Is the youngest generation in the workforce disengaged, absent more, and less productive?

I was recently asked this question in a webinar, and I relayed a shorthand version of this article. Later, when asked to provide the study that showed what younger workers aren't really absent more, I realized it was going to be a longer answer. Because, well, it's complicated.

Here for those of you who don't want to wade through the whole article, is the bottom line:

• Yes, younger generations in the workforce differ from their older coworkers

• The differences are smaller and more nuanced than we old-timers like to believe

• No, they aren’t lazy and shiftless, any more than we were when we were young

• Leadership is about figuring out how to get the best from our workers, not figuring out what’s wrong with them

If you want the references, skip to the end.

It's Complicated

Forbes has been widely cited as reporting that Gen Z employees take 60% more workdays off than their Gen X counterparts, and other reports have cited similar numbers. However, it’s almost impossible to collect baseline numbers on which the comparison was based, by generation. The raw numbers matter: after all, an increase from 5 days a year to 8 days a year is a 60% increase, but this is unlikely to make a substantial difference to employers and there are many reasons that a younger employee might be absent more often. The differences are often attributed to lower engagement, expectations of easy promotion, a sense of entitlement, and other negative perceptions of younger workers. These are often supported by limited data and by anecdote, without controlling for any bias in observations.

Actual numbers from the Bureau of Labor Statistics (BLS) from the US Department of Labor, by contrast, show very little difference in absence rates based on age (BLS, 2024). The differences between men and women are much larger than those by age, but it’s not a stretch to see that much of this is almost certainly related to the fact that women still bear a disproportionate share of caring for family members. So, what do we actually know about the differences between generations with respect to attitudes toward work?

Generational Differences in Engagement and Expectations

Most large-scale surveys have found that there are generational differences in values and priorities. Older workers (Baby Boomers and Generation X) tend to prioritize stability, loyalty, and long-term achievements. This tends to translate into valuing traditional workplace structures and routines, a generally higher value on face-to-face communication, and recognition for tenure and dedication. By contrast, younger workers (Millenials and Generation Z) are more likely to express valuing flexibility, personal development, and a strong sense of purpose in their roles.

Research suggests that older cohorts value psychological safety but are generally more focused on financial incentives and stability as keeping them engaged. Younger workers, on the other hand, are more inclined to be motivated by meaningful work, growth opportunities, and a positive workplace culture that emphasizes diversity, well-being, transparency, belonging, and social responsibility (Bersin, 2020; Gallup, 2021). These factors in turn influence their loyalty and motivation to remain at work (HBR, 2022). The emphasis on work-life balance and flexibility in younger workers may be interpreted as lack of engagement, but studies show that when younger workers are provided with flexibility, opportunities for skill development, and clear paths for meaningful contributions, they are often just as—if not more—productive and engaged than their older counterparts (Gallup, 2021). Moreover, they tend to thrive in workplaces that emphasize psychological safety, autonomy, and modern tools for collaboration (Deloitte, 2022).

Further, “putting in extra effort” can look different across generations. For example, younger employees may resist the idea of staying late but demonstrate high productivity through innovative problem-solving, technological fluency, and rapid adaptation to change. This generational cohort also values efficiency and often questions traditional methods, which may be perceived as resistance to effort but is often rooted in a desire to work smarter, not longer (PwC, 2020). In terms of attendance at work, the COVID-19 pandemic reshaped perceptions of work and attendance for many, with younger workers leading the demand for hybrid or remote work options. While some view this as a lack of commitment, studies indicate that when given flexibility, many younger workers maintain or even increase productivity, suggesting that presenteeism is not synonymous with engagement (HBR, 2022). See also above, in terms of the BLS statistics that demonstrate little actual age-related difference in absence rates.

The Research is More Nuanced Than We Want to Believe

Academic research into this area is limited, especially when it comes to Gen Z. Put simply, it takes time to accumulate enough high-quality data to draw conclusions. What evidence is available suggests that the picture is complex and doesn’t easily yield to simple assumptions about between-group differences, and instead falls in line with most research that demonstrates that intra-group variations are often as large or larger than the differences between groups.

There are a few systematic reviews and meta-analyses available focused on generational differences in work engagement, up through the entry of Millennials into the workforce. For example, Costanza et al. (2012) conducted a meta-analysis titled “Generational differences in work-related attitudes: A meta-analysis.” This study examined whether there are substantial differences across generations in job satisfaction, organizational commitment, and intentions to quit. The analysis found that while there were some generational differences, they were generally small and often overshadowed by individual and situational factors, challenging the common stereotypes around generational engagement at work. Similarly, Parry and Urwin (2011) performed a systematic review titled “Generational Differences in Work Values: A Review of Theory and Evidence.” This work examined various studies on work values across generations and highlighted that while there are differences, they tend to be more nuanced than often assumed. The review suggests that many of the perceived generational differences in engagement and work values are shaped by broader social and economic factors rather than innate generational traits.

