Generation Z, the cohort born between 1997 and 2012, increasingly want to return to the office and are walking away from remote work because they want more connection.
A recent Gallup poll found that only 23% of Gen Z workers in the US prefer fully remote roles, compared to 35% of older generations. It’s a similar story in the UK where Bupa reports 40% of Gen Z employees feel lonely working remotely, significantly more than older generations. Nearly half are now considering roles offering more social engagement. Many started their careers during Covid lockdowns and have never worked full time in an office, and few Gen Z workers are the parent or guardian of a child younger than 18, amongst which group working from home is more popular.
Other market analysis finds respondents say remote work lacks friendships, team lunches and camaraderie that on-site and hybrid work can provide. Isolation can increase loneliness and, in the absence of social support, contribute to sadness and anger – spending time with others plays a key role in positive life evaluations.
Recent surveys find Gen Z want office access to training and are more motivated to come in if their team is also there. Many Gen Z professionals also lack suitable home working environments – think crowded flats and shared house setups which make the office a more comfortable and effective workspace, and the office also provides clearer structure and separation between work and personal life. Remote work can also hamper development of interpersonal skills and Gen Z admit lower confidence in networking and relationship-building when isolated behind screens.
Autonomy can also be stressful. It can boost engagement by giving employees more control over their time, but too much autonomy can create stress and technology can also frustrate. Previous Gallup research shows that collaboration through digital technology isn’t always smooth and frustration varies by task. Remote employees may also have less access to certain resources and equipment available to on-site workers.
“Remote work for younger workers is problematic. Despite their comfort with technology, my research proved conclusively that they also want culture, identity and belonging. Zoom and Slack are a poor substitute for face-to-face experiences that build real trust and connection,” says Dr Tim Currie, author of Swift Trust: Mastering Relationships in the Remote Work Revolution. “Younger employees are trying to build careers without the moments that build trust. If companies don’t fix this, they’re going to lose their future leaders before they ever find their footing,” he says.
How are employers responding?
At the moment, the most common office setup is approximately three days in-office per week, though companies are experimenting with mandates and gradually adjusting their policies.
Companies are also prioritising their office setup, blending intentional design, community, and career support to create a new type of office environment. For example, workplaces increasingly offer social and lifestyle enhancing facilities from pop-up salons to yoga sessions and childcare solutions to attract young talent. According to research by the British Council for Offices (BCO) the way to get more Gen Z’s to return to the office is better offices focused on sustainability and tech-first environments. The BCO’s latest Guide to Fit Out shows how future-ready workplaces need a range of attractive settings, better tech and a serious focus on well-being and diversity.
Other tangible benefits include commuter support like subsidised travel, parking or in-office meal allowances as well as structured mentorship and professional development opportunities.
To build or rebuild a rich and trusted culture for younger employees Dr. Currie suggests leaders should be present, available and engaging in a digital-first work environment. “Leaders who are visibly available in digital platforms encourage trust. They must embrace modern digital ways of engaging through short form videos and sharing authentic moments – almost becoming an influencer to their own companies and employee base.”
He also suggests that in-office time should be spent face to face with local team members and leaders who work on relevant work streams. This might require re-engineering of team or organizational composition, in many cases reversing the trend that was accelerated during the pandemic. And space needs to be created to engage authentically. “You can’t schedule innovation for 3:00 on a Tuesday – so space has to be created to engage organically,” he concludes.
