What Gen Z and Millennials expect from employers

A new European study highlights a growing gap between what millennial and gen z employees expect from their employers in terms of purpose and values, and what they feel they actually receive.

Personal purpose and values at work are becoming key business topics. These concepts include all the values that guide individual choices, actions, and attitudes, such as a healthy work-life balance.

The pandemic and global events have led many employees to reconsider their life and work priorities. However, recent research reveals a widening disconnect between employee expectations around purpose and what they perceive employers are offering.

Increasing scepticism among gen z

Gen z workers tend to be even more sceptical than millennials, especially regarding business ethics and sustainability.

Younger workers make a clear distinction between their personal purpose at work — mainly described as personal happiness and work-life balance — and the values they want their employers to uphold as responsible companies.

These expectations cover ethical business practices, environmental preservation, and the promotion of social goals.

The study surveyed 499 millennial and gen z workers, aged 20 to 40, across five European regions.

Key findings from the study

different definitions of meaningful work

Young workers define purpose and value at work differently than expected.

The majority of millennial and gen z employees want employers to actively contribute to environmental and social causes. However, they personally focus more on their own day-to-day well-being.

For more than half of respondents, meaningful work means being passionate about what they do and maintaining a good work-life balance.

Doubts about employer commitment

There is widespread scepticism about how genuinely employers pursue social and environmental goals.

Only 24% of respondents believe their employer’s environmental and climate commitments are "very sincere."

Difficulties in achieving personal goals at work

Young employees also struggle to meet their own professional goals.

Only 18% of respondents say they achieve their personal objectives daily at work.

Around half cited unfair treatment by managers and excessive workloads as key burnout risks.

This makes it harder for companies to build loyalty among young workers and maintain a strong talent pipeline.

Poor communication weakens value messaging

A significant number of young workers are unaware of their employer’s ethical, social, and environmental positions.

For example, nearly one-third of respondents did not know whether their employer had a long-term plan to become carbon neutral.

This lack of knowledge affects how employees perceive the company’s values and purpose. It also reduces overall employee engagement.

Leadership needs to evolve

To attract and retain younger talent while addressing evolving workplace attitudes, leadership styles must adapt.

Nearly two years of remote or hybrid work, combined with managing video calls, childcare, and household responsibilities, have shifted employee expectations.

43% of respondents now see flexibility as a critical quality of strong leadership.

The study shows that companies must work harder to convince young, educated workers that they genuinely want to make a positive impact — not only for shareholders but also for employees and the environment.

If companies fail to help young talent find personal meaning at work, they risk weakening the development of future leaders and limiting their long-term success.

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