This shift in expectations is causing some friction with hiring managers, particularly those from older generations who were accustomed to longer work hours and more rigid expectations around availability. While it’s an important topic for job seekers, it’s not without its challenges.

The Rise of Work-Life Balance in Job Interviews

Job interviews, once seen as a straightforward opportunity for candidates to sell their skills, have evolved to become a two-way street. Today, candidates are not just asking about the job responsibilities—they’re also inquiring about the company’s work-life balance practices. Gen Z, having grown up with the aftermath of the COVID-19 pandemic, places a strong emphasis on personal time and mental health, leading them to ask potential employers about how they handle work-life integration.

For instance, Sheila Williams, managing director of talent acquisition at Deloitte, notes that work-life balance or work-life integration questions have become common in interviews. “There’s a greater shift to candidates wanting to align their personal values, goals, and purpose with the organization,” she explains. This shift has led companies to recognize that flexibility and mental health support are increasingly important to job seekers. Even industries with historically rigid structures, like consulting or tax services, are finding ways to offer flexibility to appeal to younger workers.

Why Gen Z Cares About Work-Life Balance

The desire for work-life balance among Gen Z workers is not simply a preference—it’s a necessity. Having witnessed the toll that the pandemic took on mental health and the work-from-home revolution, Gen Z is prioritizing flexibility and personal time more than ever before. Many are coming into the workforce with the mindset that their job should accommodate their life, rather than their life revolving around their job.

David Jacobowitz, the founder of Nebula Snacks, a snack startup, shares that while many Gen Z candidates are promising, their questions about work-life balance make him question their fit for the job. “The expectation is that this is not a typical 9-to-5,” Jacobowitz explains. “Startups, in particular, require long hours, especially during launches or trips to meet with teams or retailers.”

This shift is particularly notable in industries like investment banking, which traditionally requires extensive hours in the office. Steven Sibley, clinical assistant professor of finance at Indiana University’s Kelley School of Business, points out that Gen Z candidates asking about work-life balance could be seen as a red flag in such industries. “If you were to directly ask about work-life balance at a firm like ours, I think your application would be denied,” Sibley says. “We’re trying to determine if candidates are willing to work 80-90 hour weeks to learn and earn in two years, or if they’re just looking for the minimum work for maximum reward.”

Adapting to Gen Z’s Expectations

Despite some resistance from older industries, many companies are beginning to embrace Gen Z’s expectations, particularly in sectors where work-life balance was previously neglected. Goldman Sachs, for example, has introduced the “Saturday rule,” which prohibits junior bankers from working between 9 p.m. Friday and 9 a.m. Sunday—a small but significant change in an industry traditionally known for its grueling hours.

In some cases, the rise of remote work and flexible hours has allowed even traditionally demanding fields like investment banking to adapt. Companies that were once inflexible in their expectations are now learning to accommodate the growing preference for work-from-home options and flexible scheduling.

The Stigma Around Asking for Work-Life Balance

While Gen Z’s demand for work-life balance is pushing change in many companies, it’s also met with skepticism from older generations. Some hiring managers view questions about work-life balance as a sign of entitlement or lack of work ethic. But career expert Mary Cooney believes it’s time to let go of that stigma.

“I am, frankly, pretty shocked that Gen Z has to ask this question at all,” Cooney says. “The concept of work-life balance should be in place by now. It’s not something new; it’s something that was pioneered by earlier generations, like Gen Xers, who wanted more time with family and personal commitments.”

As Cooney notes, the push for work-life balance isn’t just a Gen Z issue—it’s part of a broader cultural shift that has been ongoing for decades. It started with Gen X and has now been embraced by the next generation, who are demanding healthier boundaries between work and life.

The Future of Work: Generational Change

As Gen Z continues to enter the workforce, their push for work-life balance is likely to shape the future of work for years to come. From remote work to flexible hours and mental health support, companies will have to adapt to these expectations or risk losing talented, motivated workers.

Employers need to educate their teams on the changing expectations and prepare for interviews where candidates will openly discuss these topics. As the workforce becomes increasingly multigenerational, it’s crucial for companies to understand and navigate the values and needs of their employees.

Conclusion: A New Era of Work-Life Balance

Gen Z’s desire for work-life balance is more than a passing trend—it’s a shift in how work is viewed and approached. For employers and managers, the key is to listen to these concerns, acknowledge the changing dynamics, and take steps to adapt to a workforce that prioritizes both professional and personal fulfillment. The future of work lies in flexibility, and companies that embrace this change will be better positioned to attract and retain top talent in an increasingly competitive landscape.

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Roulet shared his thoughts in a video posted on the university’s YouTube channel, defending Gen Z’s work ethic and challenging the conventional narrative that this generation is less hardworking than its predecessors.