Unsurprisingly, there are limited reviews that include Gen Z because they are so new to the workforce. Still there has been some work done. Several authors have discussed how Gen Z is highly influenced by digital connectivity, social consciousness, and a preference for work-life balance. Mertens et al. (2021) published findings in a study exploring early trends of Gen Z engagement, noting that this generation seeks frequent feedback, flexible work arrangements, and is generally highly motivated by meaningful and socially impactful work environments. While not a systematic review, this study synthesizes emerging patterns from surveys and industry reports.

In all, the research indicates that there are differences in what motivates younger workers as compared to older workers, but the differences aren't large and may be related more to age differences than to generational cohorts. It’s worth noting that this kind of research about generational differences in what motivates workers is a relatively new phenomenon. Considering what we know, it wouldn’t be hard to imagine that younger workers, even in past generations, might be more focused on belonging and a sense of purpose, whereas older workers would be focused on stability and past achievement. Nor would it be hard to imagine younger workers, just starting out in life and for some just starting families, are more likely to value work-life balance, as is the case with those in the current Gen Z and Millennial cohorts.

Maybe Instead, Blame Less and Adapt More

It’s early in terms of actual research, but it seems likely that the tendency to think of the youngest workers as lazier, less engaged, and less committed will prove to be unfounded (whether we believe the research as it comes out is another matter; whether facts actually have much impact on attitudes is a matter for another article). Yes, younger workers show signs of being different. They care more about work-life balance, supportive work environments, flexibility, and opportunities to learn and grow (Waworuntu et al. 2022). In terms of productivity and retention, younger employees tend to prioritize work-life balance and are more willing to change jobs to achieve it, compared to their older counterparts, who may place greater emphasis on financial and retirement-related stability (PwC, 2020). Companies that provide flexible schedules, opportunities for growth, and transparent communication channels are more likely to engage younger workers effectively. In contrast, recognizing and leveraging the experience of older workers through mentorship programs can increase their productivity and retention, while also fostering intergenerational learning.

So perhaps instead of focusing on the defects of younger workers, it’s worth considering that management styles might need to adapt to younger workers, just as they also have in the past. We might want to focus more on how to adapt the workplace to meet the changing demands of both workers and the environment. The generational gap in cultural preferences can create challenges but also opportunities for employers to tailor strategies that harness the strengths and needs of a diverse workforce (Twenge & Campbell, 2010). More specifically, Katsaros (2024) examined how inclusive leadership influences workplace happiness, which encompasses work engagement, job satisfaction, and organizational commitment among Gen Z employees. The study highlighted that inclusive practices lead to greater engagement and adaptability, suggesting that workplace culture and leadership style significantly impact Gen Z productivity.

I acknowledge that memory is always subject to recall bias, but any of us old enough to be among the “older workers” may want to recall what our elders said about our work ethic when we were the “newbies” Perhaps we would be wise to get back to a focus on how to help our workforce deliver the best performances based on their individual needs and talents, rather than insisting that the way we’ve always done things is the right way for everyone.

As a senior leader once said in a leadership meeting that I attended, “We can either figure out in a deliberate way who to hand the keys to, or we can wait for them to pry the keys from our cold, dead hands.”

References

• BLS (2024): https://www.bls.gov/cps/cpsaat46.htm#cps_eeann_abs_ft.f.1)

• Bersin, J. (2020). The Definitive Guide to Employee Engagement.

• Gallup (2021). State of the Global Workplace Report.

• Harvard Business Review (HBR) (2022). The Big Disconnect in Workplace Expectations.

• Deloitte (2022): The Deloitte Global 2022 Gen Z and Millennial Survey. This survey explores Gen Z and Millennials’ work expectations, emphasizing their desire for balance, mental health considerations, and flexibility in the workplace.

• PwC (2020). Workforce of the Future Survey.

• Costanza, D. P., Badger, J. M., Fraser, R. L., Severt, J. B., & Gade, P. A. (2012). Generational differences in work-related attitudes: A meta-analysis. Journal of Business and Psychology, 27(4), 375-394.

• Parry, E., & Urwin, P. (2011). Generational differences in work values: A review of theory and evidence. International Journal of Management Reviews, 13(1), 79-96.

• Twenge, J. M., Campbell, S. M., Hoffman, B. J., & Lance, C. E. (2010). Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing. Journal of Management, 36(5), 1117-1142.

• Mertens, W., Recker, J., Kummer, T., Kohlborn, T., & Viaene, S. (2021). Generation Z in the workplace: A systematic review and research agenda. Journal of Business Research, 124, 273-285.

• Waworuntu, E. C., Kainde, S. J. R., & Mandagi, D. W. (2022). Work-Life Balance, Job Satisfaction and Performance Among Millennial and Gen Z Employees: A Systematic Review. Society, 10(2), 384-398.

• Katsaros, K. K. (2024). Gen Z Employee Adaptive Performance: The Role of Inclusive Leadership and Workplace Happiness.Administrative Sciences, 14(8), 163. doi:10.3390/admsci14080163