GenZers Don’t Look for Perfect Companies, But for Places Where They Can Be Themselves

“I just had a job interview and immediately said that keeping the flexible hours I currently have is a top priority for me. They practically laughed in my face!” Gianmarco is 29 and a representative of the much-feared Generation Z — the first digital natives, born between the mid-1990s and 2012. They are challenging employers and recruiters around the world, reshaping the way work is perceived and introducing new needs and values into companies. Not without friction with older generations, of course.

By 2030, Gen Z will make up 58% of the global workforce. They are fewer in number, but also the most educated generation in history. In Italy in 2024, 47% of new hires were university graduates — a big jump from just 20% in 2020.

Having grown up in a world of instability — economic crises, a pandemic, climate emergencies, and wars — Gen Z tends to focus strongly on the present (less so on the future) and shows a deep sensitivity to the social and environmental impacts of their actions. As a result, choosing the right company to work for becomes crucial to how they build their personal identity.

Too often, they’re simplistically labeled as “unmotivated,” less willing to make sacrifices, or work shifts and weekends. But according to the research “Generation Z and the Future of Work” by the HR Innovation Practice Observatory of the Politecnico di Milano’s School of Management, what’s really behind their attitude is a growing awareness of their own priorities. They’re not rejecting work — they’re looking at it differently, demanding balance with private life, flexibility, recognition (not just monetary), and a work environment that offers real opportunities for personal and professional growth.

So, this isn’t just a generational shift — it’s a fundamental change in how work itself is conceived and experienced. A fair salary remains a top priority, but it’s no longer the only driving factor in career decisions.

“It’s not true that we don’t want to work anymore. It’s that we don’t want to work like this anymore,” explains Silvia Zanella, work expert and author of “Basta lavorare così” (“Stop Working Like This”). “Gen Z has brought this issue to the forefront, but the exhaustion with outdated work models is shared by many who’ve been in the workforce for a long time. The pandemic accelerated a collective awakening: it’s no longer acceptable to sacrifice well-being, autonomy, and meaning for a job that doesn’t offer personal or social value. It’s not laziness — it’s a refusal of systems that no longer work for anyone, neither employees nor companies.”

These new priorities are redefining what success and career paths look like, forcing employers to rethink their strategies. According to the Politecnico study, one in two Gen Z workers highly values flexibility in hours and location, and 15% would change jobs if flexible work options weren’t available. More than half (54%) look for companies that offer welfare services focused on physical and mental well-being, as well as opportunities for continuous training to ensure future employability. And 44% consider it important to work in an environment that truly values their talents.

Once inside an organization, Gen Z workers expect immediate feedback and clear development paths. Their expectations for learning and professional growth are often higher than those of previous generations. According to a survey by the RippleMatch platform, “How Fast Does Gen Z Expect to Be Promoted?”, 70% expect a promotion within eighteen months.

“Gen Z entering the workforce brings needs that have become urgent for everyone: a search for meaning, mental health awareness, the desire for rapid growth and constant feedback,” Zanella explains. “It’s true that many young people expect promotions quickly, but that’s also because they are seen as ‘rare talent’ in today’s labor market, and they’re aware of their bargaining power.”

Of course, working alongside older generations isn’t without conflict — but it also creates opportunities for positive cross-generational influence. Bobby Duffy, Director of the Policy Institute at King’s College London and author of “The Generation Myth: Why When You’re Born Matters Less Than You Think”, advises employers not to create Gen Z–specific strategies, but instead to foster collaboration between generations. “Young people bring a native digital mindset and a strong focus on work-life balance,” says Zanella. “Experienced workers bring vision, institutional memory, and the ability to manage complexity. The real cultural leap is recognizing the value of both perspectives and building bridges, not walls.”

At a time of labor shortages and demographic decline — worsened in Italy by the increasing trend of young people moving abroad — companies are being forced to rethink how they attract and retain talent.

Flexibility now applies to the idea of a “career” itself, which is no longer a straight path from first job to retirement. According to an analysis by LiveCareer, by 2025 only half of Italian workers will have uninterrupted résumés. Among Gen Z especially, “micro-retirement” is becoming more common: taking periodic breaks from work to travel or pursue hobbies, without waiting for retirement. “Job hopping” is also on the rise — changing jobs frequently, not only to earn more but to find more stimulating environments.

Having a job is no longer enough — at least not for everyone. Career is no longer the centerpiece of life. At the same time, people want to have a good job, as Alfonso Fuggetta, professor of Computer Science at the Politecnico di Milano, writes in his book “Un bel lavoro. Ridare significato e valore a ciò che facciamo” (“A Good Job: Restoring Meaning and Value to What We Do”). As the line between personal life and work blurs, work also becomes a part of one’s identity. That’s why people look for workplaces aligned with their hobbies and values. A study by the IPE Business School Foundation found that 86% of young people are not afraid to turn down job offers that don’t support their work-life balance.

In this context, job ads can no longer be what they used to be. Today, in online job offers, in addition to salary and contract type, you increasingly find mentions of flexible hours, remote work, company retreats, and training budgets. Sometimes, even a day off on your birthday.

“Unlike the recent past, today’s job ads talk about purpose, well-being, inclusion, and flexibility,” confirms Zanella. “The real challenge for companies is to turn those words into action — to truly listen to people’s needs and build authentic work experiences.” The companies that succeed in doing this will be the most attractive and competitive.

“How should you manage us?” asks Jordan Schwarzenberger, 28-year-old co-founder of the advertising firm Arcade Media. “By giving us the freedom to win and fail. By creating space for experimentation. By setting boundaries based on trust, not control. By relying on our strengths: social media, creativity, innovation. Most of all, by choosing empathy.”

But beware of the corporate rhetoric around being “one big family,” Zanella warns. “My advice to companies is: treat young people as adults. Listen to them, empower them, trust them, and give them the tools to grow. Be clear about your values. Be consistent between what you say and what you do. Care about real well-being — not just surface-level perks. Gen Z isn’t looking for perfect companies, but for places where they can be themselves, learn, make mistakes, and make a real contribution.”

Lidia Baratta
Journalist at Linkiesta, covering economics, economic policy, labor, and business. Editor of the weekly newsletter Forzalavoro and member of N-Ost, the Network for Border Crossing Journalism.