The Youth Lab

In our fast paced world, Gen Z is quietly rewriting work rules.

Young people are redefining their relationship with work. In an increasingly competitive job market, shaped by layoffs, reductions in graduate roles and the rise of AI, this generation is questioning the idea that work should define their worth.

In this edition of 52INSIGHTS, we explore the changing landscape of youth employment, how young people are navigating new pressures at work, and what their expectations around purpose, wellbeing, flexibility and progression mean for brands.

A Tale As Old As Time - But With A Concerning Twist:

Every generation is judged against the norms of the one before it, often exaggerating differences and overlooking context.

But the reality for those entering the workforce today is different. Young people are arriving with a new set of expectations, shaped by financial pressure, with over 50% of Gen Z living pay cheque to pay cheque, alongside a challenging international job market where entry-level job openings fell by 29% last year. Add mass layoffs, AI disruption and growing uncertainty around the future of work, and it becomes clear that young people are not simply questioning work for the sake of it. They are responding to a workplace that feels less stable, less predictable and harder to trust.

As a result of seemingly impossible entry conditions, they are less likely to simply accept things as they are, and more likely to ask questions, look for clarity and want to understand the “why.”

“I’ve worked in places where I was expected to drop everything as soon as my manager called me, I was basically working 12-hour shifts every day. I really needed the money, so I stayed. Now that I think about it, I find it crazy.”

Julia, 23, The Love Network

The shift has not been embraced by all. Gen Z are often painted as the “lazy generation” for prioritising quiet quitting, side hustles and work-life balance over traditional career ambition, with 75% of managers saying they find Gen Z more difficult to work with than other generations.

But what we’re seeing is not a rejection of work. It is a rejection of outdated systems. Young workers still want to contribute, learn and progress, but they are more willing to set boundaries after watching burnout become normalised (queue the Millennials of ‘Generation Burnout’). Gen Z isn’t asking for less; they’re asking for work that values their time, contribution and wellbeing.

“Gen Zers are now working to live, not living to work. And I think there has been a whole shift towards that idea recently.”

Isabelle, 24, The Love Network

Hyper-Connectivity And The Freedom Of Choice

Through social media, young people are exposed to more career pathways than ever before. Full-time roles, freelancing, creator careers, remote work and side hustles all sit side by side, making the traditional career ladder feel less like the only route.

Even in a difficult job market, young people are still looking for ways to make a difference and take more control over their work narrative. As of 2025, 37% of Gen Z already regretted their field of choice, while 55% were actively looking for side hustles. For some, side hustles offer extra income; for others, they offer flexibility, creativity and a sense of positive impact that their main job may not always provide.

The 1.1 Year Itch:

In addition to highlighting the possibilities of non linear career progression, we’re witnessing younger workers switching roles faster than any other generation, often around the 1.1-year mark. This is easily dismissed as “job hopping”, but the context matters.

Young people are entering work during rapid technological change, rising living costs and shrinking entry-level pathways. If progression feels unclear, or if a role does not connect to where they want to go, they are quicker to look elsewhere.

For employers, this reframes the challenge. Retention is not won at year three; it starts much earlier. Onboarding, meaningful work, regular check-ins and early signs of growth all need to land in the first six to twelve months, before doubt sets in.

A Drive For Good

Gen Z is redefining success beyond titles, salaries and offices. Success now means working for a company that aligns with their values, making a positive impact on the world through their work and finally, having time for themselves, their families, hobbies and personal growth (outside of the work environment).

Deloitte’s survey suggests that money, meaning and wellbeing are the top priorities for Gen Z and Millennials alike. Certified B Corps, businesses that balance profit with purpose, have seen explosive growth. As of 2025, over 1 million people are now employed by B Corps globally.

This matters for brands because workplace culture is no longer hidden behind closed doors. From impersonal layoff emails to leaked internal messages, the way companies communicate with employees can quickly become part of how the public understands the brand. Internal comms are now external signals.

That is why employees can be some of the most credible storytellers a brand has. When people genuinely like where they work, they share that experience in ways that feel more natural and believable than a polished campaign. People who are genuinely interested in the work that they do, are happy where they are, and begin making content out of love. “The Staples Baddie” for example, was a print specialist for Staples in New York. Sharing her genuine enthusiasm for her job and work on social media provided what CNN describes as “an unexpected boost for the brand.” Brandon Nguyen, a worker from Coach, posts on his socials about how to style coach bags. This type of content works because it’s authentic, natural and credible.

The Future Of Work

The future of work is not only an HR conversation. It is a brand conversation too, because young people are increasingly judging companies by how they treat people, how they behave under pressure and whether their values match their actions.

The old signals of success, long hours, rigid hierarchies and performative busyness, are becoming less convincing. Young people are still willing to work hard, but they want work to feel more balanced, transparent and worthwhile.

As expectations around flexibility, wellbeing, sustainability and progression become more visible, brands have a chance to build deeper trust. The companies that adapt will not just attract better talent; they will build stronger cultural relevance with a generation that is paying close attention to how brands behave from the inside out.

Brand Takeouts

Wellbeing builds trust
Young workers are setting clearer boundaries around time, energy and mental health. Businesses that support sustainable ways of working send a wider message about how they value people, which impacts overall brand equity.

Employees are cultural proof points
Employee-generated content works because it feels human and credible. When people genuinely like where they work, they naturally bring the brand into culture in ways that polished campaigns often cannot. For the ‘Employer Brand’ the stories from staff go a long way in establishing the brand and business in the hearts and minds of both prospective employees and shoppers. Don’t underestimate the power of your own staff to amplify brand love!