As digital natives, some may have assumed that Gen Z would prefer working remotely, but Gen Z appears to be embracing in-office work, valuing in-person mentorship, collaboration, and wellness. All that, while still wanting flexibility and purpose-driven work environments.
Each generation currently in the workforce has a different perspective when it comes to return to office (RTO). A JLL global survey found that Gen Zs were in the office at least three days a week, on average. That’s more than their counterparts in previous generations. They view the office as a space for mentorship, professional development, and social connections, while still valuing flexibility and work-life balance.
Gen X has been resistant to RTO, especially those in leadership or higher salary brackets. McKinsey’s America Opportunity Survey found that senior staff and management are the most resistant to returning to the office five days a week. For baby boomers, the option of remote work is keeping many in the workforce longer. Many baby boomers say they don’t need to retire now that they can work from home — and even taking on side hustles on top of their 9-to-5 jobs.
This generational shift is not only influencing workplace policies but also challenging long-held assumptions about productivity and engagement. There have also been reports that working with Gen Z is difficult and they lack discipline and direction. This likely came from an absence of cohesive direction during the years of remote schooling. A Resume Genius survey of 625 hiring managers across the United States showed that even Gen Z managers classify their own cohorts as difficult to recruit and manage.
Gen Z may, however, still have the opportunity to learn the social skills and work ethic necessary to change this perception; being in an office atmosphere may be the best path forward. Recent data shows that Gen Z is the most enthusiastic generation about working in the office. This preference is not driven by nostalgia or tradition, but by a desire for interpersonal connection, an opportunity for learning, and career development.
Many young professionals are recognizing that being physically present in the workplace helps accelerates their professional growth. Mentorship, spontaneous collaboration, and real-time feedback are all more accessible in person, especially for those early in their careers. This also translates to developing social lives, as relationships formed in young adulthood help create your network and social circle. As NYU professor and podcaster Scott Galloway puts it, “The amount of time you spend at home is inversely correlated to your success, professionally and romantically.” He encourages Gen Z to resist staying home.
Deloitte’s 2025 Gen Z and Millennial Survey reveals that nearly 90% of Gen Z respondents are looking for purpose and personal development in their work and are seeking environments where they can grow, connect and contribute meaningfully. They also want to work for companies and organizations with values that align with their own. Gen Z also tends to be collaborative by nature. They prefer team-based work and diverse perspectives, making the office a natural setting for innovation and shared problem-solving. An emphasis on mentorship fits into this paradigm.
It’s important to note, however, that although they see the value of in-person work, Gen Z isn’t willing to sacrifice their well-being to achieve it. Mental health, work-life balance, and flexibility remain top priorities. The Deloitte survey also found that mental health ranks among Gen Z’s top concerns, with many citing burnout and stress as significant challenges.
This dual focus on both presence and wellness means that Gen Z is not advocating for a return to rigid 9-to-5 schedules. Instead, they are pushing for hybrid models that allow for both collaboration and autonomy. They want to come into the office for meaningful interactions, such as brainstorming, collaborating, and networking.
Companies that fail to recognize this balance may risk disengagement. Some Gen Z workers are resorting to “task masking,” meaning to appear busy in the office without being actually productive as a response to micromanagement and inflexible mandates. This trend underscores the importance of trust, autonomy, and clear communication in office policy.
Work dynamics since the end of the pandemic have gone through a resettling phase, and it fair to infer that no generation has been eager to return to long commutes nor required to sit at a desk for eight hours a day, five days a week.
According to Forbes, more than two-thirds of companies have implemented formal RTO policies, but fewer than 5% prohibit remote work entirely. This middle ground reflects the need to accommodate a multigenerational workforce with diverse expectations.
In order to create workplaces that resonate with Gen Z and the broader workforce, employers may want to consider:
- Prioritize company purpose and values. Gen Z wants to work for organizations that align with their ethics and beliefs. Fortune advises companies to clearly communicate their mission and demonstrate how employees’ work contributes to a greater good.
- Invest in mentorship and development. Structured mentorship programs, peer learning, and leadership accessibility can help Gen Z feel supported and engaged. These initiatives are especially impactful when delivered in person.
- Designing offices for flexibility and wellness. Hybrid models that allow for both collaboration and autonomy are key. Employers may want to offer mental health resources, flexible hours, and wellness programs to support holistic well-being.
Finally, fostering intergenerational collaboration can help bridge the divide. Encouraging knowledge sharing across age groups and creating inclusive spaces for dialogue and teamwork will help organizations thrive. It’s vital to recognize the strengths of each generation and build policies that reflect a shared vision for the future.
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