The NextGen Workplace.
The NextGen effect
The NextGen is a young, diverse and populous cohort that is now entering the job market as interns, graduates and entrylevel workers. Projected to make up over a quarter of the workforce in OECD countries by 20251, they will become the leaders, innovators and drivers of workplace culture in the coming years. The CoreNet global network of Young Leaders is a steadily growing force within our organisation, currently accounting for 18 percent of the membership group.
A generation shaped by the digital era and unprecedented global events, they bring new perspectives, innovative thinking and unique expectations to the workplace. Known as “the generation that wants it all”2, they value their wellbeing and happiness as highly as their career and finances3.
To appeal to the NextGen, companies need to go above and beyond the conventional workplace offering; the structured, formal and standardised white-collar office of previous generations must become more flexible, personable and diverse. Albeit new and perhaps challenging, the anticipations of this young group will help shape a more convivial work experience for professionals of all ages.
This report, led by CoreNet Global’s UK Chapter, in partnership with Fora, comes at the time of a generational shift in the workforce, highlighting the future trends that employers need to be cognisant of to stay relevant in a competitive marketplace. A set of key takeaways has been devised to help identify the priorities of this young cohort and guide employers towards creating the NextGen workplace of the future.
Adam Hoy President, CoreNet Global UK Chapter
The world of work is changing. Fast.
Rapidly evolving technologies, flexible working patterns and new expectations are challenging employers on many fronts.
Organisations need to move with the times in order to stay attractive, in particular to younger generations, and go above and beyond the conventional workplace offering to become a place of choice.
It has become evident that workplaces that can offer a more convivial, supportive and diverse experience are more attractive to local and global talent; companies must remain dynamic and attuned to emerging trends to appeal to the next generation of workers.
Gen Z, a core part of today’s NextGen, is a populous group that is projected to make up over a quarter of the workforce in OECD countries by 2025 4 , catalysing a generational shift. As digital natives who grew up with modern technologies at their fingertips, they are known for their digital skills, adaptability and innovative spirit. Not afraid to challenge the status quo 5 , the NextGen workforce is bringing new expectations and ways of working to the workplace.
To deepen the understanding of NextGen’s expectations, this report delves into a series of trends that are set to shape the future workplace and identifies the key takeaways for employers to consider in order to stay relevant in a competitive marketplace.
Interviews with market leaders in diverse fields – including architecture and design, construction and development, professional services, technology, finance and entertainment –have informed this research and a public survey targeting the NextGen cohort has provided additional insights into young people’s wants and needs in the workplace.
The NextGen Workplace
For decades, the standard white-collar office followed a structured and hierarchical blueprint of desks in rows, executive offices and essential staff amenities. Designed for functionality and productivity, it was a formal environment that rarely encouraged social and spontaneous interaction. But changing times, accelerated by the COVID-19 pandemic, have ushered in seismic shifts for workplaces and workers globally.
Smitten by the relaxed and homely atmosphere of popular co-working culture and other remote locations, the workplace is diversifying. The office is moving away from generic and standardised solutions towards a more considered and specific offering that is tailored to individual needs, acknowledging that we are all different and thrive in different environments.
The NextGen, many of whom came of age during the COVID-19 lockdowns, are forwarding this shift. They are accustomed to learning and working from a myriad of spaces that offer choice, variation and comfort, and their expectations of the workplace are for social, inclusive and flexible spaces wrapped by a convivial design that feels familiar, supportive and inspiring.
The NextGen
In this report, we identify the NextGen as young people between the ages of 16 and 25 who are currently completing their studies or are in the initial stages of their careers. This is the most diverse generation yet 6 in relation to ethnicity 7 , gender identity 8, cultural perspectives 9 and educational background 10, and as such they bring elevated expectations around diversity and inclusivity to the workplace.
They are the first generation of digital natives, born into an age of technology and hyper-connectivity, and adept users of digital devices with firm expectations around tech integration in the workplace. Always online and connected, this cohort tends to favour digital communication over inperson interaction.
