities

Generation Z expects managers to play a significant role in their personal and professional growth. This expectation is in line with their eagerness to acquire skills that are not only pertinent in the present but will also remain valuable in the future. The conventional query, “Where do you see yourself in five years?” does not resonate with them. They believe life’s unpredictability makes it difficult to provide a definitive answer to such a question. Hence, they appreciate learning skills that will retain their relevance over the next five years, irrespective of their life’s direction. Allocating training budgets for courses is an effective method to support their skill development. It’s important to ensure a balanced focus on both soft and hard skills, as possessing hard skills is of little benefit without the ability to effectively communicate them.

Known for their innovation, Generation Z thrives on technology and is a fountain of new ideas. Thus, it’s crucial to steer clear of the mindset, “We’ve always done it this way, so change is not necessary.” Be receptive to engaging with younger team members on how to collectively propel the organisation forward. This approach also creates an ideal environment for collaboration across different generations within your team, merging the creativity and novel insights of Gen Z with the experience and wisdom of older colleagues.

Work life balance

While Generation Z is comfortable with flexible working hours, they place significant emphasis on maintaining a healthy work-life balance. Contrary to some earlier generations, for whom work frequently took precedence, Gen Z values their life beyond work. They anticipate that employers will honour this perspective. Regularly expecting them to work overtime? That’s not advisable. They are firm about their limits: they dedicate themselves to work during the set hours, but extending those hours routinely is not standard practice for them.

Stability and security

Stability and security rank highly among the priorities for this generation. Raised amidst a backdrop of uncertainties — including financial crises, climate issues, the pandemic, and terrorist threats — they crave certainty. They seek employment that offers a permanent contract, clear opportunities for advancement, and avenues for personal development. Should a Gen Z’er find all these aspects with an employer, you gain their loyalty and a devoted employee. However, should these promises go unfulfilled, they are just as quick to leave. Thus, it’s essential that your policies are comprehensively formulated to effectively engage and retain this generation.

Are you looking for Gen Z talent?

Our talent managers talk to Gen Z’ers every day about their challenges, ambitions and learning goals. In addition, we regularly contact their managers to advise on effectively integrating Gen Z talent into their teams. Curious about what we can do for you on this topic? Send head of talent manager Lieke a message!

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