Table of contents
Generation Z typically refers to young people born in the mid-1990s and after - they are the digital natives who have grown up in a world already infused with technology. In Hungary, around 20-231TTP3T of workers aged 18-65 currently belong to this age group, and their share is steadily increasing as older generations retire.
Members of Generation Z are typically entering the labour market or starting their careers, so more and more workplaces are bringing different generations together. Young Zers are self-aware, quick learners, adept at mastering new technologies and used to having information readily available in the digital space. This background also shapes their expectations and behaviour in the workplace.
What motivates Generation Z and what is important for them in the workplace?
For Generation Z, work is more than just a paycheck. Of course, money matters too - according to PwC's 2023 survey, base salary is the most important factor when choosing a job.
However, higher wages alone are not enough for this age group: will have a similar weight the opportunity for career development and progression, a good team and working atmosphere, and the meaningful, enjoyable nature of the work.
Research has found that Generation Z members demand continuous professional and personal development, variety and new challenges at work. They are creative and flexible; they want to create value and are keen to join socially beneficial causes - for example, they are attracted to a company's known responsibility to the community or the environment.
They value transparency, trust and autonomy in the workplace. Already a 2011 study showed that young people value a transparent and trustworthy workplace, with room for individual decision-making and flexibility. Accordingly, they do not like over-regulated, rigid frameworks.
Analyses of generational diversity show that while earlier generations tend to be more accepting of hierarchical, directive leadership, Generation Z expect empowerment and partnership from their leaders.
They want autonomy in their work, but they also need constant feedback - for them, this means caring and the opportunity to develop.
Several national surveys have asked Generation Z young people about their expectations. The results show that the following factors are of particular importance to them in a workplace:
Development and learning opportunities:
providing various training, development programmes, mentoring and coaching. It is important that they have the opportunity to try their hand at different jobs, to learn and to grow professionally.
Interesting, intelligent work:
they want creative tasks and a sense of achievement, work that they can see the results and meaning of. They seek self-fulfilment and new challenges, not just routine tasks.
Good working atmosphere and team:
the experience of belonging to a community is key. Most Gen Zers prefer to work in a team, in a workplace with a sense of community, and place a high value on good collegial relationships. A stimulating, friendly work environment contributes to their engagement.
Supportive, people-oriented leadership:
Young people appreciate leaders who are accessible, open to dialogue and supportive, rather than just telling them what to do. They need a boss with a mentoring approach with whom they can develop a direct and trusting relationship.
Work-life balance and flexibility:
Generation Z doesn't dream of working "round the clock", but is concerned about their private life. They prefer flexible working hours and home office options (although most also require a minimum presence in a community office), and ideally no overtime or a workplace that is family-friendly and accommodates individual life situations.
Modern technological background:
As a digital generation, they expect modern tools and technology to work. If a workplace doesn't provide the technical conditions they need to get the job done, they quickly lose interest. For them, quality work tools (fast computers, software, smart devices) are a basic expectation.
A values-based corporate culture:
Young people are attracted when a company's values are compatible with their own. They care about the company's reputation and values - if they can identify with its mission, social responsibility or environmental efforts, they are more likely to join. Conversely, a workplace with a bad reputation or unethical image can be off-putting to them.
In summary, Generation Z is motivated by complex experiences and opportunities. Money is important but not enough - development, a good team, flexible, enjoyable work and workplace values are just as important. They want immediate feedback and a sense of achievement, and they are engaged when they feel they matter and add value to the organisation.
What are the criteria for young people to choose a job?
When Generation Z candidates choose a job, they consider several factors at once. According to a national survey of tens of thousands of young people in 2023, the most important factor in their decision is base salary, closely followed by overtime pay, career and promotion opportunities, and the possibility of a bonus or premium. In other words, young people are also aware of the financial aspects: they want to see the value of their work paid and are sensitive to transparent and fair remuneration (e.g. no free overtime). At the same time, in addition to the financial aspects, "soft" factors also come to the fore: the content and meaning of the job, the team and the manager, the work-life balance all play an important role in the decision.
A company's reputation and values can have a decisive influence on whether a young person accepts a job offer. Many Generation Z applicants find out how the company is perceived: what is being said about it on social media, what its brand is like, how its employees express themselves. If they see that the company has positive values, is socially responsible and has a good workplace culture, they are more likely to join. Conversely, what was seen as attractive stability in previous generations is not a priority: for example, a young candidate is not necessarily looking for the "biggest and most secure" job, but one where they feel freer and more self-identified.
