As Generation Z reshapes the workplace, flexibility, authenticity, and development have become central to their expectations. Born in the digital era and shaped by the pandemic, Gen Z professionals prioritise trust, purposeful hybrid work, and transparent progression opportunities over traditional perks. Drawing on insights from Catalyst’s conversations with early-career HR talent and data from the Dartmouth Partners Gen Z Hiring Report, Tilly Johnston-Jones explores how employers can adapt to attract and retain the next generation of talent.
Born between 1997 and 2012, many Gen Z professionals began their academic and early career journeys during the COVID-19 pandemic. This formative experience has significantly influenced how they view work, flexibility and career progression.
At Catalyst, we are hearing this play out first-hand in conversations with junior HR candidates. They tell us they are looking for roles that trust them to deliver without rigid oversight, and they expect hybrid work and flexible hours as a given. Many share that a five-day office week feels outdated and less attractive, even when the role is otherwise a strong fit for their aspirations. For some, the ability to manage their own time and balance work with personal commitments is a priority that heavily influences how they assess opportunities.
While this shift may challenge established workplace models, it also presents a valuable opportunity for employers to adapt and better engage the next generation of talent.
Dartmouth Partners Gen Z Hiring Report highlights a clear shift in attitudes towards remote work. In 2024, nearly half of respondents said they would reject a job that did not offer flexible working. By 2025, this figure had dropped to just over a third, indicating that while flexibility remains important, in-person time is increasingly valued for learning, development and building professional relationships.
From our conversations with junior candidates, it is evident that flexibility is about more than location. It reflects a desire for autonomy, trust and mutual respect. Gen Z professionals want to be treated as capable individuals who can manage their own time and deliver results without rigid oversight.
Employers who do not offer this level of flexibility risk losing out on top talent, regardless of how attractive the role may be. With this expectation near the forefront, we suggest considering building flexibility into job design and policies, not just as a benefit but as a default expectation. Balance in-person requirements with clear purpose and outcomes to foster trust while meeting organisational needs.
While Gen Z is open to spending time in the office, this must be purposeful. The report reveals that face-to-face interaction is increasingly valued, particularly for learning and support. However, this is only effective when managers are present and actively engaged. Mandating office attendance without meaningful interaction or guidance is unlikely to resonate with this cohort.
Preferences also vary by sector. In financial services, a significant proportion of respondents are open to working five days in the office. In contrast, those pursuing careers in technology and consulting tend to favour hybrid or remote models. This highlights the importance of tailoring workplace policies to the expectations of specific talent pools.
In order to do this, make office time intentional by focusing on mentorship, collaboration and knowledge sharing. Tailor hybrid policies to sector norms and candidate expectations, ensuring managers are trained to lead effectively in both remote and in-office settings.
Gen Z is both pragmatic and ambitious. The report shows that over 80% of respondents rank training and development as their highest priority, placing it above flexible working arrangements and annual leave. Structured development plans, mentoring and clarity around role expectations are more appealing than culture-driven perks or brand prestige.
This generation is also highly strategic, with more than half of respondents indicating that they would continue applying for roles even after accepting an offer. Their primary motivations include better opportunities for progression, enhanced training and improved compensation.
Loyalty is not assumed; it is earned through meaningful investment in their growth and development. With this in mind, employers should consider prioritising visible career pathways, structured training and clear role progression. Emphasise development in your employer branding to demonstrate that you are invested in their long-term success.
Gen Z is highly discerning when it comes to company values. Although interest in researching diversity and inclusion policies has declined, this reflects a shift towards valuing tangible action over written statements. Candidates want to see diversity embedded in everyday practices, not just outlined in policy documents.
Employers must be authentic in their messaging and transparent in their recruitment processes. Gen Z professionals are cautious about automated hiring tools, with many expressing concerns about bias and a lack of transparency. Personal interaction remains essential, and recruitment processes that feel human and inclusive are far more likely to succeed. Ensure recruitment processes feel transparent and personal, and invest in human touchpoints to build trust with candidates.
Many Gen Z professionals began their studies or careers during the pandemic, which has shaped their expectations in unique ways. The shift to remote learning and virtual internships has made them comfortable with digital tools, but also aware of the limitations of remote-only environments. They value connection, mentorship and visibility, which are difficult to replicate online.
This context is especially important when engaging COVID-era graduates. Their formative experiences have shaped a distinct set of priorities, combining digital fluency with a strong desire for stability and support. Employers who understand this nuance will be better positioned to build lasting relationships with Gen Z talent.
In order to utilise this expectation into a talent strategy, recognise the unique needs of Covid-era graduates by providing structured mentorship, accessible leadership, and opportunities to build in-person networks. Blend digital tools with personal guidance to meet both their fluency and their desire for support.
As someone who spent 7 years working with Gen Z candidates via campus recruiting, I see these shifts not as obstacles but as opportunities to create more inclusive, dynamic and forward-thinking organisations. Generation Z brings a diverse and evolving set of expectations to the workplace. They are ambitious, thoughtful and driven by values.
At Catalyst, we are committed to helping our clients navigate these changes with insight and empathy. By understanding what Gen Z truly values, employers can build environments where the next generation of talent does not simply work, but thrives.
