Young people are entering the workforce in a time of unprecedented change. Generation Z – born from 2001 onwards – are the first truly digital-native generation, growing up in a world shaped by rapid technological advancement, global crises, and shifting social values.
As they step into their first jobs, they bring energy, creativity, and a deep desire for purpose. But they also face unique challenges – rising anxiety, economic uncertainty, and the need to prove themselves in workplaces often designed for older generations. For organisations to thrive, it’s crucial to understand and support this new wave of talent.
Why supporting young employees matters more than ever
A recent report from PwC found that employees aged 18-25 are more likely to cite mental health concerns than their older colleagues.
Meanwhile, The Prince’s Trust Youth Index 2024 reported that most young people believe having a job is good for their mental health, makes them feel confident about their future and gives them a purpose in life.
Organisations that understand this can create environments where young people thrive, stay longer, and contribute meaningfully.
What young employees are looking for
While every individual is unique, research suggests that many Gen Z employees are seeking:
Purpose and meaning: They want to understand how their work makes a difference.
Flexibility: Hybrid working, autonomy, and choice matter more than rigid structures.
Support for mental wellbeing: Work-life balance and mental health resources are a priority.
Diversity and inclusion: They expect workplaces to be open, fair and representative.
Continuous development: Young people want feedback, mentorship and clear growth paths.
When these needs are ignored, organisations risk high turnover, low engagement and missed potential. But when they’re met? Gen Z becomes one of your most valuable assets.
A shared responsibility: How managers can help
Managers play a vital role in helping young employees transition from education into employment. That doesn’t mean hand-holding – it means:
Creating psychological safety so young people feel comfortable asking questions and making mistakes
Providing regular, constructive feedback to build confidence
Setting clear expectations while remaining open to new ways of working
Championing mentoring and reverse mentoring to foster learning in both directions
Recognising potential, not just experience
It also means seeing youth as part of your organisation’s diversity – not something to “manage,” but something to invest in and empower.
As Dr Grace Lordan of the LSE put it:
“We cannot afford to ignore the preferences and pressures faced by young workers. Supporting them is not just the right thing to do—it’s a business imperative.”
Join our webinar: Supporting Young People at Work
If you’re looking to better understand and support young employees while managing a multigenerational workforce, our upcoming webinar on “Supporting Young People at Work” is for you.
We’ll explore:
The unique drivers of Gen Z in the workplace
How to build intergenerational understanding and collaboration
Practical tools for supporting and developing early-career employees
Real-world examples from forward-thinking organisations
📅 10th October 2025, 10:00-10:45 am
💻 Live online session
Invest in the future of your workforce – start by supporting the youngest voices in the room.