Overall, Generation Z's job choice is shaped by both the compensation package and the work experience. A decision is based on a balance: good salary and benefits + development opportunities, good team, inspiring environment. They will be attracted to jobs where they feel that the company is investing in their development, respects their individual needs and is in line with their values.
What channels can we use to reach Generation Z when recruiting?
Reaching Generation Z requires a new approach to recruitment and a new choice of channels compared to traditional methods. Because these young people have been living in a world of internet and smartphones since birth, their job search habits are also fundamentally digital. The days of newspaper ads and flyers are over for them - look for work almost exclusively onlineon a mobile phone.
That's why employers need to make sure their job ads work well on mobile-friendly platforms. If a company's website or careers page is clunky on mobile, the young candidate can move on with just one click.
Social media is a key factor in reaching young people. Generation Z uses platforms such as Instagram, YouTube, TikTok and even LinkedIn on a daily basis (although the latter tends to become more important in the post-career period). Companies need to be present where young people are.
It's not enough to advertise a job on profession.hu - you need to share interesting content on social media to get their attention. Young people prefer employers who regularly post relevant and engaging content, giving them an insight into the life and culture of the company. Creative, personal or humorous job adverts are more effective for them than formal, formulaic texts - the latter simply get lost in the mass of information online.
Video-based and interactive solutions are also becoming increasingly important. It is common to screen young applicants with video interviews (which they welcome as they are comfortable in front of the camera) or to use playful, gamified elements in the recruitment campaign.
Fast and effective communication is a key requirement - research shows that Generation Z's attention span is on average only 2 seconds at a time, so HR professionals need to adapt by delivering short, to the point messages.
Which channels work best?
Instagram, TikTok: Here, young people are not confronted with specific job advertisements, but with the employer branding messages of the company. Short videos, 'behind the scenes' posts, employee reviews - these resonate well. In Hungary, TikTok is also being used by more and more companies for employer branding, with 3 to 3 million adult users, half of them aged 18. The key is authenticity: Generation Z spots the artificial marketing, so we need real, authentic content.
Facebook: It is less popular with younger people, but still has a large presence. They are mostly reached through advertisements (e.g. targeted Facebook Ads) or through professional groups (e.g. student groups, professional communities).
LinkedIn: A platform for recent graduates and young professionals. It is a good place to share professional content (e.g. career opportunities in the company, success stories of young talent). Generation Z graduates are starting to actively use LinkedIn to network and gather information.
Job portals and apps: In addition to the classic job search sites (Profession, CV Online, LinkedIn Jobs, etc.), mobile applications have also gained ground. For example, many young people browse job offers on their phone apps. It is important that the language and look of the job advertisement is "youthful" here - a rigid, template text will get fewer clicks than a creative, visually appealing ad.
Personal recommendations and university contacts: Remember, the power of community is powerful. Generation Z candidates often give in to the opinions of their peers. If a company starts an internship programme or is present at a university job fair, it can directly build its reputation among young people. Word of mouth also spreads: a good candidate experience and positive employee feedback help recruitment.
It is essential that recruitment communication is fast and two-way. Generation Z is used to immediacy: when they apply for a job, they expect a response relatively quickly.
How can we retain Generation Z workers in the long term?
Winning a young talent is only half the battle - the real challenge is to keep them. What you need to know about Generation Z is that change jobs easily and quickly, and even a track if they feel they are missing their calculations. They are open to starting over, retraining and not being tied to one company. So employers must consciously build engagementin this age group.
Research shows that long-term key to retentionthat the young staff member have an emotional attachment to the company, and feel comfortable there. To do this, you should pay attention to the following factors:
Onboarding and early care:
The first months are critical. If a Generation Z entrant finds that the company does not give him the modern tools he needs to work or does not provide training from the start, he will easily become frustrated. According to a survey, Generation Z members may quit in the first six months if they lack the right technical tools or development opportunities (training) in the initial period. So invest from the start: well-organised training, assigning a mentor, providing the necessary tools and clear expectations.
Continuous development opportunities:
If the work becomes monotonous and there is no perspective, young talent will soon move on. Make sure they always have a new challenge or something to learn - for example, rotation between different tasks, progression routes, regular training, workshops. The experience of variety is very important for this generation: if they can keep learning and develop in more ways, they are less likely to leave.
