What HR Leaders Need to Know About Gen Z Priorities at Work

Gen Z are reshaping the workforce. It's clear that they are not comfortable adopting some of the more traditional approaches to work that previous generations did and are actively challenging and reconfiguring work to align with their values, lifestyles, and expectations. This generational shift can create tension within some organisations, especially among Gen X and Boomer leaders and managers who are used to operating under more traditional - even rigid - structures. 

On a recent episode of the From X to Z podcast, Danielle Farage (my regular sparring partner) and I looked at some of the ways in which Gen Z were bending accepted norms to align with their own priorities - and what leaders, managers and HR professionals should be doing to avoid any friction.

1. Flexibility Is the New Foundation

Gen Z is challenging the traditional 9 to 5 work structure.  Most businesses have based their working day around this model for decades, but Gen Z aren’t ready to adopt it. Not because they are trying to be disruptive but out of practicality - they want their work to be organised around productivity peaks, personal priorities, and wellbeing. Whether it’s taking a gym break mid-morning or logging on later in the day, their focus is on outcomes - not appearances. This might seem disruptive to those more used to a culture of presenteeism, but it’s a sign of people knowing how and when they can be more focused and productive - and create the best outputs.

What HR leaders can do:

Move beyond rigid schedules. Embrace results-based performance metrics, offer flexible hours, and communicate trust in employees to manage their time responsibly.

2. Purpose and Autonomy Over Prestige and Process

Gen Z places a high value on autonomy, authenticity, and alignment with personal values. They are less likely to be motivated by titles or hierarchical recognition and more by meaningful work, ethical leadership, and freedom to innovate.

What HR leaders can do:

Redesign roles with autonomy in mind, create spaces for employee input, and clearly communicate your organisational values - and how they translate into day-to-day decisions.

3. Redefining Professionalism

Traditional markers of professionalism - punctuality, formality, strict adherence to hierarchy - are being reevaluated. Gen Z’s interpretation leans toward transparency, inclusivity, and supporting wellbeing. Their openness about mental health, burnout, and work-life boundaries (often amplified on social media) may feel unfamiliar or even disruptive, but it reflects a deep commitment to sustainability in work.

What HR leaders can do:

Update the organisation’s ‘definition’ of professionalism, and try modelling healthy boundaries, encouraging open dialogue, and supporting psychological safety across the whole business.

4. The Managerial Control Shift

For Gen X and Boomer leaders, the perceived erosion of ‘control’ - brought on by remote work, flatter hierarchies and digital independence - can feel destabilising. But for Gen Z, this isn’t a problem to fix - it’s a baseline expectation. They prefer more fluid structures, peer-to-peer learning, and transparent feedback loops.

What HR leaders can do:

Invest in upskilling your managers, and nurture a culture of trust-based leadership, coaching, and adaptive communication. Leaders need to be equipped to lead with influence rather than authority.

5. Tech-Native, Transparency-Driven

Gen Z's digital fluency gives them confidence and autonomy in how they approach work. They’ll use AI tools, online communities, and asynchronous platforms without waiting for permission - and aren’t afraid to call out unhealthy work environments. Even publicly.

What HR leaders can do:

Leverage their tech skills. Involve them in contributing towards digital strategy and process improvement. And proactively build a culture of transparency that makes whistleblowing unnecessary.

6. A New ‘Social Contract’ at Work

Ultimately, Gen Z look for a new kind of ‘social contract’ - one that prioritises mutual respect, flexibility, and shared accountability. Despite what some leaders may think, Gen Z aren’t disengaged; they’re simply unwilling to sacrifice personal wellbeing for outdated norms.

What HR leaders can do: Listen deeply and involve Gen Z in policy updates. Run pulse surveys focused on generational experience, stay interviews, and be open to evolving alongside them.

First perceptions of Gen Z priorities may unsettle the status quo within some organisations and their leaders and managers - but they also bring a powerful opportunity to build healthier, more human-centred workplaces. HR leaders who embrace these shifts proactively - rather than reactively - will be better positioned to foster engagement, innovation, and loyalty in their future workforce.

Check out the full podcast here - https://www.linkedin.com/video/live/urn:li:ugcPost:7320876908840210432/