How to Attract and Retain Gen Z Talent: What Gen Z Wants at Work (2025)

Quick Answer: What Gen Z Wants at Work (2025) To attract and retain Gen Z (born 1997-2012, ages 13-28 in 2025), employers must deliver on 5 drivers: (1) Purpose — meaningful, values-aligned work with visible social impact, (2) Flexibility — hybrid/remote options and work-life boundaries, (3) Growth — continuous learning, coaching, and clear promotion paths, (4) Inclusion — diverse, equitable, psychologically safe culture, and (5) Fair Pay & Well-being — competitive compensation plus mental-health support. Get these right and you cut early turnover by 25-40% (SHRM 2024); miss them and Gen Z leaves in <12 months.

Key Takeaways

• Deloitte Global Gen Z & Millennial Survey 2024 (n=22,800, 44 countries): 86% of Gen Z say purpose is important to job satisfaction; 50% have rejected an assignment that conflicted with their ethics; work-life balance is the #1 reason they choose an employer.
• LinkedIn Workforce & Workplace Learning Reports 2024: 89% of Gen Z learners want skills-based growth; Gen Z are 1.8× more likely than Boomers to leave if career development is weak; flexibility and skills-first hiring are top retention levers.
• SHRM 2024 Employee Benefits & Retention Data: Voluntary turnover among Gen Z hires in first 12 months is 38% higher than Gen X; top cited exit reasons are lack of growth (41%), inflexible schedule (34%), and pay inequity (32%).
• The 2025 retention formula: Purpose + Flexibility + Growth + Inclusion + Pay/Well-being — delivered consistently, measured quarterly — outperforms one-time perks or salary bumps alone.

In This Article

1. Who Is Gen Z at Work in 2025?
2. The 5 Drivers Gen Z Prioritizes (Front-Loaded Answer)
3. Comparison Table: Driver / Gen Z Priority / Boomer Comparison / Employer Action / KPI
4. What the Data Says: Deloitte, LinkedIn, SHRM
5. Playbook: 7 Actions to Attract and Retain Gen Z Now
6. Frequently Asked Questions
7. Methodology, Sources & E-E-A-T

Who Is Gen Z at Work in 2025?

Definition: Pew Research Center defines Gen Z as born 1997-2012. In August 2025 that is ages 13-28 — from high-school interns to professionals with 5-6 years of tenure. In the U.S. they number ~69M and now represent ~27% of the workforce, soon to be 30%+ by 2030 (U.S. Bureau of Labor Statistics projection cited by SHRM 2024).

Formative context: Unlike Boomers (post-war stability, loyalty = security) or Gen X (latchkey independence), Gen Z formed expectations during COVID, remote schooling, climate anxiety, social-justice movements, and AI acceleration. Deloitte 2024 finds they are the most likely cohort to tie identity to values — 44% say they do unpaid or purpose-driven work outside their job — and to expect employers to do the same.

Digital nativity & social consciousness: 98% own a smartphone, 76% are online “almost constantly” (Pew 2024). LinkedIn 2024 shows Gen Z is 2.3× more likely to research a company’s social impact, DEI commitments, and learning culture before applying. They vet employers on TikTok, Glassdoor, and Reddit — not just the careers page.

Why employers should care now: Gen Z will be your largest talent pipeline for the next decade. SHRM 2024 estimates replacing an early-career hire costs 50-75% of annual salary. Retaining even 10% more Gen Z hires in year one pays for an entire L&D program.

For the broader generational context, see Generational Differences and Building Multi-Generational Teams.

The 5 Drivers Gen Z Prioritizes

Gen Z evaluates employers on five non-negotiable drivers. Miss one and the rest underperform.

1. Purpose — Work That Means Something

Deloitte 2024: 86% of Gen Z say having purpose at work is important; 50% have turned down work misaligned with their ethics. This is not “nice to have” — 44% say they would take a 5-10% pay cut for more meaningful work (Deloitte). Gen Z wants to see impact: sustainability metrics, volunteer time, ethical supply chains, and leaders who take stands with action.

What to do: Publish an impact dashboard, link every role to customer/societal outcome in the job ad, and offer 2-4 paid volunteer days/year.

2. Flexibility — Autonomy Over When and Where

Work-life balance is the #1 reason Gen Z chooses an employer (Deloitte 2024), ahead of pay. Hybrid is the expectation: LinkedIn 2024 finds Gen Z applications to remote-friendly roles are 2.1× higher than to onsite-only roles, and 64% would consider leaving without flexible options.

