Gen Z employees are lazy.

Gen Z employees are emotional.

Gen Z employees lack respect.

For the past few years, these have been some of the most common perceptions employers hold about Generation Z (Gen Z) employees. This rising generation has often been generalised and positioned as a warning for organisations preparing to welcome what some describe as one of the most challenging generations to enter the workforce.

But what if we have been looking at this the wrong way?

Instead of focusing on why Gen Z employees are different, perhaps we should ask why organisations still expect them to respond to yesterday’s workplace. Gen Z is becoming an increasingly significant part of Malaysia’s labour market, entering a workplace that has already evolved. Both employers and Gen Z have a role in shaping what comes next.

There are a few realities we should acknowledge.

Yes, Gen Z employees have expectations that older generations may find unfamiliar. Some are willing to leave their jobs without securing another opportunity. Many are more vocal about workplace rights, mental wellbeing, and organisational practices. For some, a lack of flexibility is enough for an organisation to be seen as a “red flag”. This reflects broader workforce trends. According to the Malaysian Employers Federation (MEF), many Gen Z employees change jobs within 18 months, often due to these very factors.

However, these behaviours are only symptoms of something much deeper. The question is: what drives them?

Much of this can be understood by looking at older Gen Z employees, many of whom entered adulthood during an unexpected period of disruption. They experienced their upper secondary school, college, or university years during the COVID-19 lockdowns, where remote learning became normalised. As a result, many realised that productivity and collaboration could happen beyond traditional workplace structures.

In 2022, an article by the World Health Organization (WHO) revealed that the COVID-19 pandemic also encouraged conversations around mental wellbeing. For Gen Z, being forced to pause during a critical stage of their personal and professional development gave them time to reflect on their future direction. According to the UNICEF Perception of Youth Mental Health 2025 report, Gen Z is therefore more open than previous generations to discussing mental health and seeking environments that support their wellbeing.

At the same time, social media has shaped how Gen Z consumes information. Growing up with short-form video content, such as TikTok and Instagram Reels, has influenced how they engage with content and expect information to be delivered quickly, clearly, and meaningfully.

When lockdowns ended, many organisations naturally wanted to return to familiar ways of working. However, the opportunity lies in recognising that moving forward does not necessarily mean returning to how things were before. It means adapting to what employees need to succeed today.

This is where employer branding becomes important.

As organisations compete for talent, many have strengthened their employer branding to communicate values that appeal to Gen Z employees. When it comes to branding, there is one important principle: people make decisions based on perceived value.

Employees are no different from customers. When an organisation communicates strong values, meaningful work, and supportive leadership, employees see it as an opportunity worth pursuing.

However, the real experience begins after they join. Some employees encounter micromanagement, poor communication, limited development opportunities, and a lack of accountability. When the experience does not match the promise, trust is damaged. Gen Z employees, however, may be more willing to act on that disappointment.

In marketing, this is known as inconsistent branding. Just as customers leave when brands overpromise, employees leave when employers overpromise. Employer branding is not simply about attracting talent; it is about delivering an experience that matches what was promised.

So what can employers do?

The first step is recognising that there is no single formula for managing people. Every employee brings different motivations and expectations. Organisations need to understand their employees with the same curiosity and intention they use to understand their customers.

Just as marketers study audience needs to create better experiences, employers need to understand what enables their people to perform and thrive. Hiredly’s Work Culture Report 2026 found that 83% of Gen Z employees value trust and autonomy, highlighting the importance of workplaces where people feel trusted to contribute and grow. For some employees, this may mean psychological safety: having the confidence to ask questions, share ideas, and communicate challenges without fear. For others, it may be recognition, belonging, or meaningful feedback that helps them understand their contribution and continue improving. This is reflected in Deloitte’s 2026 Gen Z and Millennial Survey, where 96% of Gen Z respondents reported that having a sense of purpose improves their wellbeing.

Work is still work, and expectations remain important. However, employers often overlook the impact of small moments of recognition and consistent support. When employees feel valued and trusted, they are more likely to grow within the organisation.

Ultimately, this conversation should not be about whether employers need to change or whether Gen Z needs to change. The workplace is evolving because people and expectations are evolving.

Organisations need to create environments where employees feel comfortable communicating their needs, while Gen Z employees also need to recognise that growth does not happen without challenges. Not every difficult situation is toxic, and not every disagreement means an organisation has failed. Building a meaningful career requires patience, resilience, and continuous learning.

Just like great brands, organisations do not succeed by ignoring feedback, nor do they change their entire identity every time someone raises a concern. They listen, adapt where it matters, and stay true to their core values.

Organisations that apply the same curiosity they use to understand their employees like they understand their customers, will be better positioned to attract the next generation of talent. Gen Z is not a generation without ambition. They are a generation looking for workplaces where they can contribute, feel valued, and succeed.

Nuruzzahraa Mohd Raznan is a Research Communications Manager, Asia School of Business, and Master’s graduate in Marketing. The views expressed are the author’s own and do not necessarily reflect those of the Asia School of Business.