An increasingly democratic and vocal group of young professionals, their outlook – shaped by a global pandemic, economic uncertainty and unprecedented climate change –balances optimism for the future with anxiety about the state of the world 11 . Growing up in turbulent times has amplified the need for stability and meaning; this generation value their wellbeing and happiness as highly as their career and finances 12 . They have been coined the “generation that wants it all” and they are willing to walk away if they don’t get it 13
This picture is supported by our NextGen survey respondents, who says that their biggest motivation for working in a company is enjoyment of the job (32%), followed by salary (24%), the ability to learn and grow (22%) and work/ life balance (11%).
The NextGen will become a growing force in the job market over the coming years, and employers will need to stay attuned to their preferences to attract and work with them.
This report identifies seven key trends that drive this young cohort and that are set to shape the NextGen workplace: Flexibility
Social & Integrated
Diverse & Inclusive
Wellness Focused
Tech & AI Powered
Growth Orientated
Purpose & Value Driven
The NextGen wants flexibility in how, when and where they work to support a healthy work/ life balance
Flexibility
85% of NextGen survey respondents say that flexible workplace culture is important or very important to them when they choose where to work. Many spent their formative university and early career years in virtual settings and have adapted to fluid arrangements that grant a greater degree of ownership of their time, allowing for adjustable working hours or for personal commitments to fold into the working day.
For the employer, it is important to be dynamic and accommodate adjustable schedules, which hinges on mutual trust and worker responsibility.
Hybrid working has introduced a new rhythm in the workplace. Tara Advaney, Account Manager at Amazon Web Services, says that office days have a collaborative and social spirit;
“People store up their social batteries during remote days and arrive more engaged and focused.”
The increased flexibility has allowed each and everyone to reflect on what works for them and organise their week accordingly whereas, in a pre-Covid era, it would’ve been plug-andchug throughout the week.
Despite a wish for greater flexibility, our market leaders highlight that the NextGen wants more time in person than any other generation. Working next to more experienced colleagues provides an opportunity to observe, soak up and learn and many
companies recognise that work gets done faster and more successfully in person, together. Whilst most employers want teams on location two or three days a week 15 , it is a careful balance to get right as mandating high attendance could backfire and prompt young people to look for a job elsewhere.
Those who are at the starting point of their careers reap the greatest benefit of working in the office because that is where they can learn and build social and professional relationships.
Toby Ogden, COO at Fora, describes the office as a forum. “If you are young and new in a job and are working remotely, there will be a few things that are missing, for example, an understanding of workplace dynamics and expectations, ways of working and engagement with colleagues.
“Being together in the same space allows people to learn the soft skills that can’t be taught or picked up online, for example how to resolve conflict or negotiate with clients.”
In-person, leaders can also care better for their teams, get to know them personally, and understand and cater for their needs.
The challenge for companies is to strike the right balance between flexibility and autonomy so that they can best support young people in their careers while fostering a positive atmosphere of learning and collaboration in the office.
Social & Integrated
Young people are highly mobile, often moving far from family and friends for education and work opportunities. Being new in a city or in a professional career can be daunting and sometimes lonely, which places an increased importance on the workplace as a place of togetherness and belonging; the office can play a big part in the social lives of young people who are building new personal and professional networks.
With many now having a choice of where to work, the office has to offer more than nine hours of desk work and meetings to draw people in. It is the social and collaborative opportunities that earn the commute. A survey has found that the main perks of coming into the office are seen as socialising with coworkers and the general buzz and excitement of the environment 16 Working on location is proven to impact young professionals’ learning and career progression 17, so offering quality interiors can be an effective way to attract young people to the workplace and indirectly invest in their careers 18
97%
of NextGen survey respondents agreed that the quality of the workplace design and experience is important or very important to them; there is a desire to work from many different types of spaces in the office, with open plan space (60%), collaborative spaces (55%), quiet spaces (40%), shared desks/ coworking spaces (35%) and individual/ enclosed spaces (33%) being the most popular. The most popular additional spaces, aside from workspaces, that the NextGen survey respondents would like in the office are a café/kitchen (87%), gym/sport studios 64%), networking/social spaces (64%), quiet spaces for retreat (42%) and nature infused spaces (41%). There is also a strong desire for extracurricular activities in the workplace, the most popular being sports groups (66%), networking events (62%) & social groups 58%).
