May 04, 2026
Generation Z in the Labor Market: Profile and Expectations
Luana Souza Del Franco; Lidiane Mendes Barbosa
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.
People management is one of the fundamental pillars for the success and sustainability of any contemporary organization. In a market scenario characterized by constant changes, volatility, and high competitiveness, the ability to attract, retain, and develop talent becomes an indispensable strategic differentiator (Rocha, 2022). The complexity of this environment is evidenced by data from the Ministry of Labor and Employment, which indicate that, between January and December 2024, Brazil registered 25,584,012 hires versus 23,897,297 dismissals in the formal labor market. Although the hiring balance remained positive, the high volume of dismissals reveals a turnover that demands substantial investments of time and financial resources in recruitment, training, and adaptation processes for new professionals (Franco, 2024). Efficiently integrating employees is essential for achieving organizational objectives, as institutional results depend directly on the full activation of individual potential (Valadão, 2022). Among the most pressing challenges for current companies are strengthening organizational culture, promoting engagement, developing resilient leadership, and stimulating continuous learning (Grubb, 2018). In this context, it becomes imperative to understand the profile of employees, considering variables such as age group, personal values, and behavioral patterns, elements that define the concept of generation (Fantini et al., 2015).
A generation is defined as a grouping of individuals born within the same chronological interval, influenced by identical historical, social, and cultural contexts, resulting in the sharing of similar behaviors and needs (Fantini et al., 2015). Currently, the labor market witnesses the coexistence of four economically active generations. Baby boomers, born between 1946 and 1964, are characterized by discipline and a desire to build solid and secure careers, demonstrating high loyalty to organizations (Grubb, 2018). Generation X, composed of those born between 1965 and 1980, presents a more individualistic profile focused on results, seeking a balance between professional and personal life, and viewing work as a platform for continuous learning (Lírio et al., 2020). In turn, Generation Y, or Millennials, born between 1981 and 1997, stands out for self-confidence, ease in handling technology, and an accelerated pursuit of success, which often generates anxiety and a propensity for mobility between different companies (Lírio et al., 2020). Finally, Generation Z, also known as digital natives, encompasses those born between 1997 and 2010. This is the first generation that grew up fully connected, being dependent on the virtual environment for communication, education, and entertainment (Melo et al., 2019).
Generation Z members value freedom, speed of information, and autonomy, performing multiple tasks simultaneously. However, this immediate-oriented profile can lead to difficulties in accepting rigid hierarchical structures (Pauli et al., 2020). With the massive entry of these young people into the labor market after completing higher education, organizations face the challenge of harmonizing the needs of four distinct generations in the same work environment. Developing motivation and recognition strategies that meet the expectations of all employees is a complex task (Pauli et al., 2020). In the coming years, Generation Z will consolidate its position as the main global workforce, requiring leaders to develop new management approaches to maintain organizational competitiveness. Studies indicate that the core values of this group include personal fulfillment, the social impact of work, and professional prestige (Rocha, 2022). However, human resources managers point out challenges in leading these young people, citing characteristics such as impatience, resistance to direct commands, and, in some cases, gaps in technical qualifications and professional demeanor (Souza et al., 2024). Furthermore, it is observed that many of these professionals are in an early stage of professional maturity, which requires closer and more structured monitoring (Valadão, 2022). Given these divergent perceptions, it becomes fundamental to deepen the knowledge about generation Z to align management strategies with their aspirations and future visions.
To achieve the objective of identifying the perspectives of young people from generation Z regarding the work environment, a descriptive and quantitative research methodology was adopted. Descriptive research allows for detailed analysis of phenomena through statistical data, while the survey method enables the collection of information and opinions from representative groups of a specific population (Freitas et al., 2000). The defined target audience comprised young people born between 1998 and 2007, aged between 18 and 27 years, who were currently pursuing or had already completed higher education and had an active employment relationship. The sample consisted of 105 participants, reached through the non-probabilistic sampling technique called Snowball. In this procedure, initial participants, directly recruited by researchers, indicate new volunteers who meet the inclusion criteria, creating a network of contacts that expands the reach of data collection.
Information was collected through a structured questionnaire, made available on the digital platform Google Forms. The research instrument comprised 22 questions, organized to outline the sociodemographic and professional profile of the respondents and, subsequently, to investigate specific perceptions about the job market. Demographic variables included age, education level, field of study, previous professional experience, and region of residence. For the analysis of perceptions and values, a five-point Likert scale was used, where the value 1 represented the maximum degree of disagreement (totally disagree) and the value 5 represented the maximum degree of agreement (totally agree). The questionnaire was developed based on validated constructs from previous studies that addressed the values of generation Z and career management challenges (Rocha, 2022; Valadão, 2022). The adaptation of these references aimed to ensure the clarity of the questions and avoid respondent fatigue, while maintaining alignment with contemporary reality.
The participant recruitment process took place between May and July 2025, using the digital social networks WhatsApp and Instagram as the main dissemination channels. The invitation sent contained detailed information about the study’s purpose, eligibility criteria, the link to access the form, and an electronic free and informed consent term. The treatment of the collected data followed the precepts of descriptive statistical analysis, involving the calculation of relative frequencies, absolute frequencies, and arithmetic means (Valadão, 2022). This approach allowed for the organization and summarization of data into thematic categories, facilitating the interpretation of results. It should be noted that the research followed the ethical guidelines established by Resolution CNS n510/2016, ensuring the anonymity of participants and the protection of sensitive data, and did not require submission to the Research Ethics Committee as it involved consultation with the general public without individual identification.
