Gen Z and Changing Workforce Expectations

By George Waggott, founder, and Roberto Fonseca Velazquez, law student

George Waggott Law

A recent article published in the Globe and Mail addressed how Generation Z’s career goals are different from those of previous generations. Gen Z, now between the ages of 12 and 28, is entering the workforce at a time of economic uncertainty. With the threat of American tariffs, a possible recession, and shifting job market conditions, securing stable employment has become increasingly difficult. Statistics Canada has reported that in 2024, the employment rate for youth aged 15 to 24 declined by 2.5 percentage points, ending the year at 53.8%—a drop of 4.4 percentage points from the 2017-2019 average before the pandemic disrupted the job market.

Despite these challenges, Gen Z remains committed to their values and career expectations. Unlike previous generations, this group prioritizes stability, work-life balance, and opportunities for professional growth. Many members of this cohort are also quite willing to switch jobs frequently until they find an employer that aligns with their ideals and offers long-term security.

The Pursuit of Stability

David Drewery, associate director of the Work-Learn Institute at the University of Waterloo, explains that Gen Z’s strong focus on stability stems from their experiences growing up during a time of economic instability. Many of them saw their parents or others go through mass layoffs during the financial crisis of the late 2000s and witnessed the rise of precarious or contingent work. As a result, they have a more cautious and pragmatic approach to their careers compared to the millennials or others who came before them.

Drewery notes that while past generations may have expected steady career advancement and economic growth, Gen Z is more concerned with securing stable, meaningful employment. His research, along with other studies, confirms this generational shift. A 2023 academic paper comparing Gen Z to millennials found that whereas Millennials were characterized by optimism and high expectations, Gen Z is more focused on finding a fulfilling present rather than banking on long-term opportunities. This shift in mindset and outlook means that employers must re-think career planning and employee retention strategies if they hope to attract and retain young workers.

Loyalty to Employers Who Value Them

One key finding from research on Gen Z workers is that they are more likely to remain loyal to organizations that treat them as valued employees rather than as disposable workers. Companies that demonstrate a commitment to their employees’ well-being, job security, and career growth are more likely to gain long-term commitment from Gen Z workers.

Heather Haslam, vice-president of marketing at ADP Canada, notes that despite their job market struggles, Gen Z employees report high levels of job satisfaction. In ADP Canada’s research on workplace happiness, Gen Z workers consistently rank as some of the happiest employees, second only to Baby Boomers. Haslam suggests that this could be because many Gen Z workers feel fortunate to have stable jobs in a tough labour market.

Shifting Workplace Expectations

Gen Z’s focus on work-life balance and fair compensation is challenging traditional workplace norms. Toronto-based human resources consultant Allison Venditti notes that this generation is less willing to work unpaid overtime or sacrifice personal time for their employers. Unlike previous generations, members of Gen Z expect to be compensated fairly for extra hours worked.

This shift is forcing companies to rethink staffing and management strategies. Some employers who are used to workers going above and beyond without additional compensation now find themselves understaffed, as younger employees insist on clearer work-life boundaries. If companies fail to adapt, managers—especially millennial managers who want to treat their employees better than they were treated—risk facing burnout as they take on extra tasks.

Messages for Employers

While older generations often criticize younger workers for having different priorities, Venditti argues that these perceptions fail to consider the economic realities Gen Z has faced. She emphasizes that they are not "high maintenance" or "difficult"—they simply want different things from their careers. As organizations navigate these changing workforce expectations, they will need to adapt to the evolving needs of Gen Z employees if they hope to build loyal and engaged teams.

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