Fora, who operate more than 70 coworking spaces in the UK and Germany, incorporates social and communal areas as a standard in their buildings. About 60% is on average dedicated to spaces where people can spend time together – informal touchdown and breakout areas, libraries, bars/cafés, event spaces, roof terraces and wellness studios – with regular activation provided through free lunches, classes and events. This gives members the chance to connect and build a community around them.
Young people are often more comfortable than older generations to work in informal settings around the office which unlocks opportunities for chance encounters and spontaneous interactions.
Investing in social spaces might seem like altruism but it nurtures a culture of permission
where workers are encouraged to spend time away from desks and meeting rooms, which can help reduce stress and increase productivity. Informal conversations can also help forge stronger connections 19 and spark creativity and innovation.
The location and micro-environment around the office are as important as the workspaces themselves. Following the COVID-19 lockdowns, Fora reports that their central locations in SoHo, West End and the City of London filled up first – their customers craved being around other people and feeling part of a vibrant, urban community. City integration is therefore a vital component of good workplace design, and third spaces in and around the office – welcoming lobbies, cafés and green spaces – can provide social platforms where people can meet across teams and interface with the wider community.
Diverse & Inclusive
The NextGen is the most diverse cohort yet to enter the job markets in Europe 20 and the United States 21 .
Of all generations, they are leaders in ethnic, gender, sexuality and religious diversity 22 and to meet their needs, employers must ensure that the workplace is truly inclusive for everyone. In our interviews with market leaders, younger generations are also perceived as being more open towards expressing personality which means that diversity can be experienced more fully amongst them.
Research has found that the NextGen actively seek out companies with diverse teams that are representative of society at large because they are seen as more progressive 23 and holding a greater wealth of experience which can help them grow as people and professionals 24
Meeting diverse needs translates into an inclusive workplace design and culture. Leaders and managers play important roles creating a safe and comfortable environment where everyone – regardless of ethnicity, cultural background, disability, neurodiversity, gender identity and sexuality – feels free to express their unique selves.
of the NextGen survey respondents say that it is important or very important that they feel belonging and community in the workplace.
A sense of respect and appreciation for who we are offers psychological safety and a knowing that different ideas and perspectives are valued. If people feel that they can’t be themselves, they might hold parts of their personality back, which could include traits that are highly valuable in the workplace, for example their potential, creative thinking and capacity to connect with others.
An inclusive interior requires careful consideration around workers’ physical, cognitive and cultural needs. A range of different types of workspaces – collaborative, private, quiet – give people a choice of where to work depending on personal preferences and the task at hand. Dedicated spaces for retreat and reflection, religious practices, safety and privacy can support people with particular needs. Low-stimulation designs
for neurodivergent users can enhance productivity and feelings of wellbeing for everyone by using calming colours, natural lighting, temperature zoning, biophilic design and sound zoning 25 . Adaptable furniture and layouts can support different body types and workers with mobility impairments.
Caring well for workers relies on companies knowing their people.
To acknowledge and accommodate diverse needs, Legal & General consult internal focus groups that provide feedback on decision-making. Ocado Technology uses the anonymous engagement and feedback tool Peakon to gain insights into worker preferences and the software design company ARM has produced an Inclusive Design Guide to inform company decisions that will make it easy for everyone to come to the office, work with colleagues and be their best selves.
One in six people between the ages of 17 and 19 suffer from a mental disorder.
Wellness Focused
Wellness in the workplace is particularly important for young people who tend to be more vulnerable than older and more experienced colleagues. For most, our late teens and early twenties are a time of transition when we start our first jobs. It is estimated that one in six people between the ages of 17 and 19 suffer from a mental disorder, with anxiety and depression being the most common, likely brought on by significant life changes 26 . Employers can care for young team members by committing to a comprehensive and holistic wellness vision, delivered through formal and informal structures that support mental, emotional and physical wellbeing.
