Is Generation Z signalling the end of formal full-time employment?

Gen Z has arrived in the workplace, and with this cohort comes a wave of new perspectives on work and career. Often criticised for a perceived lack of commitment, Gen Z is navigating an uncertain job market where traditional career paths no longer hold the same appeal. But is it fair to label them as disloyal or lacking a strong work ethic? Perhaps they’re not rejecting work itself, but rather redefining what meaningful and sustainable employment looks like to them.

This sentiment was shared at a Future of Work conference held on Thursday 6 March 2025, led and produced by students in the UK from Kingston University’s Future Skills programme. The discussions were lively and thought-provoking, centring on themes of independent work, autonomy, and the pursuit of purposeful careers – issues that seem to matter deeply to the next generation of workers.

As the resident Millennial in the room, I was struck by the openness and insights of these conversations. While my generation has often prioritised social capital and career progression, Gen Z places a stronger emphasis on free will and independence. And with social media shaping their worldview in real time, it’s no surprise that their approach to work is evolving in ways we’re only beginning to understand.

The rise of independent work

One of the key discussions centred on the rise of ‘independent work’ – a career path where individuals leverage social media and entrepreneurial skills to build their own income streams. For many in the Gen Z cohort, this approach is appealing because it offers creativity, the potential for quicker financial gains compared to traditional office jobs, and the flexibility to work from anywhere as digital nomads.

Social media plays a crucial role in shaping these aspirations. Seeing their peers succeed on platforms like YouTube and TikTok, many young professionals view independent work as a more exciting and lucrative alternative to climbing the corporate ladder. In fact, the rejection of traditional employment has led to those who take salaried jobs being labelled ‘wagies’ – a tongue-in-cheek term implying a trade-off between a monthly income from an employer and personal freedom.

Growing uncertainty

At first glance, it’s easy to see why independent work should be an increasingly attractive career choice for Gen Z. But what’s really driving this shift? When students at the conference were asked how they feel about their future careers, a strong sense of uncertainty and nervousness emerged. This signals a lack of faith in traditional full-time employment. The conventional trajectory from education to full-time employment is faltering; employees are looking for alternative ways to enter the job market – and they are prepared to take risks.

This raises an important question: how can education systems and organisations better prepare young professionals for the workforce? While students are developing skills like adaptability, self-awareness and resilience, businesses must also step up to provide smoother transitions into employment. Without meaningful support, much of the best young talent will continue seeking alternative career paths that seemingly offer them greater autonomy, flexibility and financial opportunity.

What this means for organisations

Many companies assume that positioning the office as a social hub – a place for collaboration and connection – will entice Gen Z into the organisation. But for a generation that has built much of its social capital online, this narrative doesn’t always resonate. They are accustomed to networking, learning, and even working on their own terms, often preferring asynchronous schedules and remote setups.

At the same time, today’s workforce spans five generations, and previous cohorts have relied on in-person meetings and workplace socialisation as key drivers of career progression. The challenge is finding ways to balance these differing expectations while creating environments where all employees can thrive.

Bridging the gap

Organisations looking to attract and retain Gen Z must take a more intentional approach to workplace culture. Here’s how they might adapt:

Flexible work models: Offering hybrid or remote options allows Gen Z to work in ways that suit their preferences while still providing opportunities for in-person interaction.

Authentic and transparent career development: Traditional corporate ladders may not appeal to this generation, but structured mentoring, hands-on learning and purpose-driven work will. Organisations should focus on meaningful career progression rather than rigid hierarchies.

Reimagining collaboration: While Gen Z values independence, they still want to connect with colleagues – just in different ways. Companies can leverage digital platforms, asynchronous communication and project-based work to foster engagement without forcing outdated ways of working.

Trust-based leadership: Micro-management and rigid oversight are deal-breakers for many Gen Z workers. Instead, businesses should focus on results-driven work cultures which respect autonomy and where output is valued over presence.

By acknowledging these shifts and evolving their approach, organisations can create a workplace that accommodates the expectations of younger generations while still maintaining cohesion across all employees. The key isn’t to force Gen Z into traditional structures, but to rethink work in a way that suits everyone.