A Generational Myth?

Roulet points out that every generation has been accused of being lazier than the one before it. He even references Socrates, the ancient Greek philosopher, who allegedly lamented the work ethic of his time’s youth. Roulet’s argument highlights that, throughout history, older generations have often expressed concern about the younger generation’s perceived lack of motivation. He adds, “If we look at motivational drivers, research shows that across generations, motivational drivers are the same.” This suggests that the desire to achieve, succeed, and contribute is a shared trait across all generations, even if the methods and priorities differ.

Shifting Expectations of Work

According to Roulet, the real difference lies in the expectations that younger generations have regarding work. “The expectations toward work have changed,” he explains. Gen Z wants more than just a paycheck—they seek growth, purpose, and, perhaps most importantly, work-life balance. Roulet emphasizes that these are not unreasonable demands, but rather a shift in values that organizations must adapt to if they want to attract and retain top talent.

The desire for a better work-life balance is not about avoiding hard work; instead, it’s about achieving a sense of fulfillment that goes beyond the office. Many Gen Z workers prioritize flexibility and mental well-being, understanding that success is not solely defined by long hours spent at the office.

The Changing Economic Landscape

Roulet also points out that the economic context has shifted dramatically over the past few decades. “A job 30 or 20 years ago would have provided further security, but this is not necessarily the case anymore,” Roulet explains. For younger generations, the economic security that previous generations enjoyed is no longer guaranteed, and many struggle with the high costs of living and barriers to entry in areas like homeownership.

The economic pressures of today, including soaring housing prices and student debt, create a different reality for Gen Z. Roulet notes that this generation is more likely to feel the weight of financial instability, making traditional career paths less appealing. These changing circumstances have led Gen Z to value a sense of purpose and flexibility in their careers over the security of a 9-to-5 job that offers few personal rewards.

Conflict with Executive Views

Roulet’s perspective stands in contrast to that of some high-profile business executives, including JPMorgan CEO Jamie Dimon, who has publicly expressed little sympathy for Gen Z and millennials. During JPMorgan’s investor day earlier this year, Dimon dismissed concerns about younger workers, arguing that they had better life expectancy and would likely work fewer hours compared to past generations. “I don’t feel so bad for Gen Z and millennials,” he said, comparing their lives to the hardships faced by his immigrant grandparents, who arrived in the U.S. with nothing.

Dimon’s comments have sparked criticism, with many arguing that his perspective fails to acknowledge the unique challenges that younger generations face, such as the rising cost of living, student loan debt, and the uncertainty brought on by global crises. While Dimon’s comments about life expectancy and health may be true in a general sense, they overlook the complex, multifaceted issues that Gen Z faces in their pursuit of success.

A Broader Perspective on Work and Life

Roulet’s views provide a broader and more nuanced understanding of what drives Gen Z. Rather than labeling the generation as lazy or entitled, it’s important to recognize that Gen Z has different priorities. They still seek success, but their definition of success includes well-being, purpose, and balance, not just climbing the corporate ladder at all costs. For many in Gen Z, a fulfilling career is one that allows room for personal growth, flexibility, and mental health.

As businesses strive to adapt to the demands of a new generation of workers, they will need to embrace these shifts in values. Those that provide meaningful work, growth opportunities, and a healthy work-life balance will likely attract the brightest and most motivated talent. Ignoring these demands may result in difficulty retaining top employees who are seeking a better, more holistic approach to their careers.

Conclusion: Gen Z’s Rejection of Traditional Work Norms

Rather than being labeled as lazy, Gen Z is challenging the conventional norms of work. They are pushing for more meaningful, balanced careers where success is measured by fulfillment rather than the number of hours worked. As businesses adapt to this shift, they will need to find ways to meet these new expectations without compromising on productivity or efficiency. Embracing the values that Gen Z holds dear—growth, purpose, and work-life balance—will be key to attracting and retaining a motivated, innovative workforce in the future.

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While older generations may view this detachment as laziness or lack of commitment, it is essential to understand that Gen Z workers are more vocal about their need for balance and mental health support. This generation, which is set to surpass Boomers in the workforce this year and make up 27% of it by 2025, has been through their own set of challenges, particularly the COVID-19 pandemic, which forced many employees to rethink their relationship with work.

The Impact of Disengagement

Employee disengagement is a growing problem that companies must address to avoid costly consequences. According to Gallup, only about 30% of employees worldwide are fully engaged, with the remaining majority either indifferent or actively disengaged. This disengagement has tangible consequences: businesses lose the equivalent of 18% of an employee’s annual salary for every disengaged worker.