Meaningful goals and involvement:
Generation Z will stay engaged if they see that their work has meaning and weight in the organisation. Set specific, achievable goals for them, recognise their achievements and involve them in the life of the team. Give them the occasional 'bigger' task or project to give them a sense of confidence and to develop. Also, give them space for their ideas: if they have suggestions for process improvement or a new project, listen to them. If they can do meaningful work and show visible results, they will be more willing to stay.
Personal care and feedback:
Young people appreciate when their leaders and mentors take the time to spend with them personally. The manager should have regular one-on-one meetings with the young person, asking about their goals and satisfaction. Give continuous feedback - praise good performance, we also offer constructive criticism, but in a friendly tone. Generation Z needs frequent feedback, and in return they are happy to give feedback to the employer on how we can help their work. This mutual communication strengthens the bond.
Community experiences and corporate culture:
A big factor in retention is working in a good community atmosphere. It's worth organising team-building activities, shared experiences and office community spaces where young people can connect with each other. As 75% of Generation Z prefer to work in a workplace environment as part of a team, and only 25% prefer a full home office, it's important that when they are in the office, it's a positive experience: social spaces, lounges, even games or inspiring decor to relieve stress. Also, involve them in joint social projects (e.g. volunteer day, charity), because many of them are motivated by the opportunity to get personally involved in the causes the company supports.
Flexibility and consideration of individual needs:
When it comes to retention, it is important to make sure that while young people are flexible, the company is also flexible with them. For example, provide flexible working hours - many Gen Zers tend to work evenings or nights if they are enthusiastic, but might start later at other times. Try to find a working pattern with them that works for everyone: a balance of discipline and freedom. If they feel that the workplace respects their privacy and trusts them enough not to control them to the minute, they will be more loyal.
Mentoring and intergenerational cooperation:
Young people should be assigned experienced mentors to support their integration. However, mentoring can also be a two-way street - young people can help older people with new technologies. If Generation Z feels that they can learn and teach in the workplace, they will form stronger bonds. It is important to promote intergenerational dialogue and break down prejudices. Avoid stigmatising them with typical stereotypes (e.g. lazy, only looking at their phones) - instead, recognise and build on their strengths. If they feel valued and learn from each other, they are more likely to stay.
To sum up, to retain Generation Z, we need an open, stimulating and supportive working environment. Where there is feedback, progression and community, young talent will stay longer. But where they feel stuck or uncomfortable, they move on quickly - often more easily than employers might think.
What extra benefits are important for Generation Z?
In terms of fringe benefits, the values of Generation Z may differ slightly from those of their elders. While older generations traditionally value a pension contribution or a stable company car, younger generations value other things. For them flexibility and "allowances" to help you develop are the most attractive.
For example, flexible working hours and the possibility of a home office are "perks" they consider essential. Instead of working from 8 to 5, they appreciate the occasional chance to run errands or work remotely - for them, it's worth the extra perk, because it contributes to a balanced lifestyle. Likewise, more holidays or birthday days off are also popular among them, as they show that the company cares about the employee's well-being.
Very important for them is the support for further training as an allowance. It is appreciated if the company pays for professional training, conferences or internal training programmes. Often the opportunity for personalised development is valued more than any material gift.
Among the material extras, Generation Z appreciates performance-related rewards. Besides a fixed salary, they are motivated by bonuses and if there is some kind of creative reward system (e.g. a well-designed cafeteria framework). Although we mentioned earlier that for young people the cafeteria system (e.g. SZÉP card, vouchers) is not a priority in itself, if the important basic conditions are given (good work, development), they will also appreciate the extra benefits. Especially popular are optional cafeteria elements, where you can decide what you want to spend it on (travel, health, housing, etc.).
A recent national list shows that young workers prefer benefits that support both their work and personal needs. For example, they included family-friendly measures (e.g. flexible working for those with young children), the support for health promotion (sports, health screenings) and programmes to foster a sense of community. They also like companies to provide a quality working environment with modern tools and ergonomic equipment. Many of them also appreciate that the company's products/services are available to them at a discount (if they are proud of the company, they are happy to use its services).
This sends a message to employers that the best "perk" for them is an inspiring workplacewhere they can flourish. This does not mean, of course, that they do not expect to be rewarded financially - only that they need a combination of financial and non-financial elements to gain their loyalty.
To sum up: extra benefits that are important for Generation Z include anything that promotes flexibility, development and well-being. Training, mentoring programmes, flexible working hours, home office options, health and wellness support, community programmes are all extras that this age group can identify with more easily. If a company offers these (and communicates them to them), it can be much more attractive to young talent.
