How Gen Z is reshaping work culture from the inside out — Survey

Gen Z is refining workplace values and operations to a more flexible, tech-driven productivity approach, team and collaborative work vibes. This work approach, initial maximum efficiency, and increased business productivity.

BusinessDay Gen Z pick for April 2025 aims to deepen understanding of Gen Z’s expectations in the workplace to foster healthier, more productive environments. As the dominant force in today’s global workforce, Gen Z is redefining the values that drive performance and loyalty. For HR managers, executives, and business strategists, these insights offer a proactive roadmap for cultivating resilient, future-ready work cultures.

We began by exploring job longevity—one of the most pressing concerns in managing a young, mobile workforce. When asked whether they see themselves staying in their current role for the next five years, only 7.4% responded affirmatively, while a significant 55.6% revealed that they plan to move on soon. Another 33.3% admitted they are unsure. These survey results expressed that job-hopping is not a symptom of impatience but a reflection of Gen Z’s desire for roles that evolve, challenge them, and align with their personal growth. Organisations may need to rethink rigid job ladders and instead offer dynamic career maps with cross-functional exposure, internal mobility, and regular upskilling.

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We also asked about work-life balance—a cornerstone of modern workplace well-being. About 40.7% of respondents said they currently enjoy a healthy and balanced work-life dynamic, while 37% felt somewhat balanced. However, 18.5% of Gen Z workers admitted they don’t really experience a balanced lifestyle, highlighting that, although progress is being made, many workplaces still fail to offer true wellness integration. Beyond offering flexible hours, businesses must explore models that prioritise mental health, respect personal time, and actively encourage disconnection from work after hours.

Understanding what Gen Z would change if they were in leadership helps organisations align more closely with their aspirations. When asked what they would do to make work more efficient if they were team leads or heads of departments, 29.4% of respondents said they would advocate for higher pay and more incentives to reward effort. An equal 29.4% emphasised the importance of leveraging technology and digital tools to streamline tasks and reduce manual workload. Around 26.5% believe that better communication is the key to greater workplace efficiency, while 14.7% think flexible working hours would significantly increase productivity.

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On the topic of leadership and support, Gen Z appears to seek more guidance than they’re currently receiving. When asked if their team leads or managers help them grow and stay efficient, 37% said yes, they feel supported and guided. However, 29.6% said they receive such support only occasionally, 25.9% said not really, and 7.4% felt they receive no support at all.

When we asked what drives productivity most among Gen Z, passion stood out as the top motivator, cited by 53.1% of respondents. Another 21.9% said they are most productive in a supportive team, showing the importance of workplace relationships and collaboration. About 15.6% said recognition and rewards were key to their drive, and 9.4% admitted that they thrive under pressure in deadline-oriented environments.

Given the pressures of modern work, we also asked how often respondents feel burnt out. While 29.6% said they rarely feel burnout, 40% confessed that they sometimes experience it. Another 25.9% said they feel burnt out often, while just 1% said they never do.

We then explored the kind of work environments that help Gen Z thrive. About 40.6% preferred structured, goal-oriented environments, suggesting that clarity and purpose are essential. Meanwhile, 25% wanted to work remotely or under flexible conditions. Another 21.9% said they thrive in social and collaborative workplaces, and 12.5% felt they are most productive in quiet and focused spaces. The diversity of responses highlights that Gen Z doesn’t fit a single mold—they value adaptability and the freedom to work in ways that suit their personalities and roles. A hybrid model that offers both structure and personalisation may be the key to unlocking their full potential.

Upskilling emerged as the top method for boosting efficiency, with 59.3% of respondents indicating that access to training and development would make them more productive. Another 22.2% said a four-day work week would have the greatest impact, while 18.5% believed autonomy and trust were most important.

To hear their unfiltered perspectives, we included open-ended questions. When asked what kind of support current team leads need to manage diverse work styles more effectively, respondents said team leads need motivation, mentorship, and consistent training.

They believe improved communication is essential, and some suggest formal training in business management and leadership. Others emphasised the importance of encouragement, emotional intelligence, and empathy—qualities that allow leaders to support rather than control. There was a recurring belief that leaders should be open to fresh perspectives and willing to delegate responsibilities rather than cling to traditional authority.

Some called for adaptability, resilience, and flexibility in leadership, proposing that clear expectations, better use of technology, and a structured but human approach would greatly enhance team dynamics. Others noted that psychological training, flexible leadership styles, and participation in conferences or seminars would provide the necessary depth leaders need to manage effectively today.

When asked how they would handle team members who are difficult or underperforming, Gen Z respondents largely agreed on the need for training, observation, and open dialogue. Many emphasised the importance of addressing the root of the challenge through communication, offering encouragement, and identifying potential personal or skill-based barriers.

Some would start with informal reviews and escalate to formal ones if necessary, including reassignments or, in extreme cases, termination. However, the prevailing approach was one of empathy, patience, and developmental support—demonstrating that Gen Z leaders would rather coach than punish, and would rather understand than assume.

Moritus Peters

Mortius Peters is a result driven data scientist, data analyst, journalist, and writer at BusinessDay Media Limited, where he works in the Audience Engagement department. He holds a degree in Chemical Engineering from the Federal University of Technology, Owerri, Imo State, Nigeria.

Mortius combines data science, journalism, and storytelling to gently guide readers toward solving real-world challenges through insightful and engaging content. He currently specializes in crafting listicles that illuminate economic and financial issues, making complex data accessible and actionable. As a passionate researcher and financial analyst, he sees data as the cornerstone of sustainable development and economic growth.