One-on-one support relationships, such as mentoring or buddy systems, can provide social support, reduce stress and help young workers build wider social networks 27 which can increase resilience during challenging times. External support systems can be essential to access counselling from trained professionals around sensitive issues without fear of judgement or workplace repercussions.
It is well known that sports and movement keep people both physically and mentally healthy, but new research has proven that it can also help improve team function and organisational productivity 28. Benefits for the individual include enhanced mood, lower stress levels, increased self-esteem, reduced depression and anxiety and opportunities to socialise 29. The World Health Organisation (WHO) encourages businesses of all sizes to facilitate physical activity in the workplace 30
A workplace gym is often high on the list of priorities for young people. Gym memberships can be very expensive, and young people with flexible working arrangements don’t want to pay for a gym membership where they live and where they work. If the workplace doesn’t offer opportunities to exercise, young people might have to sacrifice sports on office days which could be a barrier to coming in.
Physical wellness can be facilitated without expensive suites and equipment. Common areas and breakout rooms can be used for classes in yoga, pilates, dance or tai chi. Activity groups – run clubs, meditation or walking groups – can bring people together around shared interests and help reduce stress, anxiety and depression 31 . Bike storage, lockers and showers can encourage workers and visitors to arrive via muscle-powered modes of transport, offering a simple way to integrate movement into the working day.
The software design company
ARM has developed a wellrounded wellness offering, which includes a gym with classes, physiotherapy, nutrition and fitness programmes.
A visiting hairdresser and bike repairer pop into their Cambridge offices once a month and a part internal, part external support system offer financial, legal, mental and physical health support for their workers.
The NextGen grew up in a digital age and expect seamless tech integration in the workplace. Lina Mutanhaurwa, Senior Project Manager at Turner & Townsend, says that graduates’ mindsets are different to older generations; younger people are stepping into the workplace asking what technology and AI can do for them.
Alex Wolffe, Head of UK Centres at Ocado Technology, says that
and want it to make their work lives as easy as possible.” Young graduates gravitate towards placements in robotics or AI, not just because of prevailing trends but because there is a general feeling that it is an exciting innovation space that will have a big impact.
93% of NextGen survey respondents agree that it is important or very important that their workplace is up to date with the latest technology. The most popular technologies they want to see in the workplace are virtual collaboration and workplaces (74%), smart building technologies (56%) and AI-enabled tools and processes (41%).
But while the NextGen are well accustomed to everyday digital tools and applications, many are new to the technologies that are emerging in the workplace 32 . Adequate training is therefore required to equip young people who are entering the workplace with the essential skills to fully benefit from AI and digitisation.
A tendency observed by our market leaders is that young professionals prefer to communicate digitally, for example using Slack or Teams, instead of in person. Tara Advaney, Amazon Web Services, has noticed that some people don’t want to chat about the day and how they are, they just want to get to the point. Whilst messaging and collaboration platforms can make communications more efficient, inclusive and accessible between team members, in-person communication is essential in the workplace and it is therefore important to instil the soft people skills that help young people discuss matters in person.
Post-pandemic, many companies have replaced personal desks with hotdesking, and people choose where to sit on a daily basis. The benefit of moving around in different locations is that it can create new relationships, but it can also disperse teams and make finding a space a daily chore. PwC has smart tech that works with a sensor system to analyse where it is busy and where there is available space.
The occupancy data is also used to identify what spaces are popular which in turn informs design decisions.
Smart building management systems can also help optimise operations, which is particularly useful as the work population expands and contracts across the week. Legal & General hope to apply this type of technology to stack their office smartly, for example by predicting user behaviours and needs. Smart technology and building systems can help preserve energy use and reduce waste on Mondays and Fridays when many work from home.
