CURATED READS ON GEN Z IN THE WORKPLACE

Welcome to the latest edition of Mind the Gap. We hope you find our perspectives useful. Let us know what you think at Alex_Panas@McKinsey.com and Axel_Karlsson@McKinsey.com.

—Alex and Axel

first up

Here’s what you might expect from the usual discourse around return-to-office policies, based on generational stereotypes: Senior leaders want in-person attendance; younger employees demand flexibility. But the data tell a different story.

The youngest workers in the US labor force—those aged 18 to 24—are actually the least enthusiastic about remote work, according to new research from McKinsey Senior Partner Nora Gardner and coauthors. Only 36 percent said they preferred it, compared with 59 percent of 25-to-34-year-olds. It’s a counterintuitive trend, especially in a world where hybrid and remote work are often framed as essential to attracting the next generation of talent. (While the research surveyed US workers, there’s evidence that Gen Zers are leading the return-to-office push in other countries, such as the United Kingdom.)

So, what’s going on?

For early-career employees, work isn’t just about task execution—meaningful work matters, which means that learning the ropes and building networks do, too. These are things that can be harder to achieve through a computer screen (plus, that would-be great office outfit makes an appearance only from the neck-up on a video call).

But here’s the rub: While younger workers may be less drawn to fully remote work, they’re also the least likely to have access to flexible arrangements. Research shows a notable gap—about 20 percentage points—between how much remote work they want and how much they get, which is the largest such gap across all age groups.

Meanwhile, more experienced employees—often with families and established professional networks—are leaning into remote. Many have more leverage to do so: Workers over 25, those with higher incomes, and those with advanced degrees are more likely to have access to remote work.

This gap creates a new tension: How do organizations bring younger employees on-site to support their growth while ensuring that senior colleagues are there to offer mentorship?

Some companies are rethinking how they co-locate. “Anchor weeks,” for example, bring everyone together periodically for targeted collaboration and training. Some are opting for purposeful in-person moments—onboarding, project kickoffs, and leadership development programs—rather than daily presence.

By the way, five days in-office may be the norm for some companies, but not all: On average, workers are going into the office less than they did before the pandemic. Real estate companies have a role to play too: By reimagining office locations, incorporating experiential elements, and offering flexible leases, they can help companies experiment with operating models and ease the tension between return-to-office evangelists and stay-at-homers.

As for employers, the key isn’t simply mandating time in the office. It’s articulating why it matters. For Gen Z, that “why” often revolves around mentorship, community, and career progression. But for those benefits to materialize, experienced colleagues need to show up too. PSA: Physical presence does not guarantee impact; purposeful in-person presence can be just as powerful as dedicated moments of virtual collaboration and mentorship.

Flexibility remains a top driver for job seekers, alongside compensation and advancement opportunities. Organizations that offer tailored, purpose-driven hybrid models may be better positioned to bridge the generational gap and build stronger, more connected teams. 

VISUALIZE IT

In Europe, children of highly educated parents are three times as likely as peers with less educated parents to achieve high levels of education themselves.

WAIT, DON’T SCROLL

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NOT US; STILL GREAT

Exhibit Z. Five charts offer a snapshot of Gen Z’s economic and social POV. [Bloomberg]

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CROSSWORD

—Edited by Alexandra Mondalek, editor, New York