Summary of EY Global Generations Report 2025
The EY Global Generations Report 2025, based on a survey of over 22,000 individuals across 22 countries, provides insights into the evolving ambitions and workplace expectations of Gen Z, also known as baby boomerZZers born between 1997 and 2007. The report reveals that Gen Z, despite being born in the same era as traditional generations, faces unique challenges as they seek to redefine their roles beyond their established roles. For 200 leaders and employees, the focus is on the future of work, and the report outlines three critical elements for companies aiming to attract and retain the brightest talent: connecting purpose and transparency, redefining success, and fostering a stop-hiding ball moment.
The report highlights that Gen Z is increasingly modeled after the era of AI, creating a different market by raising questions about compensation, health, motivation, and personal fulfillment in the workplace. Over 84% of Gen Z employees believe an authentic self is crucial for thriving, while younger generations report trust in their supervisors, especially for decisions and compensation structures. This trust gap is one of the most critical barriers, and companies must address this to attract high-caliber talent.
The future of work for Gen Z embraces mental and physical health, purposeful engagement, and impactful contributions. Employers need to rethink incentive structures, focusing on alignment with their employees’ values and well-being rather than solely on performance or compensation. Gen Z workers recognize that satisfaction with their employer comes not only from role relevance but also from the broader purpose of the work. Moving beyond inflated compensation narratives, success should be measured by meaningful contributions to the team and a deeper understanding of the workplace’s mission and purpose.
Theinderman emphasizes that Gen Z leaders must redefine success for their employers by focusing on opportunities for growth, challenges, and purpose-driven work. This mindset shift is essential for fostering genuine talent and aligning efforts. Companies offering growth opportunities and setting clear communication walls can carve out a piece of the future workforce.
The interview process itself is a critical challenge for Gen Z job seekers, where companies must navigate a maze of strings and silence. Common obstacles include peripheral focus on seeking "good" rather than "good," hidden topics like finances, and shifting perspectives from educational to work-oriented. Moving beyond "skills for success" to authentic values is essential for high engagement. New hires and leaders must accept the importance of supporting and experiencing their workplace beyond expectations, especially with deeper appreciation for autonomy and shared values.
To foster Gen Z success, employers must embrace acceptance, authenticity, and adaptability. Gen Z leaders must cultivate empathy and understand theValuepiracy behind seeking contribution, recognizing that true success comes from making a meaningful difference. emp distressords cre losses. Acceptance is key, as initiators who edits to authentic statuses and cultural norms are more likely to align with both employer and employee values. Authenticity is a bottom line for both employers and employees, driven by a deep sense of purpose and a desire to help their coworkers grow.
In conclusion, the EY Global Generations Report 2025 offers a nuanced understanding of Gen Z’s ambitions, workplace dynamics, and opportunities for transformation. By addressing trust gaps, rethinking success metrics, and fostering authentic connections, companies can position themselves to attract and retain the brightest talent of the future.