The analysis of the results revealed a diverse sample within the proposed age range. Of the 105 respondents, 43.8% are between 21 and 23 years old, representing 46 individuals. The group aged between 24 and 27 years totaled 34.3%, corresponding to 36 participants, while young people between 18 and 20 years old numbered 21.9%, or 23 respondents. Regarding the level of education, a predominance of individuals with complete higher education was observed, representing 42.9% of the sample (45 people). Those still pursuing undergraduate studies total 30.5% (32 individuals), while 23.8% (25 people) already have postgraduate degrees and 2.9% (3 people) hold a master’s degree. The most prominent fields of study were Law and Psychology, although participants from Pedagogy, Biomedicine, Architecture, Visual Arts, Information Technology, Medicine, Nursing, Mechanical Engineering, Mathematics, and Literature were also registered. A relevant fact is that 100% of the participants reside in the Center-West region of Brazil and all have previous professional experience, which lends greater credibility to the responses provided about the organizational environment.
Regarding values and purposes at work, the data show a strong inclination towards ethical and social aspects. Approximately 78.1% of young people believe it is fundamental to work in organizations that share their personal values. This search for axiological alignment is corroborated by the appreciation for socio-environmental responsibility, as 82.9% of respondents stated they prioritize companies committed to the environment and social causes. This behavior reflects a generational concern with the external impacts of corporate activities, surpassing the traditional view of profit at any cost. The importance of purpose at work was also evident in the comparison with financial remuneration: 56.2% of participants agree that having a clear purpose is more relevant than the salary received. This data suggests that, for Generation Z, the meaning of work and connection with ethical and sustainable principles are determining factors for professional satisfaction (Rocha, 2022).
In the realm of career motivations and expectations, the results point to a preference for personal development and autonomy. About 63.8% of young people feel more motivated by professional growth opportunities than by job stability, indicating a valuation of career progression and continuous learning over long-term security in the same role. Flexibility also emerged as a critical factor, with 76.2% of respondents stating that the possibility of flexible hours and remote work are essential for their routine. Regarding rewards, recognition of individual effort was pointed out by 49.5% as more important than direct financial incentives, although 32.4% showed partial agreement, suggesting that remuneration still maintains its relevance as a complementary factor.
Professional insecurity and aspirations for the future were also mapped. It was found that 73.3% of young people fear not finding employment opportunities that are fully aligned with their personal values, which reinforces the importance attributed to ethical alignment. Furthermore, the perception of preparedness for the job market is divided: while 43.8% feel prepared, 38.1% declared feeling only partially ready, signaling gaps in academic training or the need for investment in continuous professional qualification. Another point of attention is the perception of generational devaluation, as 74.3% of respondents believe that the job market does not yet adequately value the skills and profile of Generation Z, which can act as a demotivating factor and hinder the integration of these young people into companies.
In relation to organizational culture, the data confirm a preference for less rigid structures. Approximately 75.2% of participants prefer collaborative, horizontal, and humanized work environments, as opposed to traditional hierarchical models. Leadership plays a central role in this dynamic, with 81% of young people stating that leaders should be empathetic, accessible, and capable of understanding the individual needs of the team. Openness to dialogue is also seen as essential by 81.9% of the sample, who advocate for active and transparent listening by companies. However, significant challenges persist regarding diversity and inclusion, as 70.5% of respondents feel that organizations are not yet adequately prepared to deal with the plurality of profiles and identities.
Looking ahead, Generation Z demonstrates a pragmatic and innovative vision. About 84.8% believe that companies should invest heavily in the development of their employees as a way to value human capital. Technology is seen as a determining factor for career success by 65.7% of participants, highlighting awareness of digital transformation. Furthermore, the entrepreneurial spirit is latent, with 43.8% expressing interest in starting their own business in the future, while 31.4% remain undecided. These results converge with previous studies that highlight the pursuit of autonomy, flexibility, and innovation as hallmarks of this generation (Valadão, 2022). The comparison with Rocha’s (2022) data reinforces the consistency of these trends, especially regarding concern for environmental responsibility and the desire to work in places that promote well-being and dialogue.
The discussion of the results allows us to infer that organizations need to adapt their management strategies to welcome generation Z. The implementation of ESG (Environmental, Social, and Governance) practices should not be seen merely as a regulatory obligation, but as a talent attraction tool, given the high value placed by young people on these criteria. The creation of active listening spaces, such as idea forums and constant feedback meetings, can help retain these professionals, allowing them to contribute to organizational planning. Furthermore, offering training programs and promoting a culture of autonomy, where young people have the freedom to perform their tasks within clear strategic planning, tends to increase productivity and engagement. It is necessary for companies to recognize the limitations of this research, such as the geographical focus on the Center-West region, and seek to expand these analyses to other regional realities, aiming for a more comprehensive understanding of the national scenario.
It is concluded that the objective was achieved, as the perspectives of young people from generation Z were identified, revealing a strong demand for work environments that prioritize ethical values, sustainability, flexibility, and empathetic leadership. The research showed that, for these professionals, purpose and recognition often outweigh the exclusive pursuit of stability or high salaries. Organizations wishing to maintain their competitiveness and ensure the succession of their workforce must therefore invest in transforming their organizational cultures, making them more horizontal, inclusive, and open to dialogue. The successful integration of generation Z depends on managers’ ability to harmonize individual expectations with the company’s strategic objectives, promoting an environment where technological innovation and human development go hand in hand. Strengthening social responsibility practices and offering real professional growth opportunities emerge as the most effective ways to attract and retain this new workforce, which will soon be the majority in the global market.
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