Gen Z are the demographic shift that’s reshaping the workplace, not just with their youth but with a fundamentally different set of values. As the first truly digital-native generation, their understanding of a brand extends far beyond its public-facing identity; they see brand and culture as a singular, indivisible whole. So, when we talk about attracting and retaining this talent, it's no longer about token perks or what you say you do. It's about what they see in action, the opportunity for them and what you stand for - it's the totality of your brand and what it offers.

As the buzz of SXSW rippled across Shoreditch, the spotlight wasn’t just on AI breakthroughs or the next big thing in tech - it was on people. Specifically, on how we build companies that younger people want to be a part of? We held our very own People Made panel to discuss this topic with four brilliant panellists, who held a breadth of experience, from workplace culture to behavioural science.

We were joined by Maria Glasscock, an independent People consultant and former Executive Director of People at Selfridges, Amy Waterfall, Managing Director of Engagement, Culture and Communications at Liberty Global, Sarah Brookes, Director of HR Business Partnering at Screwfix and Fru Bekefi, Cultural Insights Consultant specialising in futures, semiotics and behavioural science.

The goal of the session was to explore the changing needs and expectations of Gen Z and reflect on how that should shape your brand and culture.

Gen Z are less interested in traditional career ladders and more focused on purpose, well-being, and social impact. They don't just ask "what do I do?"; they ask "why am I doing it?". This generation is defined by a unique set of expectations.

The first mistake we’re all at risk of making, Fru told us, is by treating this generation as one common block, all with identical needs and perspectives. With the oldest Gen Zs entering their 30s, and the youngest in their teens, they are actually one of the most diverse generations we’ve ever seen in the workplace.

They are certainly the most liberal and progressive, and they’re leading the charge in LGBTQ+ representation (23% vs. 14% of Millennials). They’re also more likely to identify as neurodivergent, bringing a new layer of complexity to conversations around inclusivity and belonging.

However, counter-intuitively, they also tend to be more right-wing on certain issues, particularly economic ones.

This is possibly because Gen Z have been a generation shaped by more bust than boom cycles, going through multiple economic downturns and a global pandemic. This, along with the effects of social media, means that mental health is also a huge challenge for this generation. 42% of Gen Z have been diagnosed with a mental health condition, the most common being anxiety, followed by depression, ADHD and PTSD.

Gen Z’s complexity demands flexibility: in hours, location, and leadership. It's not just about remote vs. office anymore; it's about individual agency and being trusted to lead your own workflow. These generational characteristics are showing up at work in big ways. Maria, Amy and Sarah all agreed that the traditional, one-size-fits-all approach to employee experience is increasingly irrelevant. What works for a seasoned executive will likely miss the mark for a graduate in their 20’s.

We’re also seeing companies continuing to focus on purpose, key for a generation that prioritises addressing social issues and inequalities and the betterment of society. Companies however have to ensure that lofty purpose ambitions can be evidenced, and authentically woven throughout culture and people experience. A strong purpose is still a huge draw for top young; Maria claimed that during her time at Selfridges, she saw young employees consistently making choices based on the retailer’s sustainability commitments.

Gen Z is demanding a new kind of brand - one that is both a successful business and a force for good. By focusing on your core purpose and building a culture that aligns with their values, you won’t just attract this next generation of talent. You’ll create a stronger, more resilient brand for the future.

This sentiment clearly echoed around the room: employers must listen, with the intent to act. It is a common misconception that Gen Z prefer remote work than being in the office, but the data has shown quite the opposite. Many prefer being in the office (latest data shows 57% of Gen Z’s search for office-based jobs only) for community, mentorship, and learning. The key here is to approach with curiosity, not assumption or bias.

Next, turn insights into action. Take Screwfix, for example. After learning about the financial challenges younger employees were facing, Sarah told us about salary-based micro-loans being added to the benefit mix; a simple, human intervention that’s had real impact. Just one example of listening and providing relevant solutions to Gen Z’s most felt challenges and concerns.

Lastly, businesses need to think about what skills will be needed in the future and start plugging the gaps. It may even lie in non-obvious answers such as the skill of learning itself, which is in danger of being lost with the ubiquity of AI.

Crafting a brand and culture that resonates with Gen Z involves understanding and responding to their unique needs:

Gen Z isn’t just another generation passing through the workplace, they’re reshaping it. While that might seem daunting to organisations, it’s also an incredible opportunity. One that starts by truly listening, acting with intention, and building cultures that are as complex, inclusive, and forward-thinking as the people who power them.

Written by Maël Le Pouésard, Senior Strategy Consultant