By 2026, up to 25% of the workforce will consist of Gen Z employees, alongside the emerging Gen Alpha cohort. This generational shift has already sparked tensions, as these younger individuals interact with work, workplaces, and colleagues in ways unfamiliar to employers and older generations.

“Gen Z is vocal about their expectations regarding mental health and well-being. Platforms like TikTok feature 'WorkTok', where issues like toxic cultures, bad bosses, unsustainable workloads, long hours, and burnout are openly discussed,” explains futurist Ben Hamer, Director of the Future of Work Agenda at PwC Australia. “On the other hand, older generations often criticise them for lacking resilience and expecting rewards without effort. This generational tension revolves around differing perceptions of workloads and well-being.”

Speaking at the Qualtrics X4 Sydney event in July, Dr Hamer highlighted mental health as a pivotal value shaping Gen Z’s influence on the workplace for years to come. He described Gen Z as “the most mentally health-literate generation”, noting that while older leaders acknowledge the importance of mental health, they question the employer’s role in addressing it.

Dr Hamer predicts that these tensions may intensify over the next five years as more Gen Z members enter the workforce while older decision-makers still hold sway. However, as younger generations progressively assume leadership roles, workplace practices are likely to evolve towards more progressive and inclusive approaches to mental health and well-being.

The polarising generation

If Gen Z is poised to advocate for greater employee care, why do they face such heavy criticism from their seniors? According to Dr Hamer, this scrutiny stems from how technology has empowered them.

“Every generation tends to critique the one that follows, but Gen Z appears to be particularly polarizing,” he remarked. “Older generations label them the ‘woke generation’ due to their strong emphasis on political correctness, amplified by technology and social media, which impose boundaries on acceptable discourse.”

Dr Hamer believes older generations struggle to understand their younger counterparts because of a significant perception gap regarding the role and influence of younger individuals.

“Baby boomers, for instance, were raised with the notion of being seen but not heard—a belief that youth opinions hold little weight. Today, we have a generation that is well-informed, educated, and technologically savvy, asserting, ‘My voice matters, and I will amplify it on platforms.’ This assertion often clashes with older generations’ experiences and values.”

However, Dr Hamer anticipates that this mutual discomfort will drive shifts in workplace communication styles in the coming years.

“Instagram’s Trends report for 2024 identifies radical authenticity as a defining trait of Gen Z. They reject highly curated content, preferring raw, unedited videos that convey authenticity rather than manipulation,” he explained. “This pursuit of transparency suggests that communications and content will evolve significantly, moving away from current norms.”

Dr Hamer predicts that these changes will endure, suggesting a lasting transformation in how generations communicate and connect in the workplace.

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What else will Gen Z bring to the future of work?

Dr Hamer identifies social responsibility and the ESG agenda as the other major defining features of Gen Z’s values and behaviour.

“Gen Z and younger generations don't view organizations solely as profit-driven entities,” he said. “They believe organizations have a societal platform and should leverage it to drive positive change. Over the past decade, we've seen organizations increasingly take stances on issues traditionally considered political and outside business realms.”

Currently, organisations face significant grassroots pressure to adopt socially responsible and environmentally sustainable practices. Looking ahead a decade, this pressure will likely intensify internally as Gen Z rises to higher positions within these organizations.

Dr Hamer also anticipates that Gen Z will bring a heightened entrepreneurial spirit to the future of work.

“Younger generations possess both the technology and innovative ideas. Many aspire to start their own businesses, develop apps, or achieve greater control and autonomy. They aren't necessarily enamored with the idea of working for others and enriching someone else,” he explained. 

“Consequently, we may see a rise in sole traders, contractors, small businesses, startups, and portfolio careers. While COVID temporarily dampened enthusiasm for the gig economy due to its workforce vulnerability, recalibration efforts are underway, and younger generations are likely to advocate strongly for autonomy.”