What to do: Default to hybrid with core collaboration hours (e.g., 10am-3pm), measure by outcomes not presence, and publish response-time SLAs so flexibility doesn’t become “always on.”

3. Growth — Continuous Learning and Clear Paths

LinkedIn Workplace Learning Report 2024: 89% of Gen Z say learning is key to engagement; they are the cohort most likely to quit when growth stalls (41% cite it per SHRM). They prefer coaching, micro-learning, and skills-based advancement over tenure-based promotion.

What to do: Offer quarterly career conversations, mentorship + reverse mentorship, 40+ hours/year of learning time, and transparent skills frameworks. See The Importance of Mentorship in the Workplace.

4. Inclusion — Belonging, Not Just Diversity Statements

Gen Z is the most diverse U.S. generation (52% non-White, Pew 2024) and the most likely to identify as LGBTQ+. Deloitte 2024 reports that inclusive cultures lift Gen Z retention intent by 2.1×. They fact-check DEI claims quickly — vague statements backfire.

What to do: Audit pay equity, publish DEI goals and progress, train managers in inclusive leadership, and ensure psychological safety is measured in pulse surveys. Deep dive: How to Create an Inclusive Workplace.

5. Fair Pay & Well-being — Competitive, Transparent, Sustainable

Pay still matters — but paired with well-being. Deloitte 2024: cost of living is Gen Z’s top concern; SHRM 2024: 32% leave citing pay inequity. LinkedIn 2024 shows transparent salary ranges increase Gen Z applications by 38%. Mental health is inseparable: 51% of Gen Z report anxiety/stress affects work weekly (Deloitte), and access to mental-health benefits is a top 3 decision factor.

What to do: Post salary bands, benchmark annually, offer financial wellness coaching, and provide mental-health days + counseling access. Link pay to skills, not just tenure.

These five drivers are reinforced by Gen Z Consumer Behavior in 2025 — the same values that shape what Gen Z buys (authenticity, impact, inclusion) shape where they choose to work.

Comparison Table: Driver / Gen Z Priority / Boomer Comparison / Employer Action / KPI

Driver	Gen Z Priority (2024 Data)	Boomer Comparison	Employer Action (2025 Playbook)	KPI to Track
1. Purpose	86% say purpose matters; 50% rejected unethical work (Deloitte 2024)	Purpose valued but loyalty & stability ranked higher; less likely to reject work on ethics (24%, Deloitte)	Link role to mission in JD; publish audited ESG/impact report; offer VTO (volunteer time off)	Offer acceptance rate among Gen Z; eNPS on “my work has purpose” (target +15 pts YoY)
2. Flexibility	#1 employer choice factor; 64% would leave without flexibility (Deloitte 2024)	Flexibility appreciated but less decisive; 38% would leave over lack of flexibility	Hybrid default + core hours 10-3; outcome-based OKRs; no-meeting blocks	Retention at 12 months; % roles filled hybrid; pulse: “I can manage work/life”
3. Growth	89% want learning; 41% quit citing no growth (LinkedIn/SHRM 2024)	Growth via tenure & promotion; more tolerant of slow advancement	Quarterly growth conversations; mentorship + reverse mentorship; 40 hrs learning/year; skills framework	Internal mobility rate; % with active development plan; time-to-promotion (skills-based)
4. Inclusion	Inclusive culture = 2.1× retention intent; 72% more likely to stay where they belong (Deloitte/McKinsey)	Inclusion valued; lower expectation of daily belonging signals	Pay-equity audit; ERGs with executive sponsors; inclusive-leadership training; bias-free reviews	Belonging score (pulse); pay-equity ratio; ERG participation; voluntary turnover by demographic
5. Fair Pay & Well-being	Salary transparency = 38% more applications (LinkedIn); 51% weekly stress (Deloitte)	Pay + benefits & retirement security top drivers; less vocal on mental health	Post salary bands; annual benchmarking; mental-health days + EAP; financial wellness benefit	Offer acceptance rate; compa-ratio parity; well-being utilization; absenteeism trend

Sources: Deloitte Global Gen Z & Millennial Survey 2024; LinkedIn Global Talent Trends, Workplace Learning & Workforce Reports 2024; SHRM Employee Benefits & Turnover Research 2024; Pew Research Center generational definitions 2024. Use as directional benchmarks — validate with your own HRIS.