The costs are not just financial but also organizational. Companies with low engagement levels experience higher turnover rates, lower productivity, and a diminished ability to innovate. In industries like technology and healthcare, where talent retention is critical, disengagement can significantly undermine efforts to maintain a competitive edge.

While Millennials and Gen Z are the groups most affected by this issue, disengagement affects all generations. Both groups have seen significant drops in engagement levels, with Millennials’ engagement dropping by 7%, and Gen Z’s by 5%. The costs are steep, with disengaged employees costing companies billions annually in lost productivity.

The Changing Nature of Work

The pandemic has changed the way we view work and has had a lasting impact on employee engagement. The forced separation between employees and their workplaces during lockdowns created a disconnect, and now, as workers return to the office, that reconnection often feels unnatural or forced. Many employees are struggling to adapt to a post-pandemic work environment, where hybrid or remote options have become more common, but companies are still trying to figure out the best way to balance in-office and virtual work.

Gen Z, in particular, has grown disillusioned with companies that do not demonstrate loyalty or commitment to their employees. The experiences of watching their parents lose jobs during the pandemic have made this generation more cautious about investing in their employers. Trust in leadership has waned, and many young workers now demand transparency and a clearer work-life balance.

In many cases, this has resulted in a shift in priorities. Younger workers no longer see loyalty to their employers as a given, and they expect organizations to reciprocate their commitment. This represents a significant change from past generations, who were often expected to show long-term dedication to a single employer.

Gen Z’s Voice: Setting Boundaries

What sets Gen Z apart from older generations is their willingness to voice their concerns and set boundaries. The rise of mental health awareness and the desire for work-life balance have prompted Gen Z to push back against traditional corporate culture. They expect equal paternity and maternity leave, mental health days, and a work environment that prioritizes transparency and sustainability. These demands, while seen as normal by younger generations, can create tension with older workers who view them as signs of dissatisfaction.

A recent survey revealed that 47% of Gen Z workers had a career gap of six months or more, with many choosing to travel or take a break from the workforce to explore other passions. This is in stark contrast to older generations, who often view career gaps negatively. However, Gen Z sees these breaks as an opportunity for personal growth and development, which is essential for creating a fulfilling career. In fact, many Gen Zers believe that taking time off to recharge or pursue personal interests contributes to their overall well-being and long-term career satisfaction.

This attitude has also led to an increase in “job hopping.” Unlike their predecessors, Gen Z is more willing to leave a job that doesn’t meet their expectations or offer opportunities for personal fulfillment. This has led to concerns from older generations who see job-hopping as a sign of instability or a lack of loyalty. However, for Gen Z, job-hopping is often viewed as a strategy for gaining diverse experiences and finding a job that aligns with their values and goals.

The Path Forward: Building a Culture of Trust

For companies to combat disengagement and retain top talent, they need to invest in building a culture of trust. Employees need to feel valued and that their contributions matter. This requires intentional leadership, transparent communication, and a genuine commitment to employee well-being.

Building a culture of trust doesn’t happen overnight. It requires consistent effort and commitment from leadership. Companies must be proactive in creating an environment where employees feel safe and supported. Leaders should be trained to recognize the signs of disengagement and take appropriate actions to address them before they lead to turnover.

One of the key strategies for improving engagement is coaching leaders to be more empathetic and communicative. A study by Skillsoft found that when leaders received coaching, their engagement increased by 41% after six months. Engaged leaders are better equipped to motivate their teams, foster a sense of purpose, and create a culture where employees feel connected to the organization’s mission.

Another important step is to offer employees the flexibility they crave. This means embracing hybrid and remote work options, allowing employees to set their own schedules when possible, and providing them with the tools they need to succeed in a digital-first world. In addition, offering competitive benefits such as mental health days, wellness programs, and paid time off can help address the work-life balance issues that Gen Z values.

It’s also important to acknowledge the values that Gen Z holds dear, such as sustainability, diversity, and mental health support. Companies that take steps to implement sustainable practices, promote inclusivity, and offer mental health resources are more likely to attract and retain younger workers who see these initiatives as essential to their overall well-being.

Conclusion: The Future of Work is Collaborative

As Gen Z continues to enter the workforce in larger numbers, businesses must adapt to meet their expectations and values. Disengagement is a serious problem that can have far-reaching consequences for organizations, but it also presents an opportunity for businesses to reevaluate their practices and improve the employee experience.

By fostering a culture of trust, transparency, and inclusivity, organizations can not only address the disengagement crisis but also position themselves for long-term success. Investing in leadership development, offering flexible work arrangements, and listening to employees’ needs will help create a work environment where employees feel valued, supported, and engaged. The future of work is collaborative, and companies that embrace this mindset will be better equipped to navigate the challenges of the modern workplace.

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