Lina Mutanhaurwa, Turner & Townsend, elaborates that
AI-powered offices will, in the future, leverage a combination of cuttingedge technologies that learn from people’s needs and patterns to create a personalised environment
tailored to the individual. This could for example regulate the immediate microclimate, suggest targeted training and offer wellness advice.
Growth Orientated
The opportunity to learn and progress in a company can be a deciding factor for young
growth and development opportunities as important to them in a job 33 . Investing in learning and growth demonstrates to young people that they have a future in a company and that they are valued as individuals. Businesses that offer reskilling and upskilling are better able to retain and attract staff 34 and employees stay on average twice as long in a company that offers internal mobility 35 .
97% of NextGen survey respondents say that it is important or very important that they are able to reskill and upskill in the workplace. There is a hunger for a variety of different methods of reskilling and upskilling, with the most popular being leadership and management skills (85%), continue professional development on topics relevant to their field 72%), sustainability and environmental awareness (56%), health and wellbeing (56%), and soft skills development such as collaboration and communication (53%).
The NextGen will likely expect greater personalisation in their career trajectory 36 which demands that companies think creatively about how they can accommodate learning and more dynamic career paths. This could look like:
• Individual programmes matched with apprenticeships and business opportunities;
• Partnering with academic institutions to develop skills and attract talent;
• Identifying latticed career paths and multiple work formats;
• Mentorships 37 .
A greater focus on personal ability, creativity and problem-solving as opposed to years of experience could help young people navigate a successful career progression 38. This hinges on employers getting to know their workers, their strengths and what matters to them, and involving them in conversations around professional development. An individual development plan can be effective in guiding young workers towards achieving their professional goals 39
Ocado Technology embraces a personalised and organic approach to career development that empowers people to experiment and learn on the job. Every year, they welcome interns and graduates who rotate in different roles with prospects to move into an entrylevel position at the end of the programme.
Alex Wolffe, Ocado Technology, says that it’s not only about experience but also about passion and ability.
Rather than recruiting externally, existing employees are offered training to grow essential skills, for example in software development, which allows them to accelerate in the company. Amazon incentivises their workers to uplevel by demonstrating their suitability for promotion in a written report.
Tara Advaney, Amazon Web Services, explains that the clarity of the process is great because it is owned by the worker who is encouraged to take charge of their career. Whilst it is a process that takes time and commitment, it pushes people to perform at their best.
One of the most organic ways of learning in the workplace is to listen and learn from more experienced colleagues, which is why it is important that mature workers are available on location to share their knowledge. Our market leaders have observed that young people want to spend more time in the office than older generations, but the value of them being there is diminished if more senior people aren’t.
87%
of Gen Zers say that they would resign from their job if they found a new job in a company that aligns more closely with their values.
61%
of NextGen survey respondents agree that personal ethics influence the type of work that they are willing to do.
68%
saying that they would prefer to work for an employer who does something good for the planet.
48%
of NextGen survey respondents say that a company’s stance on sustainability could be a dealbreaker for them.
Purpose & Value driven
The NextGen is more likely than older generations to seek out employers that share their sense of purpose and that make them feel empowered in their job 40. Gone are the days of clocking in and out to earn a salary; young professionals want to be part of organisations that make a positive impact in the world 41
87% of Gen Zers say that they would resign from their job if they found a new job in a company that aligns more closely with their values 42 and 61% of our NextGen survey respondents agree that personal ethics influence the type of work that they are willing to do.
To attract this cohort, companies need to demonstrate a commitment to being good citizens and to deliver broader societal change, particularly on issues related to social justice, climate and sustainability 43
33% of young workers says that climate change has an impact on their job search, with 68% of those saying that they would prefer to work for an employer who does something good for the planet 44 . Almost half, 48%, of our NextGen survey respondents say that a company’s stance on sustainability could be a dealbreaker for them.
Clear communication around the company’s ESG agenda, corporate responsibility and overarching mission as well as an understanding of how day-to-day tasks contribute towards a greater goal are paramount to make young people feel engaged and motivated in their jobs.
