Gen Z rewrites the rules of work

[WORLD] Although Generation Z, often dubbed “Zoomers,” represents the youngest segment of the workforce, they are already exerting significant influence on workplace culture—shifting priorities away from traditional motivators like job security and hierarchical status.

Padiberas Nasional Bhd’s group head of talent, Prakash Santhanam, told Bernama that Gen Z—those born between the late 1990s and early 2010s—is not simply in search of employment, but rather roles that align with their personal values and aspirations for a meaningful life.

“Gen Z is the first generation of true digital natives. They are purpose-driven and expect their work to reflect who they are,” Prakash said.

Supporting this trend, recent surveys indicate that close to 60% of Gen Z professionals place a high premium on corporate ethics and environmental responsibility when evaluating potential employers. This marks a stark contrast from prior generations, which generally prioritized job security and financial benefits. As a result, companies are increasingly weaving social impact into their corporate missions to appeal to this values-oriented cohort.

According to Prakash, Gen Z places strong emphasis on social impact, mental health, and ongoing personal development—prompting organizations to reconsider not only what they offer employees in terms of compensation, but also the overall experience of work.

This generational shift is also driving a surge in demand for mental health support in the workplace. Studies show Gen Z is twice as likely as millennials to expect access to counseling services or stress-relief initiatives. Companies failing to meet these expectations face a growing risk of turnover, as Gen Z workers are quick to exit environments they deem unwelcoming or emotionally taxing.

While sometimes stereotyped as overly sensitive or entitled, Gen Z differs from Gen X and millennials in that they tend to prioritize purpose and flexibility over conventional career progression. They are not shy about voicing concerns and are more willing to walk away from roles that don’t align with their values.

Integral to this transformation is Gen Z’s digital fluency. Raised on social media and instant communication, they expect seamless, tech-driven collaboration. Organizations that adopt platforms like Slack, Asana, or digital whiteboards often see increased engagement from younger employees who value transparency and efficiency.

With over 15 years of experience in talent and human resources, Prakash noted that Gen Z thrives under leaders who offer guidance rather than micromanagement. “One of their top concerns during interviews is: ‘What support and development will I receive?’ They’re thinking beyond the present—always looking toward the next step, even immediately after onboarding.”

Rejection of their ideas doesn’t sit passively with this generation. Instead, they seek dialogue and constructive feedback. “They want managers who coach, check in regularly, and create room for meaningful contribution,” he added.

This preference for open, two-way communication has spurred some progressive companies to implement reverse mentoring programs, where younger employees share insights on digital trends and cultural shifts with senior leadership. These initiatives not only empower Gen Z but also foster greater intergenerational understanding and collaboration.

Flexibility is another non-negotiable. Whether it’s remote work, adaptable schedules, or autonomy in task execution, Gen Z favors work environments that respect personal agency. And while some critics label them as antisocial or unwilling to deal with pressure, research suggests they respond positively to authentic engagement and empathetic leadership.

“The ideal approach for leading Gen Z includes purpose-driven messaging, coaching-based management, and trust-centric empowerment,” Prakash emphasized. “They’re not waiting for organizations to change—they’re entrepreneurial, and ready to create their own paths if needed.”