Generation Z at Work: Expectations and Values ​​of New Graduates [Global Analysis]

In 2026, talking about Generation Z at work requires going beyond clichés. No, new graduates do not form a homogeneous group. No, they do not all reject the company, the hierarchy or the office. On the other hand, they arrive on the market with more explicit expectations than previous generations on a few points that have become central: the quality of life at work, the consistency of the values ​​displayed, the progression of skills and the clarity of the employer-employee relationship. Major recent surveys converge on this observation: to attract and retain young talents, companies must think about money, meaning, well-being and professional development at the same time.

One of the most common mistakes is to present Gen Z as a generation that only works for meaning. This is incorrect. Young graduates remain attentive to financial security, the level of remuneration and concrete benefits. But they also increasingly evaluate the quality of the work environment, life balance and the coherence between the employer's message and the reality experienced. Deloitte speaks of a search for balance between money, meaning and well-being, while EY shows that culture and possibilities for development weigh heavily in professional decisions.

In other words, a new graduate can accept a competitive salary without staying in a company that wears out its teams, lacks recognition or promises values ​​that it does not embody. It is this combination that is today redefining employer attractiveness.

Yes, meaning is important. Deloitte indicates that a large majority of Gen Z considers the notion of purpose to be important for satisfaction and well-being at work, and a significant proportion have already left a position or refused an employer, an assignment or a project for ethical reasons. But this does not mean that every young graduate requires an “activist” job or a heroic mission. In practice, meaning often comes down to more concrete elements: understanding what one's work is for, feeling useful, seeing a real impact, evolving in a company that does not betray its own commitments.

This is an essential point for recruiters: big employer branding speeches are no longer enough. Young talents are waiting for proof. They want to see how an organization treats its teams, how it talks about its customers, how it manages its contradictions, and whether its environmental, social or human commitments go beyond simple communication dressing.

Gemini's text oversimplified the subject by presenting teleworking as an absolute prerequisite. Recent data says something else: Gen Z values ​​flexibility, but it's not just about a preference for fully remote work. Gallup emphasizes on the contrary that completely remote work is the least popular with this generation, who prefer hybrid more and are even more favorable than others to a more regular presence in the office.

This point makes sense. At the start of a career, physical presence often remains useful for learning faster, observing codes, creating connections, finding mentors and gaining visibility. What new graduates are looking for above all is not necessarily total remoteness, but intelligent flexibility: less presenteeism, more autonomy, and organizations capable of justifying when, why and how on-site presence really brings value.

Here again, we must correct a preconceived idea: Gen Z does not enter the market considering that their technological skills are sufficient. On the contrary, it is very aware of the speed of evolution of tools, professions and standards. Deloitte shows that learning and development are among the primary criteria for choosing an employer, and that many young workers actively work on their skills every week, including outside of working hours. The expected impact of generative AI further strengthens this logic of continuous learning.

Employers who want to attract new graduates must therefore make progress visible. This involves training missions, structured onboarding, regular feedback, mobility possibilities, and managers capable of supporting rather than simply supervising. NACE also shows that, among young professionals at the start of their career, the development of skills, taking on new responsibilities, training and the network play a major role in accelerating their professional trajectory.

To say that pyramid management is obsolete is too simplistic. What the studies show is less an automatic rejection of hierarchy than a demand for relational quality. EY emphasizes that, for all generations, company culture strongly influences the decision to stay, and that the first way to define this culture remains the way people treat each other. In other words, the question is not only horizontal or vertical: it is first and foremost human.

For new graduates, this means that managers have a decisive role. A young talent accepts demands more readily when they are accompanied by explanations, useful feedback, listening and a clear framework for progression. Conversely, environments that are unclear, unrecognizable or managerially inconsistent quickly lose their attractiveness.

On the subjects of diversity, inclusion and respect, here too we must avoid emphasis while remaining serious. Not all Gen Z people express the same priorities, but the market signals are clear: the composition of teams, the quality of the work climate and the credibility of D&I commitments influence applications. A Glassdoor survey shows that a large majority of employees and candidates consider workforce diversity to be an important criterion for evaluating a company, and that employees trust employees themselves much more than recruiters or the corporate site to know what's really going on.

For employers, the lesson is simple: on these subjects, transparency and lived experience count more than slogans. For young graduates, this means learning to read between the lines: observing testimonials, internal journeys, the coherence between discourse and practices, and the way in which the company actually treats people.

New graduates of 2026 don't always define success as a linear ascension to a leadership position. Deloitte notes that only a small share of Gen Z makes senior leadership their primary career objective. This does not mean a lack of ambition. Rather, it reflects a different ambition: to learn, remain employable, explore several paths, preserve your mental health and build a trajectory compatible with your life. EY goes in the same direction by showing that Gen Z is more inclined than previous generations to value upskilling and internal transition opportunities.

For recruiters, this means talking better about possible career paths, not just the position to be filled. For candidates, this means that a good first employer is not only one who pays well or has a good brand, but one who allows you to quickly gain skills, career clarity and professional confidence.

Generation Z is not asking for a working world without constraints. It requires a more readable, fairer and more educational framework. She wants to be well paid, but also considered. She seeks flexibility, but not necessarily isolation. It values ​​meaning, but without giving up stability. She is very attentive to the quality of management, learning, the concrete culture and the consistency of the employer.

Organizations that understand this have a real advantage. Those who continue to respond with generational clichés or too smooth communication run the risk of missing the best profiles.

In 2026, the expectations of Generation Z at work are neither whim nor a total break with the past. Above all, they express an evolution of the psychological contract between the employer and the employee. New graduates want decent conditions, a healthy culture, tangible learning, credible flexibility and a minimum of consistency between promises and reality.

For companies, the challenge is therefore not to “give in” to a generation, but to modernize their way of attracting, integrating and retaining talent. For young graduates, the right strategy consists of choosing environments where you can progress quickly without getting damaged, learn without getting diluted, and build a solid career without sacrificing what really matters.