Gen Z seeks 'green flag bosses'

Gen Z looks beyond salary, seeks work-life balance and a ‘green flag boss’

What you probably already know: The pandemic flipped the traditional way we work and live, and as a result, many employees set firmer boundaries with their employers, prioritizing their mental health and wellbeing over working late to impress the boss. According to the 2024 State of Hybrid Work report by Owl Labs, one in five workers limit tasks to their job descriptions, while another 20% ignore company communications outside work hours. With Gen Z entering the workforce en masse, many of these young workers are leading the charge with this shift, said Owl Labs CEO Frank Weishaupt.

Why? Gen Z is the first generation that has largely asked for more than just a good salary when entering a new job, said Elle Meza, a human resources consultant and adviser to people-tech startups. Many are prioritizing good company culture, work-life balance, mental health programs, flexible office policies and mission-driven work, she said. The pandemic — and the ability to work flexible hours from home — cemented that expectation. “What they realize is that ultimately, at the end of the day, you don't want to regret all of the time you didn't spend doing the things that you loved,” Meza said. Some are prioritizing what Weishaupt called a “green flag boss” over compensation — a boss who is supportive and cheers them on.

What it means: The shift toward workplace boundary-setting is largely a good thing, Meza said, “because employers still have the upper hand.” While there are still many employees in older generations who will do their jobs without work-life balance in mind, this mentality has started to bleed from young workers into Millennial, Gen X and Boomer generations. “The pandemic gave everyone just a little bit of recourse to say ‘I matter,’” she said. “It's exactly what probably has to happen next for the shift of power to take place.”

What happens now: This shift means that changes are coming for employers and their HR departments. Meza said that this may look like a “larger investment in the individual,” such as personalized rewards, benefits or compensation, rather than “cookie cutter ideas” of how people are compensated. This personalization may stretch to career investment, such as learning about the education and larger career goals of each person on staff. “If we want our employees to stay any longer than a year, which we've always had a problem with and it will be even worse with Gen Z … we really need to invest in the future of their career,” said Meza.

—Story by Nat Rubio-Licht