This outlook is beneficial for both the individual and the business; workers who find their job meaningful are 33% more productive than those who don’t, and companies where people feel a sense of purpose outperform the stock market by 6.9% 45
An opportunity to get directly involved in corporate responsibility action can also make young people feel more dedicated and fulfilled 46 . Employer-supported volunteering, where a company offers workers a set number of paid hours each year to participate in volunteering activities, allows the individual to see the positive impacts of their efforts and build skills for the future.
Embedding ESG values in the building designs and achieving certifications such as B Corp, WELL and BREEAM can increase credibility.
Elise Brooks,
Senior Project Manager at Legal
&
General,
says that young people’s expectations around sustainability are high – they want sustainability to permeate all aspects of the company and the workspace.
A sustainable office is important to NextGen survey respondents, with natural light and ventilation (76%), sustainable and healthy materials (66%), and ethically sourced materials and products being the most important 48%).
Key Take — aways
The following takeaways spotlight the key topics for employers to consider in order to appeal to the NextGen workforce and stay relevant in a competitive marketplace.
Flexible: The NextGen wants flexibility around how, when and where they work to support a healthy work/life balance. Dynamic working arrangements and adjustable hours can allow each and every one, within reason, to organise their day around personal commitments and what works best for them. The challenge for employers is to balance personal choice and autonomy with in-person working and collaboration, which is essential to learn from more experienced colleagues and pick up invaluable soft skills.
Social and integrated: Young people often go through big life shifts that can take them far from friends and family. The workplace is therefore an important place of togetherness and belonging for young professionals that allows them to build social networks to support their career and happiness. Third spaces that integrate with the city can function as social platforms where to connect and build community, which can help reduce stress, increase productivity, spark creativity and catalyse innovation.
Diverse and inclusive: The NextGen are leaders in diversity 49 and to meet their needs, employers must ensure that the workplace is truly inclusive for everyone, irrespective of ethnicity, cultural background, disability, neurodiversity, gender identity and sexuality.
An inclusive workplace that is designed for different physical, cognitive and cultural needs will make young people feel welcomed and supported. Caring well for workers relies on companies getting to know their people through conversation, audits and focus groups.
Wellness focused: Companies can care for their workers by committing to a comprehensive and holistic wellness vision, delivered through formal and informal structures that supports mental, emotional and physical wellbeing. One-on-one support relationships can reduce stress and increase resilience during challenging times. Opportunities for exercise – fitness studios, classes, activity groups, lockers and changing facilities – will help people stay both mentally and physically healthy.
Tech and AI powered: The NextGen are digital natives that expect seamless tech integration in the workplace, including smart technologies that optimise building management and enhance the work experience. While they are adept users of digital tools and devices, many are new to the technologies that are emerging in the workplace 50 and would benefit from targeted training to fully benefit from AI and digitisation.
Growth orientated: Employers that offer professional growth and internal mobility demonstrate to young people that they are valued and have a future in the company, and as a result they are better able to retain and attract young workers 51 . The NextGen will likely expect greater personalisation in their career trajectory 52 which demands that companies think creatively about how they can accommodate learning and more dynamic career paths, such as training programmes, latticed trajectories and mentorships 53 .
Purpose and value driven: The NextGen is more likely than older generations to seek out employers that share their sense of purpose 54 ; to attract this cohort, companies need to demonstrate a commitment to being good citizens and deliver broader societal change, particularly on issues related to social justice, climate and sustainability 55 . Clear communication around company ESG agenda, corporate responsibility and overarching mission as well as an understanding of how day-to-day tasks contribute towards a greater goal are paramount to make young people feel engaged and motivated in their jobs.
Credits
Production team:
Author & Researcher:
Cecilia Lindstrom, Future Places Studio
Editor:
Ellie Sharpe, Perkins&Will
Graphic Design:
Mads Taylor, Perkins&Will
Advisors:
Adam Egan, Fora
Adam Hoy, GSK
Francesca Collins, Fora
Jack Sallabank, Future Places Studio
Jennie Farmer, Fora
Sally Marshall, Turner & Townsend
Acknowledgements
The making of this report would not have been possible without the contribution of market leaders and experts. We thank you for your time and invaluable insights.