What the Data Says: Deloitte, LinkedIn, SHRM

Deloitte Global Gen Z & Millennial Survey 2024 (n=22,800, 44 countries)

Deloitte’s ninth annual survey is the most-cited global benchmark for Gen Z work values:

• Purpose: 86% Gen Z say purpose is important; 75% say business should address societal challenges.
• Ethics in action: 50% rejected work assignment due to ethics; 44% turned down an employer over values mismatch.
• Balance & flexibility: Work-life balance tops employer choice; 64% want hybrid/remote and stress is rising — 51% feel anxious/stressed most of the time.
• Learning & money: Financial security and learning opportunities are top 3 retention drivers alongside balance.

LinkedIn Global Talent Trends & Workplace Learning Report 2024

LinkedIn’s platform data (1B+ members) + employer surveys:

• Skills-first shift: 89% of Gen Z learners say proactive skills growth keeps them engaged; companies with strong learning culture see 57% higher retention.
• Flexibility premium: Gen Z applies 2.1× more to remote/hybrid roles; salary transparency lifts applications 38%.
• Career velocity: Gen Z expects promotion or meaningful growth within 12-18 months — vs. 24-36 months tolerated by Boomers — and will move externally if internal mobility is blocked.

SHRM 2024: Turnover, Benefits & Retention

SHRM’s employer-reported data and employee surveys:

• Early turnover cost: Gen Z voluntary turnover in year one is 38% higher than Gen X; replacement cost = 50-75% of salary.
• Top exit reasons (Gen Z): Lack of career development (41%), inflexible work (34%), inadequate compensation (32%), lack of well-being support (28%).
• What retains: Competitive health/well-being benefits, flexible scheduling, and clear career paths are the top 3 correlates of 12-month retention for under-30 hires.

Triangulation: All three sources converge — purpose, flexibility, and growth outweigh title or tenure-based perks. Pay is a hygiene factor and tie-breaker, not the sole driver.

Playbook: 7 Actions to Attract and Retain Gen Z Now

Operationalize the five drivers with these proven moves — each cross-links to deeper guides on this site.

1. Write JDs for Purpose and Skills, Not Pedigree

Replace years-of-experience filters with skills outcomes. Open with “Why this role matters” (1 sentence of societal/customer impact). List 5-7 core skills, not 15 bullet requirements. Post salary band and flexibility upfront — LinkedIn shows this alone lifts Gen Z applies by 30%+.

2. Make Flexibility the Default, Not the Exception

Adopt hybrid with team-level charters: core hours, async norms, and outcome metrics. Train managers to evaluate output, not hours. Audit calendar load — SHRM finds meeting overload is a top 5 burnout driver for Gen Z.

3. Install Quarterly Growth Conversations

Annual reviews are too slow. Run 30-minute quarterly check-ins: skills inventory, stretch assignment, learning goal, and next internal move. Pair with bidirectional mentorship — Gen Z reverse-mentors on AI/social workflows while tenured colleagues coach on stakeholder navigation.

4. Close the Pay & Transparency Gap

Publish bands internally and externally, run annual pay-equity audits, and explain the formula. Pair with financial wellness (student-loan guidance, budgeting tools) — Deloitte 2024 links financial stress directly to Gen Z attrition.

5. Build Inclusion You Can Measure

Move beyond statements. Fund ERGs, train every manager in inclusive feedback, and track belonging via quarterly pulses (“I can be my authentic self here”). For a systemic framework, use How to Create an Inclusive Workplace to audit hiring, promotion, and recognition for bias.

6. Protect Well-being and Boundaries

Offer mental-health days separate from sick leave, EAP/counseling access, and “right to disconnect” norms after core hours. Model boundaries at leadership level — Deloitte 2024 shows manager behavior predicts Gen Z well-being 1.8× more than policy alone.

7. Onboard for Belonging in the First 90 Days

SHRM data shows 42% of Gen Z departures tie to weak onboarding. Design a 30-60-90 plan: week 1 = connection (buddy, ERG intro), day 30 = purpose check (“how your work ladders up”), day 90 = growth plan signed. Survey at day 30/90 and act on feedback.

Internal links for next steps: Understand what motivates Gen Z outside work in Gen Z Consumer Behavior: Values & Marketing Strategies, systematize inclusion via How to Create an Inclusive Workplace, and scale across cohorts with Building Multi-Generational Teams: 6 Strategies.

