How Gen Z is Reshaping Workplaces in Asia

Across Asia and globally, the workplace is poised for a new shake-up. Organisations everywhere are experiencing a generational shift as Gen Z becomes one of the fastest-growing workforce segments.

Gen Z – broadly defined as those born between the late 1990s and the early 2010s – now accounts for roughly a quarter to a third of workers in many global economies and an even larger proportion of new hires and early career roles. In Asia Pacific, research suggests that this cohort already represents about a quarter of the population, positioning it to play an outsized role in shaping the future of work.

Unlike previous generations, Gen Z has never known a world without smartphones, high-speed internet or on-demand information. As true digital natives, they have grown up navigating online platforms, personalised services and algorithm-driven experiences. Constant exposure to technology and global news has made them highly connected and socially aware. As they now enter the workforce in large numbers, this exposure to the breakneck pace of technological change – combined with geopolitical upheaval and economic uncertainty – shapes a distinct mindset that they bring along with them.

But what does this shift look like in practice and what are the generational expectations already reshaping workplace norms and behaviours? Below, we outline five critical steps employers can take to attract and retain the Gen Z workforce in Asia.

Offer flexibility and technology integration

Raised on digital tools and the convenience they offer, Gen Z expects seamless technology integration across every work process. Having studied and begun their careers during the COVID-19 pandemic, this generation also views hybrid and remote work not as perks but as natural extensions of digital life – offering greater autonomy, flexibility and work–life balance.

A recent Deloitte survey reinforces this: for many Gen Z workers, flexible work models are now baseline expectations for a well-designed role, particularly in knowledge and office-based positions.

Research also indicates that Generation Z is more willing than previous generations to pivoting careers completely and pursuing opportunities in different industries, especially when their expectations are not met.

This means that to retain Gen Z talent, companies must revisit early-career development models, deliver meaningful flexibility and create work environments that feel adaptive and worth staying for.

Build a supportive work culture

Studies also show that nearly half of youth in the workforce in Asia report poor mental health, driven largely by difficulty maintaining work–life balance and the pressure to keep up. Reflecting this, many Gen Z employees say they have switched jobs (or would do so) to achieve better work–life balance, reduce stress, or access stronger mental health support, even when pay remains the same.

This includes leaving roles to escape unsustainable workloads or workplace cultures that normalise burnout, underscoring how strongly mental health support and balance shape Gen Z’s employment decisions

To retain Gen Z talent, employers should consider how to create psychologically safe environments and offer genuine mental health support – not just as a benefit, but as a core element of company culture.

Demonstrate a commitment to positive impact

Research on Gen Z’s workplace values also shows that this cohort is highly motivated by purpose and meaningful impact, with many saying they make career decisions based on their values and desire to drive change within their organisations and society.

This includes taking an interest in employers that adopt visible stands on issues such as inclusion, sustainability and social justice and that actively seek to create a positive impact.

As a result, workplaces must actively listen to younger voices, engage with their values and demonstrate how their mission translates into real-world impact. For Gen Z, alignment between an organisation’s stated purpose and its everyday actions is not a bonus – it’s a prerequisite for commitment and long-term engagement.

Consider more open leadership models

Another clear Gen Z workforce trend is a shift in expectations around transparency and leadership. Research indicates that this generation is less comfortable with top down, ‘command-and-control’ leadership styles and more drawn to collaborative, coach like managers who invite input and provide regular feedback.

Gen Z values clarity in decision-making, openness from leaders and flatter structures where their voices can be heard relatively early in their careers.

For organisations, this can create a tension with traditional hierarchical norms – while offering a prompt to consider more participatory, transparent leadership models that better align with younger employees’ expectations.

Look for overlap in goals

Finally, it’s important to recognise that while Gen Z brings distinct preferences and priorities, they also share many of the same fundamental goals as earlier generations.

Like their Gen X and Millennial predecessors, they want opportunities to grow, build meaningful relationships at work and succeed in their chosen fields.

Attracting and retaining Gen Z in the future of work

The arrival of Gen Z in the workforce marks a pivotal moment in the evolution of the modern workplace. Their digital fluency, appetite for meaningful impact and expectations around flexibility, transparency and inclusion are reshaping how organisations operate – while also opening the door to new ideas, fresh energy and significant opportunities for innovation.

By engaging with what this generation values, recognising the aspirations they share with older cohorts and bridging generational expectations, employers across Asia can build workplaces that attract emerging talent, retain future leaders and remain resilient in a rapidly changing world of work.