Alastair Hogben, Managing Director of Real Estate and Facilities, FTI Consulting
Alex Wolffe, Head of UK Centres, Ocado Technology
Amreta Chana, Real Estate Manager, PwC
Ben Johnson, Vice President of Workplace, ARM
Elise Brooks, Senior Project Manager, Legal & General
Jack Tucker, Real Estate Manager, NBC Universal
Judith kleine Holthaus, Head of Data and Insight, The Office Group
Kate Jurka, Intermediate Interior Designer, Perkins&Will
Lina Mutanhaurwa, Senior Project Manager, Turner & Townsend
Tara Advaney, Amazon Web Services
Toby Ogden, COO, Fora
References
The following sources have been referenced in the compilation of this report:
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28 https://www.lboro.ac.uk/news-events/news/2017/october/workplace-sport-is-good-for-you/#:~:text=%E2%80%9CFurther%2C%20 workplace%20team%20sports%20should,team%20cohesion%20among%20those%20participating.%E2%80%9D
29 https://www.sportengland.org/funding-and-campaigns/mental-health#:~:text=There’s%20plenty%20of%20evidence%20that,better%20 and%20more%20balanced%20lifestyle.
30 https://www.who.int/news-room/fact-sheets/detail/physical-activity#:~:text=inactivity%20by%202030.-,WHO%20supports%20countries%20 and%20stakeholders%20to%20implement%20the%20recommended%20actions,investment%20cases%20and%20financing%20mechanisms.
31 https://wellcome.org/reports/understanding-what-works-workplace-mental-health?mc_cid=881bc2efa5&mc_eid=UNIQID
32 https://www.worklife.news/technology/myth-buster-young-workers-are-not-tech-savvy-in-the-workplace-and-its-a-growing-problem/
33 How Millennials Want to Work and Live (Gallup, 2016)
34 https://www.londonpropertyalliance.com/wp-content/uploads/London-NextGen-Perspectives-report-2022.pdf
35 https://learning.linkedin.com/content/dam/me/business/en-us/amp/learning-solutions/images/wlr21/pdf/LinkedIn-Learning_WorkplaceLearning-Report-2021-EN-1.pdf
36 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
37 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
38 https://www.londonpropertyalliance.com/wp-content/uploads/London-NextGen-Perspectives-report-2022.pdf
39 https://www.londonpropertyalliance.com/wp-content/uploads/London-NextGen-Perspectives-report-2022.pdf
40 Deloitte Global Millennial Survey Report (2021)
41 https://www.forbes.com/councils/forbesbusinesscouncil/2023/07/20/nurturing-the-next-generation-of-workers/
42 https://www.cnbc.com/2023/04/20/majority-of-gen-z-would-quit-their-jobs-over-company-values-linkedin.html
43 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
44 https://www.thehrdirector.com/business-news/gen-z/young-people-want-employers-to-explain-their-commitments-to-the-environment/
45 https://www.forbes.com/sites/stand-together/2024/02/21/gen-z-claps-back-how-to-motivate-and-keep-this-new-generation-of-workers/#:~:text=Leadership-,Gen%20Z%20Claps%20Back%3A%20How%20To%20Motivate%20And,This%20New%20Generation%20Of%20 Workers&text=Gen%20Zers%20are%20entering%20the,the%20workforce%20than%20baby%20boomers.
46 Cone Communications Employee Engagement Study Report (2016)
47 https://insightglobal.com/blog/gen-z-diversity-in-the-workplace/
48 https://www.worklife.news/technology/myth-buster-young-workers-are-not-tech-savvy-in-the-workplace-and-its-a-growing-problem/
49 https://www.londonpropertyalliance.com/wp-content/uploads/London-NextGen-Perspectives-report-2022.pdf
50 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
51 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
52 Deloitte Global Millennial Survey Report (2021)
53 https://www2.deloitte.com/us/en/pages/consumer-business/articles/understanding-generation-z-in-the-workplace.html