Frequently Asked Questions

What do Gen Z want most at work in 2025?

Purpose, flexibility, growth, inclusion, and fair pay/well-being — in that order. Deloitte 2024 ranks work-life balance and learning as top employer-choice factors for Gen Z, with purpose and ethics as tie-breakers (86% say purpose matters; 50% rejected unethical work). LinkedIn 2024 adds skills growth and flexibility as the strongest retention levers, while SHRM 2024 shows lack of growth and flexibility are the top two reasons Gen Z quits in year one.

How is Gen Z different from Boomers at work?

Gen Z prioritizes purpose and rapid growth over tenure and stability. Boomers, shaped by post-war institutions, often equate loyalty with security and tolerate slower advancement; Gen Z expects skills-based mobility within 12-18 months, hybrid flexibility, and daily inclusion signals. The comparison table above quantifies each gap and maps it to an employer action and KPI so teams can design for both cohorts — see Building Multi-Generational Teams for a full strengths-based framework.

Do Gen Z really leave jobs faster, and why?

Yes. SHRM 2024 finds Gen Z voluntary turnover in the first 12 months is 38% higher than Gen X. Top self-reported reasons are lack of career development (41%), inflexible schedule (34%), and pay inequity (32%). Deloitte’s longitudinal data shows this is not “job hopping for its own sake” — when purpose, flexibility, and growth are met, Gen Z retention intent rises 2×, matching older cohorts.

How can small employers without big benefits budgets retain Gen Z?

Focus on high-leverage, low-cost drivers: transparent growth conversations, flexible scheduling with core hours, mentorship/reverse mentorship, and visible purpose. SHRM 2024 shows these outperform marginal salary bumps for early-career retention when pay is already fair and transparent. Post salary bands, offer 40 hours/year of learning time (even via free platforms), recognize contributions weekly, and audit inclusion via quarterly pulses — all detailed in How to Create an Inclusive Workplace.

---

Methodology, Sources & E-E-A-T

Experience & Expertise: Written by Mark Dewan, generational trends analyst and contributor to Generational Lens, specializing in workplace dynamics and consumer behavior from Silent Generation to Gen Z. This guide synthesizes peer-reviewed survey toplines and platform data — not secondary summaries — and builds on field interviews with multi-generational team leaders.

Authoritativeness & Trust: Every statistic is tied to a named primary source with methodology and date. We report the source’s Gen Z age band alongside each stat (Pew 1997-2012; Deloitte 1995-2012 in 2024 wave; LinkedIn platform-defined by member birth year). No employer paid for inclusion; examples are observable public practices, not endorsements.

Sources (accessed August 2025):

1. Deloitte — Global Gen Z and Millennial Survey 2024 (n=22,800 respondents, 44 countries; fielded Nov 2023–Mar 2024) — purpose, ethics, balance, stress, and employer-choice findings.
2. LinkedIn — Global Talent Trends 2024; Workplace Learning Report 2024; Workforce Report 2024 — skills, flexibility, salary transparency, and internal mobility benchmarks.
3. SHRM — Employee Benefits Survey 2024; Human Capital Benchmarking & Turnover Research 2024 — voluntary turnover, exit reasons, and retention correlates.
4. Pew Research Center — Generational definitions; Internet, Broadband & Social Media Use 2024; U.S. workforce demographics 2024 — Gen Z age band, diversity, and digital-nativity data.
5. U.S. Bureau of Labor Statistics (via SHRM 2024 citation) — workforce share projections to 2030.

Limitations & How We Handle Them: Deloitte, LinkedIn, and SHRM use different sampling frames (global online panel vs. platform census vs. U.S. employer survey) and slightly different Gen Z cutoffs. We treat cross-source comparisons as directional and report the band per stat. Replacement-cost and premium estimates vary by role and market; use your HRIS for local validation.

Last Updated: August 27, 2025 — Synced to Deloitte 2024, LinkedIn 2024, and SHRM 2024 releases. Next review due Q1 2026 after Deloitte 2025 wave.

Related Reading:

• Understand Gen Z values outside work: Gen Z Consumer Behavior: 7 Values & Marketing Strategies (2025)
• Systematize equity: How to Create an Inclusive Workplace
• Lead across ages: Building Multi-Generational Teams: 6 Strategies for Success (2025)

Disclaimer: This article is for informational purposes and does not constitute HR, legal, or financial advice. Validate pay, benefits, and policy changes with qualified counsel and your own workforce data before implementation.