Generation Z in the Workplace: What Employers Need to Know About the Workforce of the Future

Generation Z, typically defined as people born between 1997 and 2012, is becoming a larger part of today's workforce. According to Sun Life's 2025 report The Kids Have Grown Up: Checking in on Generation Z, Gen Z already represents a considerable proportion of working-age Canadians and, alongside Millennials, is expected to make up much of the workforce by 2030. 

While it is important to avoid broad generational stereotypes, employers are increasingly observing common themes among younger workers related to mental health, leadership expectations, workplace culture, inclusion, and communication. Gen Z grew up in a highly connected digital world, experienced significant social and economic uncertainty, and entered the workforce during or shortly after the COVID-19 pandemic.  

At Gowan Consulting, our work with employers across Canada has highlighted similar themes through mental health leadership, neurodiversity, and workplace accommodation training. Understanding these workforce trends can help organizations improve recruitment, retention, engagement, and workplace well-being. 

A Generation That Talks About Mental Health Differently

One of the most significant shifts employers are noticing is Gen Z's approach to mental health. Many younger workers view mental health as an essential part of overall health. They may be more willing than previous generations to discuss concerns, seek professional support, and expect psychological well-being to be acknowledged within workplace culture. 

Sun Life found that more than half of Gen Z long-term disability claims are related to mental health conditions, with the proportion rising above 60 per cent among Gen Z women. Younger workers are also accessing mental health treatment, benefits, and supports at increasing rates. This does not necessarily indicate a less resilient workforce. It may reflect greater awareness, reduced stigma, and a willingness to seek help earlier. This aligns with themes emerging in Gowan's neurodiversity and inclusion training. 

For employers, this shift presents an opportunity. Organizations that prioritize psychological safety, normalize conversations about mental health, and provide meaningful supports may be better positioned to attract and retain younger talent. These practices can benefit employees of every age. 

Understanding Gen Z's Expectations of Leadership

Leadership expectations continue to evolve, and Gen Z is helping accelerate that change. Younger employees often place a high value on authenticity, transparency, empathy, and regular communication. Traditional annual performance reviews may not provide enough guidance for employees who are accustomed to timely feedback and ongoing dialogue. 

Many Gen Z workers seek: 

• Frequent coaching and feedback 
• Clear expectations 
• Open communication 
• Opportunities for mentorship 
• Leaders who model healthy workplace behaviours 
• Psychological safety to ask questions and learn 

This is consistent with Gowan's workplace inclusion training, which emphasizes the importance of creating environments where employees feel safe discussing challenges, requesting support, and contributing ideas without fear of judgement. Effective leadership increasingly resembles coaching. Regular check-ins, active listening, developmental conversations, and transparent communication can strengthen engagement across generations. 

Accommodation Requests and Workplace Inclusion

Many members of Gen Z entered the workforce during an unusual period. The pandemic disrupted traditional onboarding, reduced in-person mentorship, and limited the informal interactions that have historically helped employees learn organizational culture and workplace norms. As a result, organizations may need to be more intentional about helping new employees navigate the workplace, particularly in hybrid environments. 

Successful strategies include: 

• Structured onboarding programs 
• Formal mentorship initiatives 
• Clear communication of expectations 
• Opportunities for social connection 
• Skills development in communication and workplace navigation 

Additionally, transparency has become an important expectation for many younger workers. Gen Z grew up with rapid communication and broad access to information through digital technologies. Many therefore expect greater openness in organizational decisions, career pathways, workplace values, and performance expectations. 

Many employers report seeing increased requests for workplace accommodations related to mental health, neurodiversity, chronic health conditions, and psychological well-being. It can be tempting to interpret this rise as evidence that younger workers are struggling more than previous generations. However, research suggests that younger workers are often more aware of accommodation rights, more comfortable discussing support needs, and more willing to access available resources. Increased requests may therefore reflect greater disclosure rather than greater disability. 

Building Strong Multi-Generational Workplaces

Today's organizations may include as many as five generations working alongside one another. While generational differences certainly exist, the greatest risk for employers is allowing stereotypes to shape workplace interactions. Successful multigenerational workplaces recognize that employees of every age generally value respectful workplaces, meaningful work, supportive leadership, and opportunities to contribute. 

Practical strategies for supporting multi-generational collaboration include: 

• Cross-generational mentoring 
• Flexible communication approaches 
• Inclusive leadership development 
• Knowledge transfer initiatives 
• Consistent workplace policies and practices 

What Can Employers Do?

• Provide structured onboarding, clear expectations, social connections, and access to mentoring. 
• Provide regular check-ins, clear expectations, and ongoing feedback rather than relying on annual reviews. 
• Explain organizational decisions, career pathways, and performance expectations as clearly as confidentiality allows. 
• Respond to mental health and accommodation requests consistently, respectfully, and confidentially. 
• Support multigenerational collaboration through flexible communication, knowledge transfer, and consistent workplace practices. 

What Can Employees Do?

• Seek clear expectations and regular feedback 
• Use available mental health and employee support resources when needed 
• Raise workplace barriers early and discuss supports that will help you succeed 
• Build relationships and learn from colleagues across generations 
• Communicate preferences openly while remaining adaptable to team needs 

How Can Gowan Consulting Help? 

Gowan Consulting helps organizations attract and retain Gen Z talent while strengthening support for the entire workforce. Our Manager Mental Health Training, Neurodiversity in the Workplace Training, and Accommodations in the Workplace Training give leaders practical tools for communication, psychological safety, inclusion, mental health support, and accommodation. 

When an employee is experiencing barriers at work, our Occupational Therapists can complete a Work Accommodation Assessment and recommend strategies that reflect the employee's abilities, job demands, and work environment. Contact Gowan Consulting to discuss the right support for your organization.