What are the "no-go" things for Generation Z? (What do they not tolerate?)
There are certain workplace conditions and leadership attitudes that Generation Z explicitly reject - they are a no-go zone for them. If they experience such things, they are likely to either not take the job or to quit quickly. Here are the most important ones:
Rigid working patterns and inflexibility:
If a workplace insists on old-fashioned, inflexible frameworks - for example, mandatory 8:00 a.m., no home office and no flexibility in work organisation - is alarming for Generation Z. They prefer a flexible working schedule and don't want to work in a place where they are not trusted enough to make their own schedule sometimes. For them, too rigid a set of rules is a no-go: they feel it reduces their autonomy and creativity.
An overtime-demanding, unbalanced culture:
Generation Z are avowed overtime avoiders - many of them claim that the ideal workplace would have 0 overtime. Of course, the reality is that extra work can happen, but if a company expects regular evening or weekend overtime, it can quickly discourage them. They don't want to be like their parents, who often worked at the expense of their personal lives. A lack of a healthy work-life balance is therefore a typical no-go: if they see that the company does not respect their privacy (for example, bombarding them with emails after working hours or not giving them a free evening because of the overtime), they will take action.
Outdated technology and lack of learning opportunities:
The digital generation will not tolerate having to deal with outdated tools or software in the workplace and will not invest in modernisation. It is also a no-go if the company does not provide training and development. As mentioned above, research shows that a significant proportion of Generation Z would quit within six months if they didn't get the tech background and training they needed to start. To them, such an environment sends the message that the company is lagging behind and doesn't care about developing its employees. They try to avoid such places or, once there, move on quickly.
Micromanagement and mistrust:
Young people are very resistant to constant surveillance and unnecessary control. When a leader controls their every move and does not give them autonomy to carry out tasks, it is extremely demotivating for them. As the literature points out, Generation Z values autonomy and partnership based on trust, rather than an authoritarian, directive style. So a boss or company culture that "mothers" them, controls everything and does not allow them to work independently is a typical no-go. In such an environment they will not stay for long.
Negative, toxic workplace climate:
Intrigue, lack of appreciation, discrimination or rigid hierarchies are all alarming to young people. If they find that the workplace atmosphere is tense, colleagues are not open or management does not listen to employees, they will not stay long. For Generation Z, a good team and a positive atmosphere are essential - without them, they don't feel comfortable. This also includes a lack of feedback: if they never receive praise or guidance, they see this as a lack of caring, which is demotivating. Where they are not valued as people, they are not tolerated for long.
Feeling of worthlessness, monotony:
If young workers feel that their work is meaningless, that their skills are not being used, or that they are given monotonous, meaningless tasks, they can easily lose motivation. They want value-creating, productive work, and if they don't get that, then no-go for them in that role. Likewise, if there is no opportunity to develop or move on, that's a red flag: it indicates a dead end in their career that they are trying to avoid.
A conflict with values:
Generation Z members are often conscious consumers and conscious workers. If a company's policies, products or behaviours are in stark contrast to their personal values (e.g. environmental pollution, social irresponsibility, unethical business practices), they are reluctant to engage with it. They don't want to work in a place that they have to be ashamed of in front of their friends or the public. For many young people, for example, a no-go is an employer with a bad reputation in the job market (even based on Glassdoor-like reviews) or a reputation for disrespecting employees. The negatives of employer branding - e.g. past scandals, bad employer reputation - are therefore a major deterrent.
From the above points, you can see that what Generation Z wants, the lack of it becomes a "no-go" factor. They are looking for a modern, supportive, open workplace - so anything that contradicts this (rigidity, rigidity, oppressive culture) is unacceptable to them. Companies should keep these in mind if they want to attract and retain young talent. A young person may be quit after just one month if you find you have not got what you expected. That is why employers need to constantly monitor their feedback and adjust conditions before these no-go factors become a real problem in turnover.
Final thought: preparing for Generation Z = competitive advantage
Generation Z coming soon dominant player will be on the Hungarian labour market. If your company can offer a flexible, development-focused, authentic and experiential environment, you'll not only attract young talent, you'll retain it.
The question is: how Generation Z-compatible is your company?
If you're not sure of the answer, it's worth launching your own internal survey or using a questionnaire to map the needs of Z-sers - at Beeward we offer a practical solution.
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