Rarely does a month go by without research on generation divides in the workplace. Most recently, research from Kahoot suggested that managers struggle the most to unlock Gen Z engagement at work.
With these trends repeatedly echoed in global and UK based research, it’s clear that engagement is not soley a HR priority, but a widespread business challenge for business leaders.
Understanding the needs of the modern workforce has become more difficult, with the complexities of addressing multi-generational attitudes to the workplace and the evolving relationship between employee and employer becoming a recognized hot topic, businesses of all sizesare grappling with differing expectations of what makes a workplace truly engaging and rewarding for the staff, and what needs to be done to satisfy individual needs and motivations.
While Gen X and Boomers tend to prioritise flexibility, younger employees are seeking motivation elsewhere. Research from Blackhawk Network (BHN) reveals that when presented with seven non-salary benefit options, perhaps unsurprisingly Gen Z and Millennials ranked increased annual leave days as their top priority, signalling a growing desire for more personal time; genuine rest, balance, and life experiences beyond work.
This difference in priorities reflects a broader shift in how employees define “value” in the modern workplace, and how businesses must respond.
Flexibility is expected by employees
To understand why certain generations might be the least engaged at work, it’s important to consider the context and expectations within which individuals operate. Flexibility, once considered the ultimate perk, is now largely taken for granted. BHN Extras research shows that 39% of employees regularly use flexible working hours, making it the most widely utilised workplace benefit.
Yet for younger generations, flexibility is no longer a differentiator, it’s simply part of the deal. Having grown up in an always-on digital world, Gen Z values autonomy and balance but also seeks tangible support that recognises their individuality and wellbeing.
They’re not just asking for time off or remote work; they want a more holistic relationship with work that allows them to thrive both personally and professionally.
Rethinking “the hardest to engage” generation
This desire for a more holistic work experience helps explain why Gen Z is sometimes labelled the “most difficult to engage” generation. Much has been written about their perceived disengagement, but this perspective misses the point. Rather than being uninterested, Gen Z employees are discerning about where and how they invest their energy, seeking workplaces that offer authentic support and meaningful benefits.
Entering the workforce amid economic uncertainty, social change, and digital overload, they expect transparency, inclusivity, and authenticity from employers. Their demand for values-led workplaces is less a challenge and more a call for organisations to evolve.
When employers respond, they can unlock a generation of workers who are highly driven, creative, and deeply invested in contributing to purposeful organisations.
The call for personalisation and purpose
This shift in engagement expectations naturally feeds into a broader call for personalisation. BHN Extras research found that 63% of employees want access to a broader, more tailored range of benefits, a figure that rises to 66% among Gen Z, compared to just 40% of Baby Boomers.
One-size-fits-all schemes no longer resonate. Personalised benefits that align with employees’ lifestyles, values, and goals, help build trust, belonging and engagement. These can take multiple forms, whether that’s additional leave, wellbeing initatives, or financial support to help salaries go further.
Employers must think, are the benefits we offer meaningful and relevant for different stages of life? If not, work needs to be done.
Building a workplace that works for everyone
To keep employees truly engaged, businesses must evolve benefits beyond the basics. Investing in a diverse, flexible reward ecosystem empowers employees to select what matters most to them, while reinforcing a culture of care and recognition.
In an era where retention and engagement are critical, understanding what truly motivates Gen Z, and adapting accordingly, can create workplaces where all generations feel valued, supported, and inspired to thrive.
Chris is accountable for accelerating and enabling growth by creating high-performance teams and functions that work to scale the business.
After holding leadership roles across both public and private companies for national and global brands, Chris has a wealth of experience when it comes to general management, sales & marketing, client success & service and operations.
As a result, Chris is able to achieve strategic transformation and drive profitable B2B growth strategies for Blackhawk Network and its customers.
